Harvesting Knowledge In Your Career

Building a career as a health practitioner should be a structured process. As I outline in “The Health Practitioners' Journey,” structuring your career in stages of development can lead to a satisfying and financially rewarding path. I outline four stages and see the journey taking a linear approach where you move from one stage to the next. This approach may not suit everyone, but most of us will seek to harvest knowledge on the journey, whichever direction it takes us.

Harvesting knowledge involves approaching your career and experiences as opportunities to learn, experiment, and expand your understanding. If you embrace your journey this way, you'll be well-equipped to take advantage of any opportunities that may arise during your career. This is the key to success, opportunity, and fulfillment across all stages of your career. It ensures not only commercial and professional success but also personal growth and satisfaction.

Many practitioners who have ‘harvested’ well have seized or created amazing opportunities. These include positions in corporate healthcare companies, developing courses to teach their unique skills, or using their harvested skills to embark on new directions, such as speaking at events or becoming facilitators or consultants for similar businesses. As the industry constantly evolves, new innovations arise. For example, AI is becoming more widely adopted, enhancing operational efficiency in our practices.

The above may sound reasonable and achievable, but there are examples where practitioners have taken on too much and pursued opportunities they weren't fully equipped to handle. This happened to me early in my career when I was thrust into managing a sports medicine business without the necessary knowledge, training, or experience. Fortunately, with support from mentors, I learned as I went along. I continued with my clinical practice while harvesting more knowledge, attending courses, reading widely, and listening intently to those with greater expertise. This path eventually improved my competence.

Throughout your career, continue to apply your skills to various opportunities, putting the concept of harvesting knowledge into practice. Here are some key takeaways to ensure you make the most of the knowledge you’ve harvested:

• Develop a Continuous Plan: Ensure you have a plan that involves developing your clinical skills throughout your career.

• Understand Commercial Success: Gain an understanding of what is involved in achieving commercial success.

• Network: Build connections with colleagues in your profession and those in related fields.

• Seek Mentors: Find mentors to guide you through different stages of your career.

• Enrol in Courses: Start with courses in your area of interest, then progressively take courses that broaden your knowledge and challenge you.

• Be Present to Opportunity: Always be aware of opportunities. Luck is often just the awareness of an opportunity and the willingness to act on it.

Too often, people miss out on important opportunities due to a lack of awareness. For example, I once shared a room at a conference with someone I didn’t know. That chance encounter led to the establishment of a sports medicine clinic and a move from Adelaide to Melbourne a few months later.

By following these guidelines, your career will become dynamic and fulfilling. Embrace the harvesting process: seeds sown in autumn will sprout in spring, but you must be aware enough to plant the seeds at the right time!

Stage 4 Leveraging Equity for Exit

Writing Stage four of my book “The Health Practitioners Journey” I challenged myself to include the many pathways that practitioners may take to a new opportunity or exit. The stage is named ‘Selling your list – Leveraging equity’. When exploring this stage, I reflected on one of the habits that Stephen Covey talks of in his book “The Seven Habits of Highly Effective People”. That habit is “begin with the end in mind”.

I have always advised practitioners that it is crucial to keep an eye on how you will eventually exit what you do and move to something else. This may happen at any stage of your career. I made the focus in Stage Four about selling your asset to claim the financial return on your equity. Of course, this implies that you have established a business to sell which not everyone achieves.

I describe the possible scenarios to illustrate who this stage for:

‘The Opportunist’ is the practitioner who takes the unexpected offer that is made to him which was very financially beneficial.

‘The Retiree’ is the practitioner who has operated their business for some years and wished to unlock some money to use in preparation for retirement.

‘The Life Changer’ has worked fruitfully for some years but feels that there is something else they wish to contribute to, or commence and they want to do that while they have the passion and can devote time to that passion

‘The Corporate Opportunity’ can happen to a practitioner who has worked over 10 years in the industry and established a network of practices. The approach from the corporate company was not only to purchase their business but there was the added attraction of developing a role for the practitioner with the Corporation. This scenario was similar to that which I availed myself of a few years ago in my career.

The final scenario I describe is ‘The Career Changer’ who wishes to move onto something that is completely different.

If you see yourself in of the above scenarios you need to make some preparation! To make your business attractive you need to consider how the business looks both figuratively and financially. Identify the services you offer, the patient database you have developed and the current documented systems and processes e.g. recruitment, induction, HR, stock etc that you have or may not have in place.

Some questions to consider are:

• How will you set a value for your business?

• Who will assist you in the process?

• Do you need an advisor?

One important word of caution for you. Ensure that you maintain confidentiality about the process; if you broadcast your intention it may affect the purchaser or destabilise your stakeholders. Change is a frightening thing to so many of us so don’t create fear by telling others of your intentions until you need to. If nothing happens with the process then no one is any the wiser.

Moving on from what you have created can be a painful process as you are passing on what you have built and will not be able to control what happens from then on. Make sure that you give due consideration to whom will purchase the business so that what you have built has the best chance to continue successfully when you are no longer in control of it.

This part of your journey can be exciting and rewarding, if approached with appropriate planning, support and forethought.

Building Partnerships in Allied Health

SMA Chair Kay Copeland at SMA Board Meeting

Establishing partnerships in allied health can be a personal and professional growth strategy for practitioners looking to expand their options, enhance their impact, and advance their careers. I have experienced firsthand the benefits of developing partnerships in many different arenas and can attest to the profound difference it has made in my own journey, particularly in the creation of my book, The Health Practitioners Journey. I will discuss some of the partnerships that I been involved in and detail they have shaped my career.

Partnerships come in various forms and serve different purposes. 

Equity partnership in clinical environments

My first foray into a clinical partnership was the creation of one of the first MD clinics in Australia, Malvern Sports Medicine centre. That centre with a focus on Musculoskeletal sporting injury management involved partners who were Sports Doctors, Physios, Podiatrists and Dietitians. This partnership evolved and developed a further four sport medicine practices in Metro Melbourne and provided three weekend sports casualties as well as services to elite sports clubs. Mutual growth, learning  and support were hall marks of those businesses.

I have mentored many practitioners  looking for equity partnerships in practices, and businesses where they are exposed to opportunities to invest in the success of a venture while sharing risks and rewards. These partnerships are built on trust, transparency, and a shared vision for growth and prosperity.

Network partnerships 

When my sports medicine  group I was a partner and General Manager of was approached by LifeCare Health (LCH as listed Co on ASX in Perth) it was clear that LCH were keen to acquire our business and to partner with a larger clinical group on the East Coast of Australia. This formed a great partnership vehicle to see our service expand and as  a group develop a number of clinics  in Victoria as well as having a corporate partner to guide that growth. The collaboration lead to LCH being acquired by Foundation health care and the two entities became Independent Practitioner network (IPN). An opportunity was created for me to build a corporate career and learn many skills from senior managers and staff from the industry partnerships.

Another noteworthy partnership was a more personal one that built with sports medicine industry association that was with Sports Medicine Australia (SMA). By aligning with SMA I learnt the importance of networking and worked together with SMA on many projects be it with sport event coverage, teaching sports trainers, being involved as President and even CEO where  I was able to amplify health messages and effect meaningful change in healthcare policy and awareness of the importance of excellence injury management and the need for all of us to increase our physical activity to improve our health outcomes

Commercial partnerships

Additionally, partnerships with other consultants have been important to gain industry knowledge and understand the needs of up and coming clinicians who are building their own careers. Speaking and delivering webinars at events and collaborating on commercial matters, have enriched both my knowledge and reach within the industry.

I have recently been developing partnerships where I offer a promo code to those I collaborate with to promote my book to their network to purchase at a lower price point. I hope to set up a collaborative partnership with Universities in the US to include my book as part of the curriculum in their Allied health courses.

Sports Teams and clubs

Furthermore, partnerships extend beyond the realm of healthcare into sports clubs, where mutual support and reciprocity thrive. By partnering with sports clubs, I not only contributed to their members' well-being but also gained exposure and credibility within the community. 

In conclusion, partnerships are a cornerstone of success in allied health, offering opportunities for collaboration, innovation, and growth. Whether it's working closely with consultants, collaborating with industry associations, or partnering with government entities, the possibilities are limitless. By embracing partnerships as a strategic imperative, professionals can unlock new opportunities, amplify their impact, and achieve greater success in their careers.

My Speaking Journey

In my journey within the healthcare industry, I've had the privilege of engaging with practitioners through various communication channels. Whether it's been mentoring sessions, discussions with business partners, delivering lectures, presenting at conferences, or simply sitting down with business owners, each interaction has been invaluable in sharing knowledge and insights.

In today's interconnected world, the avenues for communication seem limitless. With the release of my book, 'The Health Practitioner’s Journey,' my focus has shifted towards sharing the model outlined in it and my experience through speaking engagements. Speaking has been an incredibly rewarding way to connect with audiences, and I'm passionate about sharing my learnings gained over the years to benefit others in my field.

Let me take you through some recent examples of how I've been able to educate and inspire through speaking:

Productivity Videos

I developed a series of comprehensive videos aimed at helping practitioners and businesses enhance their productivity. These videos, delving into time management, activity planning, and overall efficiency, were well-received by various healthcare associations, providing practical insights for those seeking to optimise their work processes.

Webinars

Hosting webinars allowed me to delve into the intricacies of practice and business operations within the healthcare sector. These sessions attracted a diverse audience, and I had the opportunity to further collaborate with attendees through my consulting services, offering tailored guidance based on their specific needs.

Multidisciplinary Conferences

Speaking at conferences covering a range of topics, from business operations to career advancement in healthcare, provided a platform to share expertise and engage with professionals from all backgrounds.

Workshops

Hosting interactive workshops provides a more informal setting for exchanging ideas and feedback on various aspects of business operations, fostering a collaborative learning environment.

Podcast Appearances

Participating in podcasts allowed for engaging conversations about my professional journey and the insights shared in my book, this interactive platform provides a unique opportunity for dialogue and knowledge exchange between professionals.

Each of these speaking opportunities has not only enabled me to connect with audiences but has also served as a source of inspiration and fresh ideas. As I approach the later stages of my career, I'm excited about the prospect of tailoring my speaking engagements to address specific themes from the model in my book, catering to the needs of different audience segments with the different phases of the Health Practitioner’s Journey.

I'm eager to share insights that resonate with individuals at every stage of their professional journey. It could be guiding students and recent graduates on building a solid foundation for their practice. Or assisting established practitioners in maximising their commercial success, possibly moving into their own practice, or considering it may be time to take on a new challenge or look at options to exit their business

There's a wealth of topics I'm keen to explore further, and I look forward to the enriching experience of speaking to diverse audiences, each presenting a unique opportunity for learning and growth.

Michael A. Kenihan

Stage Two for 1st-2nd Year Physiotherapy Graduates

In my book "The Health Practitioner's Journey," I outline four stages in a health professional's career. The second stage is Commercial Success. This entails maintaining a patient list consistently over 80% full, with referrals coming from various sources, including word of mouth. Through diligent efforts in achieving clinical excellence, this stage yields commercial success as patient lists and referrers grow.

Owning your patient list

Stage two is an ongoing process that can set the groundwork for starting your own business. At this point, I discuss a practitioner "owning" their patient list, a figurative term signifying patient loyalty, where they would follow you if you moved from your current practice. This loyalty is established through advocacy, as patients recommend you to others, as detailed in the ladder of loyalty in my book. 

During this stage, you become more aware of the conditions and patients you wish to treat, possibly developing a unique selling proposition. For example, targeting specific referrers, like a sports club, can help you focus on treating athletes.

The journey to commercial success

Working towards commercial success is a rewarding part of a practitioner’s  journey. Treating more patients, enhancing clinical skills through courses and mentorship, and staying informed through reading all contribute to your success. You may find yourself sought after for specific niches or invited to speak at events, reflecting your professional development. It's crucial not to become complacent; hence, developing strategic plans to nurture existing referrers and attract new ones becomes vital in this stage. While seeking new referrers is important, understanding the associated risks and benefits for the referrer is equally crucial, this allows you to establish trust and  a strong relationship. I dedicate a portion of my book to discussing managing the benefits and risks associated with gaining referrers. These are integral aspects of becoming a commercially successful healthcare practitioner.

Methods for improvement

I have mentored numerous practitioners on achieving commercial success. After collaborating with my colleague Jon Ford to implement a clinical mentoring program during our tenure at LifeCare, we shifted our focus to enhancing practitioners' commercial awareness. The process primarily involved gaining buy-in and understanding meaningful key performance indicators (KPIs).

Jon and I developed what we believed would be useful measures, including:

• The average revenue generated per practitioner hour.

• The average number of patients seen per hour.

• The average revenue per consultation or the average fee charged.

The introduction of these KPIs provided practitioners with a baseline from which to work. A managing director of the listed company network at that time advised me that creating meaningful KPIs and actively monitoring them would lead to improvement. This is precisely what we observed. We ensured that the KPIs were easily accessible for practitioners to review monthly, leading to increased engagement. We witnessed their commercial improvement, and the enhanced KPIs became a proxy for growth.

We combined the KPI approach with a planning document titled "Achieving Your Career Objectives," which I have included in the appendix of my book 'The Health Practitioner's Journey'. This document helped practitioners plan their quarterly objectives for improvement. Goal-setting and planning encompassed not only clinical aspects but also their referrer base and targets for increasing referrers. Teaching them to utilise their time more productively in both clinical and non-clinical aspects further boosted their productivity.

To illustrate the impact of these activities, we devised a league table for the network, highlighting those who generated the highest dollars per hour KPI. We realised that those with the highest numbers were also among the acknowledged best clinically. While not entirely surprising, this revelation served as motivation for all and confirmed that clinical excellence leads to commercial success.

I trust this glimpse provides a taste of the comprehensive details in my book about this stage of your journey. 

My book is available on my website, www.michaelkenihan.com.au or from Amazon.

M.A.Kenihan

Stage One for new Physiotherapy Graduates

When I was at Lifecare we established three levels of education for our practitioners. The initial stage was for graduates, 1 to 3 years into their careers. They were in the first stage of education which I call Clinical Excellence. 

It was important to have mentors who would teach these practitioners. I had guided Ross L through commencement of practice at Lifecare Prahran Sports Medicine Clinic and was fortunate to mentor him through stage one (with assistance from exceptional clinical mentors) and into Stage two commercial success. Just six years after graduation Ross was ready to fly!

I asked Ross if was interested in taking a new step, involving becoming a mentor and teacher of others. Despite his initial reluctance, Ross eventually agreed, thanks in part to some persuasive encouragement from me.

We were eager to commence level one mentoring with formal group sessions with the group of graduates from years 1 to 3 that were working at the Lifecare practices in Melbourne. In all we commenced with some eight graduates from six different practices. We named the sessions ‘manual handling and clinical reasoning’. 

I cover those aspects of learning in detail in my book 'The Health Practitioner's journey'. We identified that upon graduation these two aspects of practice need further teaching and by building up the skills in a group environment we believed we could facilitate greater clinical excellence in the graduate’s practices.

Learning in a supportive group of peers where you share what you know and learn together is a wonderful way to enhance your skills. Encouragement from both Ross and peers created an environment where the graduates rarely missed a session. 

The sessions also developed into an opportunity where participants could bring case studies to the session and collaboratively problem solve to find how to best treat or progress these patients in their recovery. A majority of those who participated found that their patient list grew quickly as they had acquired new skills that they applied to their practice. This also prepared them to enter Stage two, of Commercial success and they were well prepared with a solid base of clinical excellence.

Ross took to the challenge like a duck to water and contributed significantly to the development of these practitioners’ skill base. Equally importantly, Ross learnt valuable skills that he was able to apply to his own practice. Stephen Covery calls this approach three person teaching as I had assisted and trained Ross, he had trained his new grads and then encouraged them to share what they had leant to others at the businesses they were working in.

Structured learning needs to be interesting, relevant, and fit for purpose. By combining Ross’s acquired skills and engaging with a thoughtful, enthusiastic group of individuals who understood their position in their journey and the skills they needed to progress we created a very successful learning environment. We had cultivated a generation of new leaders in the Lifecare practices.

The Health Practitioners Journey Model

When I was planning  the structure for my book, “The Health Practitioners Journey” I thought about how a career in health practice usually unfolds. I thought it would be easier to explain by breaking it down into four stages.

Stage 1

The foundation of a successful career needs to be one of becoming as clinically excellent as possible.

Whomever I worked with, I reinforced that initial credibility as a practitioner comes from having a degree of mastery of the technical/clinical aspect of the craft. I also advise that years 1 and 2 from graduation are not about focussing on what you earn as the primary goal, but on building your clinical ability.

Stage two

Focus on commercial success where you start earning more and become busy.

The focus for stage two becomes more about developing referral relationships and gaining return patients. There needs to be some training from mentors and others for this stage. Maybe even some short courses that relate to commercial matters of customer service, finance and business development.

Stage three

Direct your career towards starting your own business to maximise equity.

This stage may not be for everyone. If you are comfortable with stage two and earning a satisfactory salary then you may choose to continue practicing where you are but if drawn to start something for yourself, commence a new challenge and apply the new knowledge then stage three maybe a natural progression for you.

Stage four

Leverage your asset by selling the business.

At some point you may want to realise the value of your asset by selling the business. You may continue working but with the business you started in the hands of someone with new energy. Stage four may mean retirement but may also be about new opportunities too.

If you have worked hard in the stages outlined above along the journey you will have harvested knowledge. Such knowledge will be invaluable as you move on to new challenges or want to grow the assets you have created

I use the metaphor of the “list “ as practice clinicians have a “list of patients/clients” that they see, particularly in private practice. In stage one you build the list, then in stage two you own your list, in stage three you lead your list, and finally in stage four you sell your list.

The notation at the base of the model indicates a timeline but this was never meant to be interpreted as tightly linear, many practitioners dip in and out of the stages or stop at a point in the journey where they find their satisfaction.

As I mused about the stages of the journey, I thought that perhaps the best way to convey the stages was by developing a model for the journey. That model is the essence of this book.