Good Afternoon. It's Thursday, June. 11th, and we're covering: Practice managers with actionable list, sell your med spa, trending group posts and more!
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Before You Hire a Practice Manager, Read This
Around month 18, many med spa owners hit the same wall.
The calendar is full, the inbox is messy, the team needs constant direction, and the owner is still the person everyone comes to for every decision.
So the obvious answer seems to be: “I need a practice manager.”
But that may be the wrong hire.
The Illusion of the Savior Hire
Underneath the surface, the urge to hire a practice manager at this stage is driven by pure emotional fatigue, not strategic math. When you are drowning in charting, inventory tracking, and receptionist duties, a manager feels like a life raft.
But here is the reality of the small, growing clinic: if you have fewer than five or six total team members, you do not have a management problem. You have a systems problem.
Hiring a true practice manager means adding a massive fixed overhead expense to your profit and loss statement. If your business relies on you being behind the chair to generate triple the daily revenue of anyone else, you cannot afford to pay a premium salary for a title. More importantly, if you bring a manager into a business that lacks standardized procedures, you are essentially paying someone to guess how you want things done. They will either become a wildly expensive receptionist or they will execute tasks poorly, leaving you to pull the work back onto your own plate anyway. A bad manager is infinitely more stressful than no manager at all.
The In-Between Strategy: Delegating to the Front Line
Before you hunt for a fractional executive or a full-time director, look at the assets you already have. Your front desk coordinator or part-time receptionist is usually the answer to your current stage of growth.
Instead of hiring from the outside, the smarter move is to expand the scope of your existing team and adjust their compensation accordingly. Your receptionist can likely handle sales tracking, chart prep, laundry management, social media management, and basic vendor ordering.
The industry mistake here is assuming people will just figure out how to help you. They won't. You cannot just tell a front-desk team member to "take things off my plate." You have to define exactly what those things are. If you expect high-level execution, you need to create clear, unbendable checklists.
If your current administrative help is only there to punch a clock and slide by with minimum effort, a title change won't fix them. You need to identify who on your tiny team actually wants to grow with you. If your receptionist is capable and hungry, increase their hours or their base pay, hand them a structured daily checklist, and let them own the front-end workflow. This protects your margins while freeing up your mental bandwidth.
The Real Choice: Self-Employed vs. Business Owner
If you truly want to step away from the daily operational grind long-term, you have to decide what role you actually want to play in your own company.
Do you want to be the lead injector who loves the treatment room and wants to focus entirely on clinical protocols? Or do you want to be the CEO who scales multiple locations from a laptop?
If your goal is to stay behind the chair because you love the artistry and the patient connection, then your next major hire isn't a manager; it is another service provider. You need to duplicate yourself clinically so the business doesn't stop making money the moment you step out to take a vacation. If your goal is to build an enterprise, then you must systematically replace yourself as a clinician first, move to part-time injecting, and use that recovered time to manage the practice yourself before handing the keys to an outsider.
OWNER ACTION
Conduct an Administrative Time Audit: For the next four days, keep a notepad next to your computer or treatment chair. Document every single non-clinical task you perform, from ordering neurotoxins to responding to Instagram direct messages. Next to each task, write down how many minutes it took.
Build Three Baseline Checklists: Take the three most repetitive administrative tasks from your time audit (e.g., checking in patients/opening the clinic, inventory logging, or post-treatment follow-ups). Write a simple, step-by-step checklist for each. Hand these directly to your current front-desk team member this week and establish them as strict operational requirements.
Run the Margin Math: Review your last three months of profit and loss statements. Calculate your exact average monthly payroll percentage against your gross revenue. Before you even interview a potential assistant manager or virtual assistant, calculate exactly how much that added monthly expense will shift your payroll percentage, and determine how many additional syringes of dermal filler or laser packages your clinic needs to sell each month just to break even on that single position.
This was all inspired by a post in our community, you can read the community post and comments here.
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Notice
This content is for business education only and is not medical, legal, regulatory, or clinical advice. Owners should consult qualified legal, medical, and compliance professionals before adding or marketing treatments.