This article is Part 4 of our four-part series, “Treat or Be Treated: Four Common Reactions to Practice Failure in Healthcare.” In this final installment, we explore how overcompensation can lead to the burnout trap — and strategies healthcare professionals can use to rebuild sustainably.
Working Harder vs. Working Smarter in Healthcare Practices
After facing the twin burdens of shame and deflection, many practice owners land on a seemingly positive strategy: “I’ll just work harder.” At first glance, this can look like the perfect antidote to a failing practice—more hours at the office, more patient appointments, more micromanagement of staff. Yet this approach can be a slippery slope to burnout (Maslach, Schaufeli, & Leiter, 2001).
Burnout is an occupational phenomenon characterized by emotional exhaustion, depersonalization, and a sense of reduced personal accomplishment. In healthcare settings, it is notably prevalent due to long hours, emotional demands of patient care, and administrative burdens (West, Dyrbye, & Shanafelt, 2018).
The Perils of Burnout in Healthcare Practice Management
Overcompensation might seem heroic initially—like you’re making amends for past mistakes. But the toll can be severe:
- Quality of Care Declines: Stressed and exhausted healthcare providers are more prone to errors (Shanafelt et al., 2010).
- Staff Turnover: Employees sense disorganization and tension; high turnover rates follow if they feel the work environment is chaotic.
- Strained Relationships: Family, friends, and personal well-being often take a back seat, leading to deteriorating social and emotional support systems.
- Long-Term Unsustainability: No one can maintain a 90-hour workweek indefinitely without severe mental or physical consequences.
Our couple found themselves living at the office, rarely seeing their children awake, and constantly bickering about strategies. Instead of carefully examining their business model, they focused on immediate, all-out effort, hoping they could outrun the fallout. This only deepened their stress and clouded their decision-making.
Why Overcompensation Happens After Practice Failure
- Guilt: After a setback, practice owners may feel they “owe it” to their staff, patients, or investors to fix everything as quickly as possible.
- Fear of Reputational Harm: A damaged reputation might push owners to prove their worth through sheer effort.
- Task Overload: Without clear delegation, the practice owner tries to do everything—clinical work, administration, marketing, and more—leading to inevitable overload.
- Cultural Narratives: Society often celebrates the “hard-working hero” who sacrifices everything. This narrative can be compelling, albeit destructive, for healthcare professionals already prone to self-sacrifice.
Strategies to Prevent Burnout and Rebuild Healthcare Practices
Set Boundaries
- Limit patient appointments if quality starts to suffer.
- Create a predictable schedule that includes personal time.
Delegate Wisely
- Hire or empower a practice manager to oversee daily operations.
- Outsource specialized tasks (e.g., billing, marketing) if you lack expertise or bandwidth.
Adopt a Systems Approach
- Use organizational tools like the Business Model Canvas (Osterwalder & Pigneur, 2010) to reassess value propositions, revenue streams, and cost structures.
- Implement Key Performance Indicators (KPIs) to track financial health, patient satisfaction, and staff engagement.
Seek Professional Guidance
- Engaging consultants or mentors with experience in healthcare practice management can provide the objectivity needed for a turnaround plan.
- Consider psychological support, such as therapy or coaching, to address the emotional toll of the crisis.
Practice Self-Care
- Allocate time for exercise, even if it’s a 30-minute walk.
- Reconnect with family and friends. Social support is a critical buffer against burnout (Cohen & Wills, 1985).
- Engage in mindfulness or stress-reduction techniques, which have been shown to reduce symptoms of burnout among clinicians (Fortney et al., 2013).
The Turning Point: Resetting for Sustainable Healthcare Growth
For the couple, a turning point arrived when they realized that increasing patient load wasn’t solving the core issues. They decided to close their practice for a week—a drastic measure—to conduct a full audit of systems and processes. They used this time to:
- Finalize new accounting protocols.
- Thoroughly train staff on policy changes.
- Create a realistic schedule for themselves.
- Meet with mentors who could provide guidance on leadership and culture.
The short-term financial hit of closing for a week was outweighed by the long-term sustainability they gained. This reset allowed them to return refreshed, with a clearer vision and a commitment to preventing future crises.
This is Part 4 of our series. Missed the earlier parts? Catch up here:
