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 Chairman of a...

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 �...

Every practice has them, I know mine did.   They’re the people, processes and systems that are completely depended on. The single points of failure that when it breaks or is absent, everything stops. The impact can be so severe it destroys the practice.   I’m more aware of then now I’m supporting practices from the outside. I certainly see eliminating them as an essential step in building a resilient practice.   There’s no better or more common example than the Practice Manager. Often the one...