If everything comes back to you, something needs to change
You can have a full diary, a decent turnover and a lovely-looking practice, yet still find yourself answering business questions while your dinner goes cold.
Who is sorting the recruitment? Why are the numbers different from last month? Has anyone actually done the thing we agreed at the last meeting?
And there you are. Again.
If the answer to every problem is another hour of your time, there is a limit to how much better this gets. You can only squeeze so much more out of the owner before the owner starts to object. Quite reasonably.
That is the conversation behind Extreme Business by The Campbell Academy. Helping you build a practice that performs well and gives you choices about your own future.
Before you look through the slides below, here are three things I would put on the agenda at your next leadership meeting.
1. Decide what you want the business to do for you.
Growth? Fewer clinical days? A future sale? A profitable practice you are happy to keep? Those choices need different plans. Start with the life you want, then work out what the practice must deliver. Otherwise, a bigger business can simply become a bigger set of demands.
2. Give your senior team the means to lead.
A job title and a hopeful expression won't do it. People need clear responsibilities, useful numbers, agreed routines and the authority to make decisions. Pick one recurring issue that still lands on your desk and agree who will own it, what a good result looks like and when you will review progress.
3. Stop trying to solve everything in your own head.
Find people who understand the decisions you are making and will challenge your thinking. Being able to admit that something isn't working, without having to put on the successful-practice-owner face, is useful in itself. Hearing how someone else tackled it is better still.
Our membership brings coaching and community together, with 90-day planning cycles and support for owners and senior teams. The presentation explains how it works and what is included.
Work through the slides below. Better still, put them on the screen with your practice manager and ask: where are we still relying on me when we should be relying on an agreed system?
Scroll the slides below to discover how the Extreme Business community works - open a bigger version to view or download a PDF version:
Save the PDF for your next team meeting, or open the slides in a larger view using the links above.
If this sounds like the support your practice needs, book a complimentary discovery call through the Extreme Business page. Tell me where you are, where you want to get to and what keeps getting in the way. We can have an honest conversation about whether we are the right fit.
Clear roles, measurable goals, and consistent communication can help prevent every operational issue from becoming the owner's responsibility. Building reliable systems also creates more room for long-term planning and allows survival race the practice to grow without depending entirely on one person.