Haven't made the jump away from clinical practice but as an owner, manager and administrator maintaining balance between the two roles is something constantly on my mind. While working clinically I'm often dealing with issues that have nothing to do with my patients or clinical day. Can I treat each in a silo? No. But can I be better about seperating the roles? Definitely.
How do you balance your administrative roles when working clinically?
Totally get where you’re coming from. When you’re both managing the business and managing patients, the lines blur fast, and usually not in your favor.
What changed things for me was reintroducing a hard constraint: clinical time. It sounds counterintuitive, but being back in the OR actually helped my leadership. Why? Because I couldn’t do everything. That constraint forced ruthless prioritization. Suddenly, the 80/20 rule got real—only the highest-impact stuff made the cut, and everything else either got delegated or dropped.
You’re right, you can’t treat the roles in isolation. But you can build better boundaries, protect your deep work time, and let go of the myth that you need to be in every conversation. Delegation isn’t about offloading, it’s about being strategic with your attention.
The goal isn’t balance. It’s clarity. And sometimes, the best way to get clear is to put yourself in a position where you can’t do it all.
Appreciate the comment—this is the exact tension so many of us are trying to solve.
Haven't made the jump away from clinical practice but as an owner, manager and administrator maintaining balance between the two roles is something constantly on my mind. While working clinically I'm often dealing with issues that have nothing to do with my patients or clinical day. Can I treat each in a silo? No. But can I be better about seperating the roles? Definitely.
How do you balance your administrative roles when working clinically?
Totally get where you’re coming from. When you’re both managing the business and managing patients, the lines blur fast, and usually not in your favor.
What changed things for me was reintroducing a hard constraint: clinical time. It sounds counterintuitive, but being back in the OR actually helped my leadership. Why? Because I couldn’t do everything. That constraint forced ruthless prioritization. Suddenly, the 80/20 rule got real—only the highest-impact stuff made the cut, and everything else either got delegated or dropped.
You’re right, you can’t treat the roles in isolation. But you can build better boundaries, protect your deep work time, and let go of the myth that you need to be in every conversation. Delegation isn’t about offloading, it’s about being strategic with your attention.
The goal isn’t balance. It’s clarity. And sometimes, the best way to get clear is to put yourself in a position where you can’t do it all.
Appreciate the comment—this is the exact tension so many of us are trying to solve.
It is definitely a juggling act!!