What are you talking about?

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 and strategy

� Leadership priorities

� Financial performance

� Workforce

� Risk and compliance

� Patient experience

� Innovation 

These are the topics that matter. They are the ones you have control over. They impact your business, your practice, your team and your patients.

Spend the bulk of your time on these areas, getting them as strong as you can because they build your resilience. Make your business the best it can be and your practice will be stronger and more successful.

You should be measuring each area, and they’re all connected. So you can get a single measurement for the strength of your business.

That’s what I do.

That’s what you should be talking about.