October 20, 2025 • 18 mins
In this Hot Take, psychotherapist and group practice owner Christina Crowe, RP, shares an unfiltered look at why running a group practice is not just “more therapy” but an entirely new career path in entrepreneurship and leadership.
Drawing from a decade of experience building a successful Ontario group practice, Christina breaks down the training gaps, financial strains, leadership struggles, and blind spots that many clinicians face when they dive into business ownership without preparation.
If you’re a therapist considering starting a group, this episode offers both a reality check and encouragement. It’s not about failure; it’s about understanding the truth of what you’re signing up for and why mentorship, systems, and self-awareness are non-negotiable for long-term success.
What You’ll Learn in This Episode:
Why group practice ownership is a different job than clinical work.
The hidden costs and financial strain most therapists underestimate.
Common pitfalls: messy hiring, compliance blind spots, and marketing mistakes.
Why leadership skills — not clinical skills — determine success.
The crucial role of mentors and champions in navigating business ownership.
If you’ve ever thought about starting a group practice, if you’re already in one and struggling — this episode is for you.
Find Christina (CRPO #3908): Website | Find a Therapist | Instagram | Podcast page
A gentle reminder that this is not therapy, and Christina is not your therapist. If you would appreciate one on one support or treatment, please check out the links posted above or our Resources page on our website.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:07):
Welcome back to the Christina Crow Podcast, where we connect
the dots in search for a more balanced mental health.
I'm your host, psychotherapist Christina Crowe.
Today I'm bringing you another Hot Take episode where I talk
about my own experiences and reflections from the very
trenches of community mental health in Ontario.
(00:28):
Welcome back friends. Today I want to talk about a
larger entrepreneurial wave in healthcare professionals and in
the professions in general, Clinicians stepping into
business roles who don't have prior business training because
the system doesn't support, you know you otherwise.
So people are finding ways to deliver the services they're
(00:51):
passionate about. They're trained to deliver and
to do something about the moral injury.
I think a lot of the clinicians from all stripes and all
therapeutic areas eventually endup feeling in different systems
that restrict being able to helpthe people they were trained to
help in mental health. The demand for services combined
(01:13):
with the professional isolation,the reimbursement challenges,
funding barriers, makes private group practice then start to
feel like the only viable route for people.
But the reality is running a group practice is a completely
different career path. It's a different job.
It's not just more therapy, it'srunning human resources,
(01:35):
operations, marketing, finance for a company.
And many therapists really underestimate that shift.
And the worst part is many of them have never run a business
before. So what's really going on here?
Am I just being cynical? Am I just getting cranky as I
get older, or is there a bigger pattern?
(01:56):
I think when you zoom out and you look at things from trends
over decades and broader socioeconomic trends, there's
most definitely a pattern. And I think it matters for the
future of our profession. So how do we get here?
Like, let's unpack. First of all, I think why this
happens because it takes sometimes, you know, you pull up
(02:18):
your head, you're busy, you're working, you're doing your
thing. You pull up your head and you're
just like, you know, gobsmacked by something you hear.
And then you kind of recognize, you know, maybe a shade of
yourself when you were a novice therapist or, you know, you can
kind of understand how someone got into the pickle that they're
in, given the environment that we're in, the context that we're
(02:39):
in. So there's definitely a training
gap, right? That's the first thing.
Our programs teach us these clinical skills, but they don't
teach us how to read a profit and loss statement or how to set
up payroll. So when we start a group, we're
often doing it blind and we're doing it even based on our
experiences of being a group member, not a group owner.
(03:03):
The next thing that happens is there's cultural norms that
pervade our society. So in our field, in particular
for psychotherapy, there's this unspoken trajectory which is you
finish school, you get an agencyjob.
Then after you do that for a while, you do solo practice.
And then maybe if you get busy enough, there's a demand for you
(03:26):
to bring on a few people, or maybe you want to supervise and
train students. So then you start a group
practice and it sort of feels like a natural progression.
Let's like going from being a salesperson, you know, to a
specialty salesperson to a salesmanager and maybe doing
marketing, even if even if no one's prepared you for it.
When you get good at one job, then you kind of start looking
around and think you might need to do the next job.
(03:48):
The reality is, is that that's actually changed that
trajectory. So gone are the days where
people feel like they need to gowork for a public agency first.
A lot of therapists are coming out of school and going straight
into private practice. And that that presents its own
problems in the in the places that it presents problems.
And I might be able to get to that in this episode.
(04:11):
We'll see how this goes. I think the third thing that's
really important that influenceswhy we are where we are is like,
you know, what's going on in theworld and the economy and socio
economic pressure and economic pressure, like grad school is
just as expensive and more expensive every year as time
goes on. And agency and community work
(04:32):
doesn't pay enough. It does not cover the bills.
So private practice starts to become the attractive option
because the good news is, is people's insurance companies are
keeping up better than they everhave before.
So we know that people actually can get access to mental health
care. And if they've got access
(04:52):
through, you know, a partner, a spouse, some sort of other
organization or through their own job, or they're buying it on
their own, people are giving themselves the option to have
access to mental health. Because I think people recognize
more and more it's not really optional anyway.
If you've got the means to do that, that's happening more and
more. And then once you're in private
practice, the group model startsto look like the way to go
(05:15):
because, you know, this is not abusiness you get into to make a
lot of money, right? We, we're not like family
doctors where we could see, you know, 10 or 50 people in an hour
and then increase our revenue based on the number of services
we're doling out. We're doling out one service an
hour once and there's only so many hours in a day, right?
(05:35):
So this is not a volume businesswhen you're a solo practitioner.
So you're limited right from theget go.
And then the next thing in termsof an outside influence is like
the social media culture. And I'm a part of therapist
Instagram, but I'm not talking about therapist Instagram
because you know that that can be amazing and really
(05:58):
supportive. And it can also feel
insufferable at times. So I bounce in and out sometimes
and I take a break when I need to.
But the other part is like just the general Wellness 6 figure
practice coach, energy space is booming and we're constantly
being inundated that group practice equals freedom and
(06:20):
passive income. And the reality is, is so much
more, you know, complicated thanthan that coach that's trying to
sell you their course because itlooks like they're trying to do
the same thing you're trying to do.
You know, OK, So what are the pitfalls?
What are the pitfalls of bustinginto something without any
(06:40):
previous experience or training and doing it?
Because, you know, on the one hand, that's how you learn.
And then from a risk point of view, you kind of want to really
measure the kinds of things you let that be your go, get them
in, you know what I mean? Like, you can't go jump out of a
plane without taking some lessons first, right?
But I recommend doing things that are fun for you with the
(07:02):
right preparation, right? So here's some of the pitfalls,
like what actually happens if you make that leap without any
preparation or prior experience or training or mentors.
So there's this identity shift problem.
So like I mentioned before, running a group isn't just being
able to provide more therapy. It's about structuring human
(07:24):
resources, operations, standardsand procedures and protocols,
marketing plans and tactical plans and strategy plans, and
providing leadership and oversight to now a new organic
thing that you've birthed. If you're a first responder, you
(07:49):
carry the weight of other people's emergencies.
But who carries you? I dig a little deeper.
We specialize in supporting paramedics, firefighters, police
and healthcare professionals facing PTSD, occupational
stress, injury, burnout, and thecumulative impact of trauma.
Our therapist understand your world and provide evidence based
(08:12):
care tailored to your needs. Take the first step toward
feeling like yourself again at Dig a Little deeper.ca.
You know, I learned pretty quickthat I couldn't keep my full
clinical caseload and run the business.
(08:32):
That's two full time jobs and overtime I've seen less and less
of my own personal clients. And I kind of hate that part
because I love being a therapistand I love therapy And I even
though I can do it, I can run the business and I have the
experience and it's been 10 years and we're doing great,
it's not my favorite part of what I do.
My favorite part is actually just being a therapist.
(08:53):
My next favorite part is being asupervisor.
And far, far, far in 3rd place is being a businessperson.
So, you know, I got three different jobs and I have to do
all of them well, because I'm responsible for people, right?
The next pitfall is a massive financial strain that people
really underestimate. So owners assume every new hire
(09:17):
means that you're going to get some profit off of them.
And the reality, every new person that you hire or bring on
as a contractor, whether they'rean employer, contractor, it
doesn't really matter, takes up to 24 months to start to cover
their costs. Once you total up the cost of
marketing, admin, onboarding, supervision, getting someone
(09:40):
going in your practice. And if they leave you in two
years, well, then you've just wasted a whole lot of time.
Messy hiring is another problem.So without a clear, it's, it's
not even enough to have a clear mission and values.
You know, it's not enough to think we've got the gap.
(10:00):
Say we want an EMDR therapist. Nobody in my group does EMDR.
I'm going to hire someone who can do EMDR.
If you don't hire someone who can both do that skill and also
help grow and nurture and protect the culture that you're
so desperately trying to keep alive and nurture in your
company, you're going to get clashes that can trickle out and
(10:23):
hurt other teammates and turnover that's going to follow.
And it all could have been prevented with better hiring
skills and interviewing skills, compliance blind spots.
It's actually really hard because the model for group
practice in Canada and in Ontario more and more isn't
actually an employee model. And we've tried that and it
(10:44):
doesn't really make sense in some ways, but the majority is
contractor, independent contractor based relationships.
So there's a limit to how much group practitioners can expect
to know about how a contractor runs their business.
With things like privacy law, record keeping, contractor
(11:05):
versus employee hybrid situations, and adherence to
employment standards in this province, they they can either
get ignored and then no one paysattention to it until there's a
complaint or an audit. And then all of a sudden
everyone's looking at it and it's a massive strain.
But it's a huge blind spot that group practice owners need to be
(11:28):
aware of marketing naivety. Marketing is a beast.
Marketing is not just doing stuff on social media or, you
know, coming up with where you're going to spend your
marketing dollars, like knowing the percentage of your annual
revenue you should spend on marketing is something that
comes from experience and training.
(11:49):
And a lot of people just kind ofgo right into that blind.
I'm blown away by the amount. Sometimes some people will use
me for consulting that they're spending on Google ads, for
example. It takes up not even their
entire marketing budget more than what their whole marketing
budget to be rather than just a very tactical percentage of it,
right? And so there's often this build
(12:11):
it and they will come kind of mindset and sometimes they do
and sometimes they don't. So understanding brand, SEO,
referral systems, patient touchpoints, ad spends, all
those things are things that arereally important to pay
attention to in the first year and as you start a business.
(12:31):
And then leadership struggles, man, the struggle is real.
Therapists are trained to be therapists.
It is almost like the opposite skill set you need to be a
people leader and a people manager.
Every single challenge and struggle I have ever had as a
business leader has been when mytherapist self has been leading
(12:52):
the conversation. Hands down.
Feedback, conflict, letting somebody go if it's not a good
fit. These are often new skills for
therapists and often not tested and and tried until almost after
a crisis. Right, and there's nothing worse
(13:15):
than seeing a group practice owner behave in a way that is
unbecoming of the profession because they don't have the
skills or the knowledge or the ability to take their therapist
hat off and put a business ownerhat on.
And they are completely different skill sets.
(13:37):
And then what happens? So you're balancing all of these
things and all of these struggles, still trying to be a
therapist sometimes and do really well at that, be do a
good job being a therapist. And then we hit obviously
burnout territory, right? So resentment, overwhelm,
starting to think about downsizing or selling, you know,
it's not a failure, it's a natural result of being pushed
(13:59):
into a role you were never really trained for and maybe
never even really wanted. So the bigger picture is that
starting a group practice isn't just about levelling up.
It's a completely different career pivot and it's a pivot
into entrepreneurship. And so if you were meant to be
an entrepreneur and you've been an entrepreneur, I think that's
(14:20):
amazing. And you, the two most important
things you could have, I'll tellyou right now is a mentor and
your own self-awareness. So therapists who succeed
absolutely have business education or mentors, mentors
who have done it well and they find a way to connect with that
person and specifically ask for the mentorship they build.
(14:43):
You build a relationship with somebody you admire and and
mentors, when they're at a placein their career, it's not
necessarily something you have to pay for.
They love helping people. So that's something really
important to consider. You know, in the corporate
world, when you're an employee, we call it having a champion.
You have to have a champion in the levels above you that sees
potential in you and that just kind of organically want to help
(15:04):
you. And that is such an important
part of doing this really well. Understanding how to build
systems before you hire people is really important.
And understanding that your new role that you've chosen to take
on is about leadership and operations and it's not just
about providing therapy. So you know, you're not out of
touch if you notice this trend yourself.
(15:25):
There's a system gap. We romanticize what it means to
be a private practice owner or to be in private practice.
And we under prepare therapist for the realities of running a
business. And it's something that I think
those of us that are clinical supervisors, that are business
coaches, that are leaders in theprofession need to sharply sit
(15:47):
up and pay attention to. Because at the end of the day,
what's happening is that these troublesome interactions
sometimes between group practiceowners and their contractors
lead to people leaving. When people leave, that leaves a
treatment gap for the general public.
And and that's a problem becausethat goes against the whole
reason why somebody probably started a group practice to
(16:09):
begin with. So if you're a therapist
listening to this and thinking about starting a group, pause
and ask yourself, do I want to be a business owner as much as I
want to be a clinician? Because those are two very
different jobs. And if you're already in it and
struggling, you're not alone. This isn't about personal
failure or a lack of foresight. It's about a profession that
(16:30):
doesn't yet give us the tools weneed for this part of the
journey. Ioffer a private practice
consulting services. But I think if you don't know
me, I'm too far away. Take a look around in your
community and look at the peoplewho are doing it well, who
haven't, you know, abandoned ship, who for whatever reason
(16:50):
seem to be digging in and sticking it out.
Those are the people we got to figure out what they figured
out. And being able to get mentorship
and support and guidance from those who have gone before is
such an important part of longevity and sticking it out in
this profession. So thank you.
Thank you for hanging out with me today.
(17:10):
I wanted to get all that off my chest and stuff I think about
all the time. And if this kind of content is
resonating with you, share it with a colleague who's thinking
about going the group route. Sometimes a little reality check
is the kindest gift we can give,and I hope the things I spoke
about today were clear. And those of you that want to
contribute in that way do it because it's a gift and we need
(17:32):
people to do it who know how to do it well.
That's kind of the most important part.
OK, so I'm not sure what's on myhot take agenda next, but I'm
sure I will come up with something soon.
So until then, hope you guys have a great day and I will
catch you then. Thanks for joining me today as I
(18:04):
continue to try to make the invisible visible.
My hope is that these conversations help you feel a
little more seen and supported as you navigate your own
journey. If you're curious to
digdeeperyoullfindmoreresourcesarticlesandepisodes@digalittledeeper.caand if something today you heard
stirred something inside of you,please know that reaching out to
(18:27):
a licensed professional can be an important next step.
You certainly are not alone, andyou don't have to carry it or
figure anything out on your own.I'm Christina Crow, reminding
you that mental health is health.
Take care and I'll see you next time.
Welcome back to the Christina Crow Podcast, where we connect
the dots in search for a more balanced mental health.
I'm your host, psychotherapist Christina Crowe.
Today I'm bringing you another Hot Take episode where I talk
about my own experiences and reflections from the very
trenches of community mental health in Ontario.
(00:28):
Welcome back friends. Today I want to talk about a
larger entrepreneurial wave in healthcare professionals and in
the professions in general, Clinicians stepping into
business roles who don't have prior business training because
the system doesn't support, you know you otherwise.
So people are finding ways to deliver the services they're
(00:51):
passionate about. They're trained to deliver and
to do something about the moral injury.
I think a lot of the clinicians from all stripes and all
therapeutic areas eventually endup feeling in different systems
that restrict being able to helpthe people they were trained to
help in mental health. The demand for services combined
(01:13):
with the professional isolation,the reimbursement challenges,
funding barriers, makes private group practice then start to
feel like the only viable route for people.
But the reality is running a group practice is a completely
different career path. It's a different job.
It's not just more therapy, it'srunning human resources,
(01:35):
operations, marketing, finance for a company.
And many therapists really underestimate that shift.
And the worst part is many of them have never run a business
before. So what's really going on here?
Am I just being cynical? Am I just getting cranky as I
get older, or is there a bigger pattern?
(01:56):
I think when you zoom out and you look at things from trends
over decades and broader socioeconomic trends, there's
most definitely a pattern. And I think it matters for the
future of our profession. So how do we get here?
Like, let's unpack. First of all, I think why this
happens because it takes sometimes, you know, you pull up
(02:18):
your head, you're busy, you're working, you're doing your
thing. You pull up your head and you're
just like, you know, gobsmacked by something you hear.
And then you kind of recognize, you know, maybe a shade of
yourself when you were a novice therapist or, you know, you can
kind of understand how someone got into the pickle that they're
in, given the environment that we're in, the context that we're
(02:39):
in. So there's definitely a training
gap, right? That's the first thing.
Our programs teach us these clinical skills, but they don't
teach us how to read a profit and loss statement or how to set
up payroll. So when we start a group, we're
often doing it blind and we're doing it even based on our
experiences of being a group member, not a group owner.
(03:03):
The next thing that happens is there's cultural norms that
pervade our society. So in our field, in particular
for psychotherapy, there's this unspoken trajectory which is you
finish school, you get an agencyjob.
Then after you do that for a while, you do solo practice.
And then maybe if you get busy enough, there's a demand for you
(03:26):
to bring on a few people, or maybe you want to supervise and
train students. So then you start a group
practice and it sort of feels like a natural progression.
Let's like going from being a salesperson, you know, to a
specialty salesperson to a salesmanager and maybe doing
marketing, even if even if no one's prepared you for it.
When you get good at one job, then you kind of start looking
around and think you might need to do the next job.
(03:48):
The reality is, is that that's actually changed that
trajectory. So gone are the days where
people feel like they need to gowork for a public agency first.
A lot of therapists are coming out of school and going straight
into private practice. And that that presents its own
problems in the in the places that it presents problems.
And I might be able to get to that in this episode.
(04:11):
We'll see how this goes. I think the third thing that's
really important that influenceswhy we are where we are is like,
you know, what's going on in theworld and the economy and socio
economic pressure and economic pressure, like grad school is
just as expensive and more expensive every year as time
goes on. And agency and community work
(04:32):
doesn't pay enough. It does not cover the bills.
So private practice starts to become the attractive option
because the good news is, is people's insurance companies are
keeping up better than they everhave before.
So we know that people actually can get access to mental health
care. And if they've got access
(04:52):
through, you know, a partner, a spouse, some sort of other
organization or through their own job, or they're buying it on
their own, people are giving themselves the option to have
access to mental health. Because I think people recognize
more and more it's not really optional anyway.
If you've got the means to do that, that's happening more and
more. And then once you're in private
practice, the group model startsto look like the way to go
(05:15):
because, you know, this is not abusiness you get into to make a
lot of money, right? We, we're not like family
doctors where we could see, you know, 10 or 50 people in an hour
and then increase our revenue based on the number of services
we're doling out. We're doling out one service an
hour once and there's only so many hours in a day, right?
(05:35):
So this is not a volume businesswhen you're a solo practitioner.
So you're limited right from theget go.
And then the next thing in termsof an outside influence is like
the social media culture. And I'm a part of therapist
Instagram, but I'm not talking about therapist Instagram
because you know that that can be amazing and really
(05:58):
supportive. And it can also feel
insufferable at times. So I bounce in and out sometimes
and I take a break when I need to.
But the other part is like just the general Wellness 6 figure
practice coach, energy space is booming and we're constantly
being inundated that group practice equals freedom and
(06:20):
passive income. And the reality is, is so much
more, you know, complicated thanthan that coach that's trying to
sell you their course because itlooks like they're trying to do
the same thing you're trying to do.
You know, OK, So what are the pitfalls?
What are the pitfalls of bustinginto something without any
(06:40):
previous experience or training and doing it?
Because, you know, on the one hand, that's how you learn.
And then from a risk point of view, you kind of want to really
measure the kinds of things you let that be your go, get them
in, you know what I mean? Like, you can't go jump out of a
plane without taking some lessons first, right?
But I recommend doing things that are fun for you with the
(07:02):
right preparation, right? So here's some of the pitfalls,
like what actually happens if you make that leap without any
preparation or prior experience or training or mentors.
So there's this identity shift problem.
So like I mentioned before, running a group isn't just being
able to provide more therapy. It's about structuring human
(07:24):
resources, operations, standardsand procedures and protocols,
marketing plans and tactical plans and strategy plans, and
providing leadership and oversight to now a new organic
thing that you've birthed. If you're a first responder, you
(07:49):
carry the weight of other people's emergencies.
But who carries you? I dig a little deeper.
We specialize in supporting paramedics, firefighters, police
and healthcare professionals facing PTSD, occupational
stress, injury, burnout, and thecumulative impact of trauma.
Our therapist understand your world and provide evidence based
(08:12):
care tailored to your needs. Take the first step toward
feeling like yourself again at Dig a Little deeper.ca.
You know, I learned pretty quickthat I couldn't keep my full
clinical caseload and run the business.
(08:32):
That's two full time jobs and overtime I've seen less and less
of my own personal clients. And I kind of hate that part
because I love being a therapistand I love therapy And I even
though I can do it, I can run the business and I have the
experience and it's been 10 years and we're doing great,
it's not my favorite part of what I do.
My favorite part is actually just being a therapist.
(08:53):
My next favorite part is being asupervisor.
And far, far, far in 3rd place is being a businessperson.
So, you know, I got three different jobs and I have to do
all of them well, because I'm responsible for people, right?
The next pitfall is a massive financial strain that people
really underestimate. So owners assume every new hire
(09:17):
means that you're going to get some profit off of them.
And the reality, every new person that you hire or bring on
as a contractor, whether they'rean employer, contractor, it
doesn't really matter, takes up to 24 months to start to cover
their costs. Once you total up the cost of
marketing, admin, onboarding, supervision, getting someone
(09:40):
going in your practice. And if they leave you in two
years, well, then you've just wasted a whole lot of time.
Messy hiring is another problem.So without a clear, it's, it's
not even enough to have a clear mission and values.
You know, it's not enough to think we've got the gap.
(10:00):
Say we want an EMDR therapist. Nobody in my group does EMDR.
I'm going to hire someone who can do EMDR.
If you don't hire someone who can both do that skill and also
help grow and nurture and protect the culture that you're
so desperately trying to keep alive and nurture in your
company, you're going to get clashes that can trickle out and
(10:23):
hurt other teammates and turnover that's going to follow.
And it all could have been prevented with better hiring
skills and interviewing skills, compliance blind spots.
It's actually really hard because the model for group
practice in Canada and in Ontario more and more isn't
actually an employee model. And we've tried that and it
(10:44):
doesn't really make sense in some ways, but the majority is
contractor, independent contractor based relationships.
So there's a limit to how much group practitioners can expect
to know about how a contractor runs their business.
With things like privacy law, record keeping, contractor
(11:05):
versus employee hybrid situations, and adherence to
employment standards in this province, they they can either
get ignored and then no one paysattention to it until there's a
complaint or an audit. And then all of a sudden
everyone's looking at it and it's a massive strain.
But it's a huge blind spot that group practice owners need to be
(11:28):
aware of marketing naivety. Marketing is a beast.
Marketing is not just doing stuff on social media or, you
know, coming up with where you're going to spend your
marketing dollars, like knowing the percentage of your annual
revenue you should spend on marketing is something that
comes from experience and training.
(11:49):
And a lot of people just kind ofgo right into that blind.
I'm blown away by the amount. Sometimes some people will use
me for consulting that they're spending on Google ads, for
example. It takes up not even their
entire marketing budget more than what their whole marketing
budget to be rather than just a very tactical percentage of it,
right? And so there's often this build
(12:11):
it and they will come kind of mindset and sometimes they do
and sometimes they don't. So understanding brand, SEO,
referral systems, patient touchpoints, ad spends, all
those things are things that arereally important to pay
attention to in the first year and as you start a business.
(12:31):
And then leadership struggles, man, the struggle is real.
Therapists are trained to be therapists.
It is almost like the opposite skill set you need to be a
people leader and a people manager.
Every single challenge and struggle I have ever had as a
business leader has been when mytherapist self has been leading
(12:52):
the conversation. Hands down.
Feedback, conflict, letting somebody go if it's not a good
fit. These are often new skills for
therapists and often not tested and and tried until almost after
a crisis. Right, and there's nothing worse
(13:15):
than seeing a group practice owner behave in a way that is
unbecoming of the profession because they don't have the
skills or the knowledge or the ability to take their therapist
hat off and put a business ownerhat on.
And they are completely different skill sets.
(13:37):
And then what happens? So you're balancing all of these
things and all of these struggles, still trying to be a
therapist sometimes and do really well at that, be do a
good job being a therapist. And then we hit obviously
burnout territory, right? So resentment, overwhelm,
starting to think about downsizing or selling, you know,
it's not a failure, it's a natural result of being pushed
(13:59):
into a role you were never really trained for and maybe
never even really wanted. So the bigger picture is that
starting a group practice isn't just about levelling up.
It's a completely different career pivot and it's a pivot
into entrepreneurship. And so if you were meant to be
an entrepreneur and you've been an entrepreneur, I think that's
(14:20):
amazing. And you, the two most important
things you could have, I'll tellyou right now is a mentor and
your own self-awareness. So therapists who succeed
absolutely have business education or mentors, mentors
who have done it well and they find a way to connect with that
person and specifically ask for the mentorship they build.
(14:43):
You build a relationship with somebody you admire and and
mentors, when they're at a placein their career, it's not
necessarily something you have to pay for.
They love helping people. So that's something really
important to consider. You know, in the corporate
world, when you're an employee, we call it having a champion.
You have to have a champion in the levels above you that sees
potential in you and that just kind of organically want to help
(15:04):
you. And that is such an important
part of doing this really well. Understanding how to build
systems before you hire people is really important.
And understanding that your new role that you've chosen to take
on is about leadership and operations and it's not just
about providing therapy. So you know, you're not out of
touch if you notice this trend yourself.
(15:25):
There's a system gap. We romanticize what it means to
be a private practice owner or to be in private practice.
And we under prepare therapist for the realities of running a
business. And it's something that I think
those of us that are clinical supervisors, that are business
coaches, that are leaders in theprofession need to sharply sit
(15:47):
up and pay attention to. Because at the end of the day,
what's happening is that these troublesome interactions
sometimes between group practiceowners and their contractors
lead to people leaving. When people leave, that leaves a
treatment gap for the general public.
And and that's a problem becausethat goes against the whole
reason why somebody probably started a group practice to
(16:09):
begin with. So if you're a therapist
listening to this and thinking about starting a group, pause
and ask yourself, do I want to be a business owner as much as I
want to be a clinician? Because those are two very
different jobs. And if you're already in it and
struggling, you're not alone. This isn't about personal
failure or a lack of foresight. It's about a profession that
(16:30):
doesn't yet give us the tools weneed for this part of the
journey. Ioffer a private practice
consulting services. But I think if you don't know
me, I'm too far away. Take a look around in your
community and look at the peoplewho are doing it well, who
haven't, you know, abandoned ship, who for whatever reason
(16:50):
seem to be digging in and sticking it out.
Those are the people we got to figure out what they figured
out. And being able to get mentorship
and support and guidance from those who have gone before is
such an important part of longevity and sticking it out in
this profession. So thank you.
Thank you for hanging out with me today.
(17:10):
I wanted to get all that off my chest and stuff I think about
all the time. And if this kind of content is
resonating with you, share it with a colleague who's thinking
about going the group route. Sometimes a little reality check
is the kindest gift we can give,and I hope the things I spoke
about today were clear. And those of you that want to
contribute in that way do it because it's a gift and we need
(17:32):
people to do it who know how to do it well.
That's kind of the most important part.
OK, so I'm not sure what's on myhot take agenda next, but I'm
sure I will come up with something soon.
So until then, hope you guys have a great day and I will
catch you then. Thanks for joining me today as I
(18:04):
continue to try to make the invisible visible.
My hope is that these conversations help you feel a
little more seen and supported as you navigate your own
journey. If you're curious to
digdeeperyoullfindmoreresourcesarticlesandepisodes@digalittledeeper.caand if something today you heard
stirred something inside of you,please know that reaching out to
(18:27):
a licensed professional can be an important next step.
You certainly are not alone, andyou don't have to carry it or
figure anything out on your own.I'm Christina Crow, reminding
you that mental health is health.
Take care and I'll see you next time.
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