No matter your role within a company, CEO, administrator, clinical director to an entry-level position, soft skills are essential in helping you thrive in the workplace. They are so important that when something isn’t working or feels off, it is often rooted in a soft skillset vs. a technical skill mishap.  They are used and beneficial in any company, in any industry. If you find yourself with new work responsibility or the chance for one, soft skills are often one of the drivers for your newfound success, the reason you were hired, or why someone is trying to recruit you into a position.  #KnowYourStrengths #UnderstandYourWeaknesses #DoTheWork 

Here are some of the top soft skills that recruiters, hiring managers and business owners are looking for to drive success in a remote work environment:

• Accountability: Take responsibility for outcomes. This could be for an action you’ve done yourself, participated in as a team and most importantly, for your direct reports. The buck stops here – and you are the here.
• Assertiveness: Be confident in yourself and allow yourself the grace to not always be right. Don’t let fear of being wrong stop you from sharing and participating.  Acting courageous and enthusiastic with your communications and actions isn’t always easy, and it is often necessary. And don’t forget to balance your newfound assertiveness with respect, it will take you and your good work farther.  If you need to fake it till you become it, practice. 
• Collaboration & Teamwork: Do not be afraid to ask for help or to help others. Some tasks are better done together and partnering can get work done faster. Combine your efforts and resources toward a common goal and be respectful of others if they have a different viewpoint or method of getting a job done. In some instances, you may need to compromise. In others, do not be afraid to swallow your pride if the task gets completed in the desired outcome. It’s amazing what you can accomplish if you don’t care who gets credit.
• Conflict Management: Maintaining a healthy relationship with your coworkers is crucial to have a productive work environment. Conflict management is a skillset that helps you compromise and resolve disagreements in a respectful manner. Don’t let little things build up into big issues, and work to solve misunderstandings on a one-to-one basis first, in-person, video chat or over the phone – not in email or text.  
• Practical: Have calm, commonsense thinking. Think realistically when it comes to goals and outcomes and the time it will take to reach them. Setting unrealistic goals in unrealistic timeframes to often leads to failure and disappointment. This doesn’t mean you shouldn’t dream and push, if simply means that big visions need a level of practically to come true. 
• Creativity: Think, do, and express in ways that are outside of the box. This could be by creating new design ideas, processes or simply variations of current techniques to get tasks done. 
• Critical Thinking: Think in a disciplined manner that is clear, rational, open minded, and evidence based. Looking at problems from different points of view often opens new paths to solutions.  Take the side you disagree with most and argue for it – exercises like that will open your mind and allow you to determine options more openly.
• Enriching Others: Give positive reinforcement and support to those around you. Help create a healthy positive work environment. Be accepting of other’s differences. Mostly, find ways to contribute to the greater good of a project and others.
• Problem Solving: Hone the ability to identify obstacles. Discuss, analyze, and solve for challenges in both conventional and unconventional ways. 
• Productivity: Set and meet goals. Work hard but smart. Prioritize, plan, and manage tasks to knock them out of the way and to achieve your best results.
• Relationship Management: Build relationships with those around you. Be aware of their emotions and take them into consideration if they’re having a bad or unsuccessful day. Stop the often-natural tendency to think the worst and give everyone the benefit of the doubt.  You’ll appreciate it when they do the same for you.
• Self-Assessment: Self-reflect. Determine your strengths and limitations. See where you would add value to a situation or where you could improve and reach out for help. Often understanding your biggest weakness
• Service Orientation: Anticipate and meet people’s often unspoken needs. This can be done by helping them, introducing them to products, or services. Strive to achieve customer satisfaction and loyalty. Show them how you stand out from other places by being attentive and insightful. 
• Stress Tolerance: Be able to endure pressure and uncertainty without becoming negative toward self or others. Be able to handle fast-pace or changing environments or excessive workloads through proper management methods. Don’t be afraid to reach out for help when needed. 

As you read that list, did any skills resonate as talents you feel you may already possess?  How about those that stick out as opportunities for improvement? First, you should identify the soft skills you naturally align with or that you feel you already have mastered. These should appear under Strengths on your resume, during interviews, and as you look for ways to add value to your current team. 

Are you uncertain about what these might be? It’s sometimes hard to understand your strengths, particularly if it is something that comes more naturally.  A good way to identify the skills that should already be listed in your Strengths Column is to ask your current or former boss, talk with coworkers and close friends or take online assessments. Next, to strengthen the skills you feel are important but may lack mastery, read about them, inquire about training that may be available through your current job, or even take an online class. There are many online or in-person classes that vary in length and depth. It is also useful to interview someone who has the skill or skills you’re hoping to start working on. There is a lot to learn from those that are already practicing what you hope to develop.

Do you currently have a mid-level provider?

Yes, we have two mid-level providers, they are both physician assistants.

How many years have you had a mid-level provider working within your practice?

We began to use mid-level providers in our practice about 10 years ago.

What circumstances made you consider adding a mid-level provider versus adding an additional physician provider?

In considering how to bring additional value to the practice, we needed more providers to help manage patients in our office.  We had a growing practice, and the in-office visits were increasing at a rate that was pushing out new patient visits beyond what we felt was acceptable.  We also wanted the providers that were managing patients here to have the same care philosophy as the other ENT partners. We felt like it was a real opportunity to expand our availably, reduce our wait times and patient frustration with getting access quickly and most importantly, we wanted to be able to train the mid-level providers ourselves.  Physician assistants aren’t usually specialized, so the opportunity to train them to our care model, align them with our guidelines & best practices and ultimately, position our provider team to be an extension of us as physicians.

In what capacity do you use your current mid-level providers?

Our physician assistants were hired with the intention for them to develop their own patient base and manage their own caseload. We wanted our patients to have greater access to our practice and to us as ENT providers.

Is there a selection criterion that you use when considering a mid-level provider in your practice?

There are many considerations when selecting any provider for your practice.  For us, we wanted someone that was eager and motivated to learn, open to additional training, and had a great work ethic. Being able to train “on the job” for a mid-level within the practice allows for molding the care delivery model to one that is consistent from one physician to the other when they are practicing with more than one physician.  It allows for standards to be established that are consistent to the office and patient need, not just to the interest of the physician partners. 

Are there any limitations to the types of patients that you direct toward your physician assistants?

How a mid-level provider is used within a practice can vary greatly based on the specialties of the training physicians as well as other medical providers on the care-team, for instance, audiology and speech pathology. In our case, our PA’s have built their own patient load with reoccurring patients while assisting with practice growth by taking on new ENT patients, just as a physician partner would be expected to manage their schedule.  We utilize our mid-level providers for most office-based procedures; however, we do put limits on some patient types, for example: airway obstructions and nose bleeds; but the limitations of each mid-level provider may vary based on their area of interests as well as experience, eye-hand coordination, and depth perception, as these are requirements when working in the ear, especially as microscope use is typically required.  

What type of on-boarding process and training do you use when introducing mid-level providers to the specialty of ear, nose and throat?

How training is approached is determined initially by the experience of the mid-level provider. We were fortunate the first PA we added at our location had been working in the ENT specialty for some time prior to joining our practice.  We were able to take the experience that she had from her prior employment and build on it.  We focused more our assuring she was comfortable with the fundaments and then moved toward the care philosophy we have established for our practice. Our second PA came aboard without any experience in ENT.  However, she had great familiarity with us as a practice, as she had worked on the administrative side of our practice as she was working on her PA degree.  This gave us great comfort in hiring, as we already knew her, loved her work ethic and knew she would be open to our training and practice care philosophies.  She was already a great fit with our team and our patients.   

Is there a difference in microscope training skills for a mid-level provider versus an ENT resident?

As medical residents, most of your learning begins in the cadaver lab as well as working with patients in surgery.  This is very different than the physician assistant that learns these skills on alive, alert patients. It takes practice to work under a microscope, but with a planned approach, “see one, do one, teach one” allows for direct and ongoing oversight until the mid-level provider has mastered the microscope.

How do you feel the mid-level provider brings value to your practice?

Adding mid-level providers to our practice allowed us to provide more comprehensive care and follow-up with our patients. Our patients often recommend our PAs as a primary provider to friends and family. This speaks to the quality of care our mid-level providers give to our patients.

When considering the different patient types and procedures that a PA can manage in your office, what do you consider in the training process as it relates to liability?

Just as physicians, mid-level providers may have skills that align with different types of procedures and treatments within the office.  There are some limits we set for treating patients initially, airway obstructions and nose bleeds to mention a couple examples.  Deciding how a PA will be used in a physician practice is determined by the skills of the provider, as well as the comfort of the physician that is supervising. They do ultimately work as a team.

When it comes time to seek medical care for any ENT related issues, there are some key factors that everyone considers: convenience, experience, skill and expertise, and bedside manner to name a few. What many are less likely to consider is whether you should see a physician or a physician assistant (PA). Many patients are pleasantly surprised to learn the full scope of practice that PAs are able to provide and the increasing number of benefits they bring to healthcare.

Let’s meet Ana Galvan, MMS, PA-C.  She joined her current practice in 2018, after graduation.  Ana is certified by the National Commission on Certification of Physician Assistants (NCCPA). She is a fellow of the Society of Physician Assistants in Otorhinolaryngology / Head & Neck Surgery (SPAO-HNS), the Florida Academy of Physician Assistants (FAPA), and the American Academy of Physician Assistants.

Tell us a little about yourself, which PA program you graduated from and when you graduated.

I was born in Mexico, but I mostly grew up in Boca Raton, Florida. I attended the University of Florida for undergraduate and I attended Nova Southeastern University in Fort Lauderdale for PA school. I graduated in 2018. 

What is your current specialty? Why did you choose this specialty?

I work in otolaryngology. I did one of my elective rotations in otolaryngology early on during clinical year and loved it, so I ended up choosing ENT again for my second elective rotation. I enjoy the variety of cases and subspecialties within ENT and having the ability to do many procedures.  

What type of environment do you work in (hospital, clinic, administration, or a mix)?

I work in a clinic which is set up to do in-office surgeries under general anesthesia.  

What is your schedule like? Do you work Monday through Friday, weekends, holidays, night shifts?

I work Monday through Friday.  I usually get to work around 7:30 am and leave between 5:30 – 6:30 PM, and sometimes continue charting at home. I set up patients for surgery once a week, so I arrive at 5:00 AM on those days. No weekends or night shifts. 

Do you take call?

I take call every other week. I alternate with the other PA in our office. It is phone-call based, usually to answer questions for post-operative patients.  

Describe a typical day like for you? Do you start in a clinic or hospital setting, do you stay there for the entire day? What time do you start and finish?

I start seeing patients at 8 AM and the last scheduled patient is around 3:30 AM.  The rest of the day, I am reviewing labs and test results, answering messages, calling patients, and charting notes.  I run my own patient schedule; I typically see 10 to 15 patients per day including new patients, follow-ups, pre-op visits, post-op visits.  As I mentioned, once a week my schedule is blocked to assist in setting up patients for surgeries that includes pre-op testing, vitals, IV placement and in post-anesthesia care unit (PACU) to monitor and recover them after their surgeries. I think this is less common in general for PAs to only manage patients in the PACU, in many other practice locations, the PA is first-assist during surgery. So, it just depends on the needs of the practice.

How autonomous are you, what types of things do you involve your supervising physician for and what do you do on your own? Is this typical for your specialty or more specific to your situation?

In a normal day I work pretty autonomously. The patients on my schedule I see completely on my own and I diagnose and treat them. If it is something that I am not sure about or needs urgent attention, I may bring in one of my collaborating physicians into the room, but this only happens a few times per year. If it is non-urgent but it looks like it could start to get complicated or it’s a post-op complication, I will have them follow up with the surgeon the next week.  

Do you currently participate in any administrative tasks or have a leadership position, formal or informal? Do you think these augments or hinder your other responsibilities?

I don’t participate in any regular administrative tasks. I give a lecture annually for PAs during the Network of Florida Otolaryngology conference. Before COVID-19 we had a lot of medical students and pre-professional students shadow in the office. We usually have one or two PA students complete their ENT rotation in our office and we see many patients together.  

What advice would you give to a PA who is considering working in your specialty?

Because PAs are trained as generalists, you will have to do a lot of research and reading on your own to better understand the specialty. It takes a lot of practice before you get truly comfortable doing procedures.   

Is there anything else you’d like to add?

They are probably overprescribing antibiotics when in fact many conditions in ENT are due to inflammation.  

When it comes time to seek medical care for any ENT related issues, there are some key factors that everyone considers: convenience, experience, skill and expertise, and bedside manner to name a few. What many are less likely to consider is whether you should see a physician or a physician assistant (PA). Many patients are pleasantly surprised to learn the full scope of practice that PAs are able to provide and the increasing number of benefits they bring to healthcare.

Physician Assistants are Medically Trained

The key difference between medical training of a physician and a physician assistant is time. Typically, doctors complete four years of medical school, followed by an internship and residency. PAs finish their training in two years. During that time, they experience many of the same scenarios as their medical doctor counterparts, including surgical procedures. In addition, many PAs choose their career path following a job or training which has already given them experience in the medical field, such as paramedic. In Martha’s case, as you’ll learn, she chose the PA path after completing medical school in Colombia.

Let’s meet Martha Botero-Rivera, PA-C. Martha is currently a fellow member of Florida Academy of Physician Assistants, the American Academy of Physician Assistants and The Society of Physician Assistants in Otorhinolaryngology / Head & Neck Surgery. She brings to the practice over a decade of experience delivering “patients-first” medical care in various clinical settings in the U.S. and Colombia.

Tell us a little about yourself, which PA program you graduated from and when you graduated.

I’m originally from Colombia, where I completed medical school and worked as a primary care physician. After I moved to the United States, I passed the U.S.medical exams, and obtained the Foreign Medical Graduate Certification in 2014. I graduated as a physician assistant from Miami Dade College, obtained the Certification from the National Commission on Certification of Physician Assistants and joined the practice of Dr. Nathan Nachlas, MD at ENT and Allergy Associates of Florida shortly after graduation. 

I was one of the first graduates to complete The NFO Certification Program for PA Excellence in Otolaryngology/Head and Neck Surgery in 2019. This post graduate program was created by Dr. Nathan Nachlas, MD and Jose Mercado PA-C with the purpose to serve as the foundation for lifelong learning in the ENT diagnostic process. 

What is your current specialty? Why did you choose this specialty?

My specialty is otolaryngology. I chose ENT because the field offers a unique setting. The scope of the field is incredible and encompasses principles of various specialties including primary care, infectious disease, oncology and plastic surgery to name a few.  

What type of environment do you work in (hospital, clinic, administration, or a mix)?

My employment is in an office setting exclusively; however I do support the post-anesthesia care unit (PACU).

What is your schedule like? Do you work Monday through Friday, weekends, holidays, night shifts?

I work Monday to Friday from 8 to 4:40, but there is always extra work to do after hours, so I typically stay in the office till 6pm. Thankfully I do not work weekends or holidays.

Do you take call?

I don’t have to be on a call round with the hospital, which is nice. We do take patient phone calls during the weekend for urgent matters. Most of the time the call is triaged by a medical assistant. If there is something that they cannot handle, then we take care of the patient call.

Describe what a typical day like for you?

I usually start my day at 8 am, unless it is a surgical day were I am assigned to help in PCAU, then my day starts at 6 am. On an office day, I see an average of 10-15 patients. They come with a variety of ENT complaints and we also see post-operative patients.

How autonomous are you, what types of things do you involve your supervising physician for and what do you do on your own? Is this typical for your specialty or more specific to your situation?

I’m 90% autonomous. I usually involve my supervising physicians if there is a case that surpass my knowledge or requires surgical management. I believe this is typical for my specialty.

Do you currently participate in any administrative tasks or have a leadership position, formal or informal? Do you think these augments or hinder your other responsibilities?

I do not participate in any administrative tasks.

What advice would you give to a PA who is considering working in your specialty?

Learning about ENT on my own was and continues to be challenging. Therefore, I strongly suggest doing a postgraduate program in ENT or enroll in a fellowship for PA’s in ENT.

What is the one thing you wish PAs in other specialties knew before calling or referring to your practice?

I wish they had a better understanding of how to properly examine the ears.

Is there anything else you’d like to add?

I will say to the PAs that want to work as ENT PAs, they should look for any opportunities to learn. For example, continuing education is a great tool during the learning process. It is an investment of time and sometimes money into improving yourself. It will make them more qualified for advanced work and increase confidence in the evaluation of patients.

While excellent clinicians will always be in high demand, the definition of excellent is expanding far beyond having top-notch, specialty-based capabilities.   Most young healthcare providers have the technical knowledge and quickly develop the clinical skills they need for their role; however, many even more experienced professionals continue to need training when it comes to complex problem solving, teamwork, conflict management, business understanding, communication and leadership, known as behavioral or soft skills. These skills are harder to acquire and are learned through life and work experience versus a textbook. 

All medical providers deal with many challenges every day.  The real-life situations involve trying to adapt to constant change, prioritizing our time, learning to listen & collaborate in a team and understanding how to communicate our ideas, findings, and recommendations in a compelling way. However, most of us were never truly taught how to properly go about handling these situations. Even in other professions, roles that require high social skills like sales, leadership, project management, and marketing have seen an increased focus on the importance of heightened behavioral skills.  In 2020, healthcare providers managed changes from the in-person, traditional care model to more non-traditional professional and patient care environments, like telemedicine and remote practice. During this time, they discovered or were reminded just how important the ability to empathize, actively listen, communicate and collaborate is to the success of the patient. A basic lesson: it is never too late to work on your communication skills.

Numerous research studies have shown that no matter how knowledgeable a provider might be, if they are not able to open communication channels with other medical colleagues, their teams and patients, they may be of no help to anyone.  A patient’s perception of the quality of the care they receive is highly dependent on the quality of the interaction with their healthcare provider.  Yet, communication training for physicians and other providers historically has received far less attention in training and mentorship programs. 

Here are six reasons why communication skills really matter for providers.

• The history-taking aspect of a patient interview is critical to diagnostic decisions. When multiple providers are involved in the same patient visit, the opportunity for incomplete data and interruptions is higher, which can compromise the information.
• A patient’s adherence to recommendations is directly impacted by effective patient-provider communication.  There are examples of this in every medical specialty; motivational interviewing was grown out of this basic concern. 
• Patient satisfaction is impacted by realistic expectations, having the opportunity to express their ideas & concerns, the length of their appointment, the provider team in which they have interacted with and their perception of continuity of care among many others.  Communication lives at the core of each of these elements. 
• Patient Safety requires that all the members of a health care team communicate effectively, or medical errors increase, and patient care often suffers.
• The leading cause of most malpractice claims is a breakdown in communication. CRICO Strategies reviewed 23,000 medical malpractice lawsuits filed between 2009 and 2013.  Communication failures were a contributing factor in over 30% of those cases.
• Overall healthcare team satisfaction is impacted when providers do not feel supported, valued, and listened to in the work environment.  The quality of communication breaks down further when working relationships are not maintained.  There is a direct relationship between the provider’s satisfaction and their ability to build rapport with their patients.

There are strong relationships between a provider’s communication skills and a patient’s capacity to follow through with medical recommendations. The clinician’s ability to listen and empathize can have a significant impact on patient outcomes and satisfaction. Further, communication among providers & their teams influence working relationships, job satisfaction and can easily impact patient safety. Keep in mind, just like technical training and book knowledge, softer skills, like communication, can be improved upon through practice.

It is easy to make the assumption that because patients are being seen within the same practice, that coordinating their care is easy.  Even in a general Ear, Nose and Throat practice, there are already a number of specialties to focus on, without even carving out the ancillaries and sub-specialties. Additionally, there are physicians, nurse practitioners and physician assistants all running individual provider schedules, which need to be coordinated with the audiology, allergy, sleep departments, just to name a few.  

A lot of medicine is practiced in silos, not necessarily on purpose, but sometimes simply because we are human and tend to more easily communicate with peers we know, sometimes it is the physical layout of the clinic or a hospital CRM system that makes collaboration hard; there are a lot of reasons why coordination of care can be challenging.  What we continue to be reminded of, is that when we, as providers, focus on our team building efforts, and put emphasis around taking extra steps to overcome sometimes even physical or technological barriers, we can substantially enhance the overall impact on the delivery of care within our walls. 

The Importance of Aligning Providers

Finding new ways to improve teamwork and daily communication is crucial in an interdisciplinary environment where multiple constituencies — physicians, nurses, advanced practice providers, audiologists, speech language pathologists and even our business officers all have input that can affect the way in which a patient is managed within the practice. When team members come together with distinctive perspectives, it’s not always easy to agree on one way forward for the management of the patient journey and overall patient care throughout our practice locations.

It’s not unusual to hear a patient tell a story about their medical history around a chief complaint or diagnosis and have them say “Everyone tells me something different”.

Imagine yourself as a patient, working your way through a multi-specialty practice with several providers.  It isn’t difficult to imagine that different providers could deliver recommendations that may not be in alignment with the other conversations that have gone on along the way.  Unfortunately, it is something that too many of us can relate to as we are championing our own healthcare journey, or that of a spouse or loved one, for instance.  It takes a lot in today’s unconnected medical world to keep all the dots connected. 

The message is at the most basic level is when any healthcare team member acts independently, it can cause confusion, and ultimately, it will erode a patient’s trust.  Focusing on communication between the providers and within the healthcare teams will always better serve the patient’s needs. 

The School of Leadership, Communication & Collaboration

The skills that make a difference in our practice are very learnable and easily practiced.  Essentially, it is the soft skills that allow us to deliver excellence in our patient care, and our providers have to practice mastering them.  We focus on improving our communication and collaboration skills, as it takes these to deliver a seamless and aligned patient journey. 

One way to help our providers jump right into more successful collaboration is creating good habits around the start of each clinic day.  A quick morning huddle of the audiology providers and their support team allows them to review their schedule and the other provider’s schedules to see if there are opportunities for better time or case management.  Based on what they learn, the audiologists have a few minutes to talk with other providers prior to the clinic day getting started and have the opportunity to troubleshoot anything they see as a potential conflict prior to it becoming an issue in the middle of a busy caseload.  Because of the complexity of medical conditions that can present in an ENT practice and the multitude of therapeutic & rehabilitative interventions, this simple morning process often allows our teams to address complex issues prior to patients having to be inconvenienced.

It’s the leadership within the provider teams that really has to set the stage for a collaborative and respected environment.  These conversations also foster a sense of trust and openness that help us identify areas for improvement.  “We don’t need to shy away from any differences of opinion or approaches,” Patricia Ramos, Au.D., Director of Audiology Services and Rehabilitation at ENTAAF.  “This type of focus on communication continues to strengthen our MD-AuD teams, and helps us find new ways to streamline diagnostics, treatment and rehabilitative care for patients that see a few of our providers over their lifetime”. 

Professional biographies are important. They are used as a primary engagement tool professional to professional.  Think of them as the abstract of your curriculum vitae or that awesome short story that makes everyone want to be you when they read your LinkedIn profile. More often, a bit more formally and important to the day-to-day clinical environment, they are also used by providers as a gateway to create rapport, build trust and gain the confidence of patients.

Many practitioners find the task of creating a professional biography daunting. After all, it can feel difficult to create an interesting story where you are the main character. The good news is that following a simple interview format will make it much easier to create or refresh your bio for the new year!

Professional biographies come in different shapes and sizes, the length and voice depend on the target audience and where they are going to be utilized. The first step is to determine who will be reading it and what will they be interested in learning. Next, create a longer biography first. This way, editing for the mid-size to mini formats is easy – because all the information is already on the page. This isn’t always necessary to write out the long bio, but it can help if you’re struggling with what to add or delete from your story.

• Long Bios can be 600 – 800 words, or even more robust, depending on the placement, for instance, as seen in some LinkedIn® profiles.
• Mid-size Bios are 150 – 200 words – like profiles used for public speaking.
• Mini-Bios can be as small as 5 words, as seen in a Twitter profile to 20 – 30 words, as viewed at the end of a publication.

 The framework is outlined in 3 sections

1. Who are you? This information forms the foundation of the story. What positions have you held (i.e., clinician, pediatric audiologist, manager), what are your present and past titles (Lead Clinician, Director of Audiology, Practice Administrator, Physician Partner) and where have you worked?
2. What credibility do you have? This element is the “prove it” part and outlines items like education, accomplishments, awards, experience, association affiliations, etc.
3. What makes you unique? Here you get to sing your praises. This question lifts up the special attributes that make you stand out from the crowd. This can be anything from listing attributes (caring, focused, dedicated), to success stories, testimonials, and personal interests (avid kayaker, dedicated wife, father of 2 boys).

The final step is to combine the three elements into one message. A biography should follow the simple rules of any good story: there is a beginning, a middle and an end. The beginning should grab the reader’s attention. What message do you want them to remember? The middle should mention a few of your highlights, for instance your highest degree, professional award or internship. The wrap up should end with a dash of your unique and personal information.

 Remember, don’t try to include every little thing – your professional biography is often just your highlight reel! 

If you want to avoid the scramble of trying to quickly update that bio in an afternoon, in between calls and patients, when someone sends you that dreaded email with the “shoot me your bio via email” request – don’t worry.  We have your back.