Like any other human being, I constantly compare myself to others. Recently, I’ve been comparing my small speech pathology business to other speech pathology businesses. Thanks to the internet, I am able to look at their beautiful website pictures, numerous staff, their blogs and posts on social media with envy. Afterwards, I look at my tiny little business, and all of a sudden I hate how small it is. How insignificant.
Today, when I arrived home I sat down on my couch and read Chapter 5 of Yuval Harari’s “Sapiens” to my little sister over the phone. This chapter discussed the dawn of the Agricultural Revolution; how, by turning our efforts to tilling the soil and cultivating food we managed to grow our population with increasing success. While this is often seen as a positive shift towards progress, Harari encouraged the reader to think about things differently. Tilling the land took time – more time than hunting and gathering – and the grain cultivated had offered far less nutrition than what was found in nature when hunting and gathering, not only that, but the life of an average farmer was far less stimulating than that of a hunter-gatherer. The bottom line was that although there were more people in the world because farming was able to feed them, people had far less quality of life. It was a really depressing chapter, though it made me reflect on my own life.
My speech pathology practice is small (like a hunter-gatherer tribe) – so if I choose to measure the success of my business by how many people I can hire, how many people come to my practice or my gross revenue then I will lose to most people that I compare myself to and I will always feel disappointed.
Harari’s book reminded me that success isn’t always calculated by numbers, but by quality of life which can often be neglected in businesses focused on increasing revenue (like the farmers who were focused on increasing food production).
I love my little practice; we work hard during the school term and chill out during the school holidays. We go home at reasonable hours, take lunch breaks and make time for professional development and team bonding. We have fewer clients so the few people who see us are given the utmost care and attention and as a result we have a very good retention rate. Fewer people means fewer expenses meaning less stress with money.
Small is beautiful.
By divesting myself of the need to build outwards, I open myself to learn how to build inwards not only on how to be a better clinician and a good boss, but to excel in other parts of my life too.