After 20 years of owning and running Eyes@Optometry, qualified dispenser Belinda Musitano has learned that work–life balance is both essential and, at times, misunderstood.
At 46, with three children and a team of 14, I no longer see balance as a perfectly weighted scale. Instead, I see it as an ongoing adjustment – one that requires awareness, boundaries, and a willingness to evolve as both your business and your family grow.
In the early years of practice ownership, balance felt elusive. Like many of us, I was focused on growth – building patient loyalty, managing cash flow, developing a brand, and proving myself professionally. At the same time, I was navigating the demands of babies, young children and family life. There were long days, interrupted evenings, and the constant mental load of knowing that, ultimately, the responsibility stopped with me.
What I’ve come to understand is that balance isn’t about splitting time evenly between work and home. It’s about being intentional with your energy and clear about your priorities in each.
The myth of perfect balance
One of the greatest sources of stress for practice owners is the expectation that we should be able to do everything well, all the time. Be present parents, motivating leaders, skilled dispensers (or optometrists), available friends, community contributors. The reality is that balance shifts. There are seasons when the practice demands more – a renovation, a new employee, economic pressures. There are also seasons when family needs take priority – exams, sporting commitments, teenage challenges. Accepting that imbalance is sometimes necessary – and temporary – has been liberating. The key is ensuring that intense periods are followed by recalibration, not chronic overload.
Building a team you trust
One of the most powerful stress-reduction strategies in my career has been building a strong, values-aligned team. With 14 team members, I quickly learned that I couldn’t – and shouldn’t – be involved in every decision. Early on, I held tightly to control – I wanted to ensure all the daily tasks were done my way. Over time, I realised that this type of management doesn’t just increase stress; it limits growth. Investing in training, entrusting other team members, and creating clear expectations has allowed our practice to function with consistency and confidence.
Trust reduces mental load. When your team understands the vision, feels empowered to make decisions, and communicates openly, the practice becomes more resilient. It also means that when I walk out the door to attend a school event or take leave, I’m not carrying the weight of every unresolved issue with me.
For practice owners, leadership development is not a luxury – it is a protective factor against burnout.
Systems create headspace
Stress often thrives in ambiguity. Unclear processes, inconsistent communication, and reactive decision-making create unnecessary tension. Implementing systems – from standard operating procedures to structured team meetings and financial tracking – has significantly reduced overwhelm. When expectations are clear and processes are documented, there are fewer surprises and fewer crises.
Good systems don’t remove challenges, but they create predictability. And predictability supports calm leadership.
Boundaries are not selfish
As health professionals, we are conditioned to be available and accommodating. However, constant accessibility can quietly erode wellbeing. Over the years, I have become more disciplined about boundaries – defined in store hours, structured administrative time, and protected family space. That doesn’t mean I never take a call after hours, but it does mean I am intentional rather than reactive. Delegating appropriately, and resisting the urge to respond immediately to every issue has helped me be more present – both in practice and at home.
Boundaries are not about doing less; they are about doing what matters, well.
prioritise wellbeing
‘Self-care’ can sound cliché, but in leadership it is non-negotiable. If I am exhausted, irritable, or mentally depleted, my team feels it. My family feels it even more. For me, maintaining wellbeing includes regular exercise, adequate sleep, and time away from the practice. It also includes staying connected socially and protecting simple rituals – family dinners, fun activities, hiking outdoors.
As practice owners, we often carry the belief that we must absorb stress for everyone else. In reality, modelling healthy behaviour sets the tone for the entire team culture. When leaders prioritise wellbeing, it gives permission for others to do the same.
I’ve also learned that stress is often informative. It signals when boundaries are slipping, when difficult conversations are being avoided, or when I’ve taken on too much. Some of the most significant reductions in stress in my career have followed decisive action – addressing underperformance early, clarifying expectations, or saying no to opportunities that don’t align with me.
What I’ve learned
If I could speak to my younger self at the start of practice ownership, I would say this: “You don’t have to prove yourself constantly. Growth takes time. Invest in people. Protect your health early. And remember that success without wellbeing is not sustainable.”
Running a practice and raising a family will always involve tension (and tiredness). Both require patience, adaptability, and perspective. But with clear values, strong systems, and a trusted team, it is possible not just to manage the demands – but to thrive within them. Balance isn’t a fixed destination. It’s a practice in itself.
About the author:
Belinda Musitano is the owner and director of three independent Eyes@Optometry practices in Western Australia and has won multiple business awards.
