6. DEFINING YOURSELF

Other

Review the coverage that you have selected on your existing insurance policies, including things like car, renter’s or home. Now that you can more easily afford it, you may wish to increase the liability limits on these policies. Even if you currently have a negative net worth, your profession may make you a target for litigation.

You should further expand coverage by opting for umbrella insurance that kicks in when an existing policy reaches its coverage limits.

For example, consider a car insurance policy with a personal liability limit of $500k. A $5M umbrella policy would cover you for claims between $500k-$5M, even if such coverage is not offered by the car insurance company itself.

Additionally, even large umbrella policies are relatively inexpensive, given the very unlikely possibility of a claim under them. Importantly, umbrella insurance does not cover malpractice, so be sure to review these policies with your employer separately.

We hope that this section is helpful to you as you navigate the financial transition from training to practice. Fortunately, there are many excellent resources to which you may turn for further reading. Online communities such as

The White Coat Investor and Bogleheads, along with a book published by the former, are both terrific places to start.

WATCH: David Canes, MD, discusses financial wellness as part of the 2020 AUA Young Urologists Live webinar. 6. DEFINING YOURSELF

As a junior member of your practice/department, it’s important to establish yourself as a capable and hardworking urologist to your new colleagues while also building a rapport with your patients and local community. Relationships are vital. Get to know your referring physicians. Introduce yourself to colleagues. Identify senior colleagues who you trust to act as mentors. Other ways to build relationships include volunteering to speak at local health advocacy groups and/or joining hospital committees. Below are some things to think about as you begin to establish these important connections.

6.1 Examine Yourself

area that you would like to commit a large amount of time and effort to? • What can you provide that is currently lacking at your new practice? What skills do you bring to your group that can address these areas? • Are there ways you can support your group in a nonclinical capacity (e.g., leadership, business acumen, research, etc.)? • What untapped revenue streams exist in your community? • Are you willing and/or able to take on complex and difficult cases that others may not wish to tackle?

6.2 Develop a Referral Base

• Take exceptional care of your patients. There is no substitute for safe, high-quality medical and surgical care delivered in a patient-centered, wellcommunicated manner. • Introduce yourself to key leaders in the medical group (this can usually be facilitated by the practice manager). • There is nothing better than face-to-face interaction. Hospitalists often take care of inpatients and few primary care doctors round on patients during the day. As such, the “esprit de corps” has changed in the hospital and it has become more difficult to meet colleagues.

Some hospitals have “liaisons” to assist in these introductions. However, going out to meet referring doctors on your own can also be well received. Offering your personal email and cell phone contact information can demonstrate that you are serious about addressing patient concerns swiftly. • Be kind to everyone. Remember, everyone talks.

One bad interaction will spread much further than several good interactions. Your reputation is gold, and can be impacted by early negative interactions. Exercise caution when posting on social media, especially when posting both personal and professional experiences. • Let the operating room staff know your specific area of expertise and set up lectures to demonstrate. Those referrals will grow quickly!

6.3 Staff Selection

Everything that happens to your patient while under your care reflects back on you, so it’s critical to surround yourself with a high quality support staff, including:

• Advanced Practice Providers (PAs, Advanced

Practice Registered Nurses) Read more about working with APPs in Section 8. • Nurses (RNs, LVNs) • Medical office assistants • Administrative assistants

6.4 Publicity

• Your highest degree of visibility will come from patients talking about you to their friends, family and their other doctors. However, when building a practice, you can further define yourself with publicity. Either the hospital or your group can advertise your arrival with mailings to the community, patients and affiliated physicians. • Another way to introduce yourself is with scheduled lectures (e.g., “grand rounds”) at your hospital(s). Some larger medical groups have their own lunchtime talks that can often be a great introduction to referring physicians. • Speaking with local advocacy groups, patient support groups and even the local high school can also assist in getting your name out there.

Consider volunteering at patient support groups (e.g., Us TOO). • Hospital public relations staff often publicize accepted abstracts of academic urologists that result in free press. • Participate in research projects or mentorships at local colleges. • When given the opportunity, participate in interviews and review articles in magazines and journals. 6.5 AUA Leadership and Mentorship Opportunities

Take advantage of the many leadership opportunities and programs for young urologists. AUA Leadership Program The AUA Leadership Program is a twelve-month leadership experience for Active members of the AUA who are interested in future leadership opportunities within the organization. Launched in 2004, the program seeks applicants who are fifteen years or less out of training interested in developing their leadership skills, expanding their network to accelerate their professional growth, learning about AUA's operations and reach and being mentored by past AUA Presidents and Board Leaders. Early-career urologists with an interest in AUA involvement should strongly consider applying for the program. Benefits of the Leadership Program • Expand your professional network to include program mentors who are leaders in the field and have served in leadership roles such as an

AUA President or Board Member, as well as

Leadership Program alumni and current leaders across the organization. • Learn about the AUA's sphere of influence and its impact on urology worldwide. • Evaluate and understand your leadership capabilities to develop opportunities to address any leadership gaps you may have. • Collaborate with Leadership Program participants under the guidance of a mentor to develop projects that will enable you to make significant contributions to the AUA. Learn more about the Leadership Program at www. AUAnet.org/Leadership. Gallagher Health Policy Scholar Program The Gallagher Health Policy Scholar Program is a one-year program that offers a unique opportunity to participate in a variety of health policy activities that affect urology practice. Each year, the AUA selects one Gallagher Health Policy Scholar. As part of the program, the awardee: • Is mentored by seasoned physician volunteers • Participates in key meetings and conferences • Participates in public policy activities as outlined by the Public Policy Council Previous Gallagher Scholars are now among some of the AUA's top health policy leaders, and point to their participation in this program as a key step in making the transition into leadership roles. Learn more about the program at www.AUAnet.org/ advocacy. Science and Quality Fellow Program The Science and Quality Fellow Program advances the fields of guidelines and quality and data. It also helps residents and fellows develop insight into how the AUA develops and promotes the advancement of evidence-based science. Program highlights include: • Participation in the AUA Quality Improvement

Summit • Participation in the Brandeis University

Executive Leadership Program in Health Policy