Don’t develop your people, they’ll only go and leave. Develop your people, they’ll be able to do an even better job. Over the years in general practice, I’ve sadly heard that first statement many times. It’s so shortsighted. If you don’t develop your staff then you’re definitely giving them a reason to leave. It’s one of the biggest acts of self sabotage a business can make. I know other practices who rightly believe in the second statement. I wholeheartedly do. I w

What would I see if I sat in your practice business meeting? I’ve sat in a fair few, and enough to know what you see varies greatly. As does the amount of focus on the business. Whatever you call it; partners meeting, business meeting or practice meeting, it is actually your board meeting. The partners and senior managers are your directors. It is the most important meeting your business has. So, what would I see if I sat in your meeting? 🔴 A lack of engagement. 🔴 Ins

I'm not saying that. It was a recent GP online news headline on the views of half of the GPs it surveyed. While GP Partners wait for better funding that may never come, what strategic choices are you making? Because if NHS general practice as a business is no longer financially viable, then being a business owner requires you to make strategic choices. As a clinician you ask: ❓ What's best for this patient? As the business owner you also need to ask: ❓ What's best for t

Most practices would probably agree with that. If not for all areas, then at least for some. But how easy is it? Who is going to help you? It’s no good looking to the NHS, your ICB or others. The only one who will make your practice stronger is you. As to how easy is it. The actions you need to take are actually surprisingly simple. � Having a goal and a plan to take you there will make you stronger. � Identifying and strengthening your leadership weaknesses will make you str

They sit quietly and never contribute. Playing on their phones or working on their laptops. Add up the cost of everyone who isn't contributing to the meeting. The cost is huge. I’ve sat in many meetings and added up thousands of pounds. Over a year that c an be tens or hundreds of thousands of pounds. What a waste of a valuable resource. And general practice loves meetings. Diaries are full of meetings created because of flawed beliefs. ❌ The misguided belief that meetings ar

So passionately it influences everything you do � The patient comes first. � Look after your people. � Continuously improve. � Make as much profit as you can. I firmly believe in each of those too. They have all helped to successfully guide me. But there is one thing that I believe above all of those. � Focus on the business � General Practice is a business and it’s clear to me that truly believing and focusing on that is the way to make sure patients, people and profits will

Your immediate thoughts probably go to: ❎ Where you paid more than you needed to ❎ What you bought that you didn’t need ❎ Where you didn’t get the income you should have That’s because they’re obvious and easier to see. We’re also more comfortable admitting these because we feel they’re easier to get right next time. Beyond the immediately obvious your practice is probably leaking money that is much less easy to see but often more costly. We’re less comfortable with the

It’s on the edge of a business park. With no close competitors. And has a captive audience. So it’s always very busy. The place is old, tired and dilapidated. Not comfortable to work in. Or sit in as a customer. There’s not enough tables. Customers have to queue and wait. They frequently moan. Staff are frustrated. They’re paid minimum wage. There is no development. And little encouragement or motivation from above. Jack and Sunita don’t think about their business. But ar

They do what’s felt to be important, required or expected. That’s most likely these, and maybe only these: ☑️ Year end accounts ☑️ Appraisals ☑️ Salary review ☑️ Put the Christmas tree up They’re all important and valuable, but they’re about reviewing the past. The most important activity is not on that list because many practices don’t do it every year. Some possibly have never done it. If those are the only things you insist on doing each year then you’re standing still at

It’s fair to say general practice is not an easy business, which is the reason why not every practice is a strong business. There may of course be other reasons but in my experience these are the most common ones. 🔷 It’s not a business It is. It’s a business owned by the partners, and it isn’t different to other businesses. You have one or more contracts that generate income. You employ people, have business costs and generate a profit. 🔷 We don’t understand business Then

I was asked that question, not too long ago…by a Senior Partner. It wasn’t a surprise to be asked. I’ve never seen anything to suggest there’s a great deal of clarity about this, or preparation for it. Take hold of the reigns you’ve been handed, and continue on a similar path is often the case. That really isn’t going to help. The key to understanding the responsibilities of a Senior Partner is to view the practice as the business. The role of the Senior Partner is the

Neighbourhoods? Funding? Winter pressures? Access? Patient demand? Industrial action? Online appointments? That’s probably a list that covers the main topics most partners and managers are talking about. Much of that list you can do little or nothing about, and any action you take is likely to be reactive or a requirement. It doesn’t make sense, and neither is it wise, to spend too much valuable time on them. This is what you should be talking about. � Business plan