Your practice insight for the week

Let’s go ahead and admit the obvious: running a practice while still being a practicing clinician is a lot.

You’ve got a patient who needs extra time because their labs look off, three staff members asking for decisions on PTO and printer issues, and a stack of bills or denials sitting in your inbox that you’re too tired to look at.

Meanwhile, you’re supposed to be working on your business, not just in it. Strategic planning, growth projections, operational reviews. But you’re booked out three weeks and the only “admin time” you get is the hour between dinner and collapse.

Real Chat
Balancing patient care with business demands doesn’t mean doing both perfectly. Read that part again real slow and then maybe read it a third time. It means learning when to lead, when to delegate, and when to pause and adjust the plan. You learned how to be a physician, you can learn this too.

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Here’s what helps when imposter syndrome starts creeping in:

1. Protect your CEO time like you protect your clinic time

If you don’t schedule time to think like a business owner, no one else will. Block it. Guard it. Use it. Even just one hour a week to review your financials, troubleshoot operational headaches, or strategize growth is better than waiting for a mythical “slow day.”

2. Stop holding your whole business in your brain

You might have needed to hold everything in your brain for med school exams, but this is the real world. You don’t have to remember every system, every to-do, and every policy. That’s what documentation is for. Build SOPs. Use checklists. Make it so someone else can run the front desk or follow up on claims without needing your brain on loan.

3. Delegate like a leader, not like someone doing everyone else a favor

This is your business. You’re not being “extra” when you hire a virtual assistant, bring in a fractional biller, or give someone ownership of inventory. You’re freeing up your mental bandwidth so you can do the things only you can do, like practice medicine, lead your team, and make the big decisions.

4. Use your data to drive decisions, not guilt

Patient volume is down? Denials are up? Staff turnover creeping higher? These aren’t failures. They’re signals. You don’t need to fix everything today, but you do need to see it. The more you track, the more objective you get and the less you take every hiccup personally.

5. Build workflows that work when you’re not there

Your practice should be able to function even when you’re in the exam room or out on vacation. And seriously, you need to take vacations. That means clear roles, trained staff, and systems that don’t require you to touch every single process. Independence isn’t just for your patients. It’s for you, too.

6. Remember your “why” and make business decisions that support it

You didn’t build this thing so you could spend your nights chasing prior auths and your weekends doing payroll. You built it for freedom. For better care. For a life that actually fits. Business demands will always be there. But when you align your practice with your purpose, it gets a whole lot easier to prioritize what matters.

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Wrapping up

Here’s the thing: you’re not failing if you feel pulled in too many directions. You’re running a business and a clinic. That’s hard. But it’s doable with structure, support, and a few well-placed boundaries. You know who else is dealing with the same thing? Other practice owners. Send the text, schedule dinner together.

Need help untangling the admin side so you can focus more on patient care without burning out? We’re here. Let’s build you a practice that runs with you, not just because of you.

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Disclaimer: The content provided is intended for educational purposes only and does not constitute financial or legal advice. This content is not intended to create, and receipt of the launch guide does not constitute, an attorney-client relationship. While efforts have been made to ensure the accuracy of the information presented, it may not necessarily reflect the most current legal developments or regulations and does not provide a complete representation of all associated legal and compliance considerations for any given topic. Therefore, readers are encouraged to seek professional legal advice or consult with appropriate professionals regarding specific legal issues or concerns related to their individual circumstances.