A short recorded conversation (YouTube) in which Will Humphreys and another clinician discuss clinician burnout arising from clinicians balancing patient care with business/leadership duties. Speaker B describes deliberately splitting leadership roles so clinicians could focus on clinical work while non-clinicians handled operations (facilities, marketing, performance, clinic managers).
Chapters
Like, it's crazy to me. So you're aware of these resources that aren't available in the industry, and I'm guessing that you see where people get burned out in the industry as a result of lack of support in that way. Can you tell me about that?
Yeah. So one of the things is.
If you're a great baker and then you decide to open a bakery, you can't spend most of your time baking. You got to run a business. Now, one of the challenges that we had is that the leadership team was comprised of mostly clinicians that were also having a patient load. So their focus was super split. So one of the things that we did to help with that in terms of the leadership, was that we split the ownership of the four owners. There's 2 pts, the 2 non pts.
On purpose. You guys did that on purpose?
On purpose. That's our leadership team. Right. And then so I take care of, for example, all of the operations, so facilities, marketing, performance, and we. I supervise the clinic managers, which are all admin as well.