Practice leaders struggle to unplug as stress levels surge heading into 2026

As 2025 winds down, two recent MGMA Stat polls paint a sobering picture of life for medical practice leaders: They’re stressed, and they can’t disconnect.

In a Nov. 18 MGMA Stat poll, 36% of respondents admitted they “never disconnect” from work during time off, citing structural barriers such as thin management layers and lack of cross-trained staff. Only 14% said they carved out more real rest compared to last year, while 29% reported less time away from work. The poll, which drew 416 responses, underscores a persistent challenge for administrators who juggle coverage, payroll and patient complaints even during holidays.

The inability to unplug isn’t just a cultural issue; it’s tied to operational realities. Many leaders pointed to staffing shortages and “do more with less” expectations as primary barriers. That aligns with broader industry trends: staffing remains the top budget priority for 2026, according to another MGMA Stat poll reported by Physicians Practice. In that survey, 37% of medical group leaders said workforce investments—such as adding staff and improving retention—will dominate next year’s budgets, followed by health IT at 30%.

If stress feels like the defining theme of practice management, the numbers back it up. In a Dec. 2 MGMA Stat poll, 78% of practice leaders said their stress level increased in 2025, while only 4% reported a decrease. Respondents cited chronic staffing shortages, payer denials, rising overhead and salary expectations as key drivers. Some even expressed fear about basic sustainability for small, independent practices.

For those whose stress decreased, relief often came from major career changes—leaving toxic environments, shedding HR duties or exiting the profession entirely. Others credited targeted professional development and peer support, echoing advice from experts who emphasize leadership training and benchmarking as tools to stabilize operations. Physicians Practice recently explored how benchmarking can prevent miscalculations.

Meanwhile, financial pressures compound the problem. Medicare reimbursement cuts and payer friction continue to squeeze margins, forcing practices to rethink workflows and revenue strategies. Medical Economics warns that prior authorizations remain a major pain point, while another report highlights how digital solutions can help bridge staffing gaps without breaking the bank.

What can leaders do?

Experts suggest a two-pronged approach: invest in people and technology to ease operational strain and create a culture that respects time off. Workforce investments, such as cross-training staff and building succession plans, can reduce the “single point of failure” risk that keeps managers tethered to their phones during vacations. At the same time, leveraging automation for billing, scheduling and prior authorizations can free up administrative bandwidth.

Another strategy is to normalize boundaries. Leaders who model healthy disconnect habits, such as setting clear expectations for email response times, signal to staff that rest is not a luxury but a necessity. This cultural shift can be reinforced through policies that limit after-hours communication and encourage use of paid time off.

Finally, don’t underestimate the power of peer networks. Joining professional associations or local leadership groups can provide both emotional support and practical solutions. Talking to peers who’ve solved the same problems can often be more valuable than any webinar.

Heading into 2026, practice leaders face a dual imperative: address systemic staffing challenges and embrace technology to reduce administrative burden. Without both, the cycle of stress and burnout will persist—and the cost may be more than financial. For practices already feeling the squeeze, now is the time to plan, not react.