If you’re an accidental group practice owner, it’s okay—you started from a place of care and connection.

But your next chapter requires intention, leadership, and structure.

Too many group practice owners I talk to feel like they’re scraping by on “humidity.” They’re holding everything together with sheer determination but never feel fully nourished or resourced.

When I asked people about their experience of the retreat, the most common response was, “I never take this time to just think about my business in my daily life.”

And what happens when you do take that time? You get amazing ideas, inspiration, and a renewed sense of energy. You come back to your business with clarity and excitement.

Running a group practice can feel overwhelming. You’re balancing clinical work, admin, finances, intake, marketing, team development, and—oh yes—leadership. It’s a lot to carry. At some point, many therapists think: If only I had a partner to share the load.

When a new contractor joins your practice, you likely have a strong onboarding process—clear expectations, paperwork, introductions, and systems to help them succeed. Offboarding deserves the same level of clarity.

As Merrisa Little’s group practice began to grow, she wondered if bringing on a partner might help her share the workload and responsibilities of leadership. Like many practice owners, she hoped complementary skills could make the journey easier.

In this blog, we’ll explore what leadership truly means, why you already are a leader, and how you can step confidently into this role while aligning with your values.

One of the themes Alison and I talked about is how unprepared many of us feel when we first step into leadership. You can be an excellent clinician — deeply skilled, empathetic, and effective in the therapy room — but that doesn’t necessarily translate into being ready to lead a team, manage people, or handle the business side of practice.

Discover why embracing your role as a leader is essential for your group practice’s success. Learn four key leadership principles every practice owner should know — and how coaching can help you lead with confidence, clarity, and authenticity.

You're navigating two core tensions: the autonomy of the contractor and the sustainability of the business. It can feel like walking a tightrope. You want to honour the therapist’s values, support access to care, and still make sure the business stays afloat.

Let’s walk through how to approach sliding scale with clarity, compassion, and structure—so both your team and your business can thrive.

Starting and growing a group practice is a bold move. It’s exciting, meaningful, and filled with possibility. But it can also feel incredibly isolating. You’ve got therapists relying on you, clients to serve, admin fires to put out, and a vision to chase—if you can even remember what that vision was in the first place.

That’s exactly why I started the Empowered to Lead podcast.

Wondering what phone system to use in your group practice? This guide breaks down real recommendations from Canadian owners—plus costs, pros, and how to honour contractor autonomy.

Today’s BCACC webinar offered some important updates on the future of counselling regulation in British Columbia—and while there’s a lot still in development, there are a few key takeaways I want to share.

Leadership is required to be an effective group practice owner. And yet, so many therapists avoid the title of leader altogether. Some don’t identify with it, and others aren’t sure how to define who they are in that role—especially when they didn’t get into this field to “command” anyone.

As a group practice owner, you are not just a clinician anymore. You are a business owner. That means the way you operate must be sustainable, boundaried, and legally sound.

You write contracts not only to protect your practice, but to clarify expectations and uphold your role as a business leader. And if your contractor agreement states that clinicians are only paid for sessions the clinic gets paid for—then that’s the agreement. Full stop.

People remember how they’re treated. And when someone leaves your team, it can either be a graceful exit that reinforces your leadership and values — or a messy, painful process that ripples through your team and your reputation.

Think about what you want your departing team members to say about your practice. About you. About how they felt leaving. Were they respected? Supported? Given space to wrap up with dignity?

As a Canadian therapist, the choice between staying solo or joining a group practice as an independent contractor can be tricky — especially when money, time, and sustainability are all on your mind.

There’s a common assumption that group practices are rolling in profit while contractors are undervalued. But as someone who supports both solo and group practice owners, I can tell you: the reality is a lot more nuanced.

This blog will help you unpack the financial and operational differences between going solo and working as an independent contractor in a group practice — so you can make a decision that works for you, your energy, and your long-term goals.

If you’re like many therapists I work with, you didn’t set out to become a business owner. You were simply full—emotionally, energetically, and in your caseload. Referrals kept coming, and it felt too painful to turn people away. So you brought on an independent contractor. Then another. Then one more.

Before you knew it, you weren’t just running a private practice—you were running a business with a team.

But here’s the catch: most therapists in this position didn’t count the cost—literally or figuratively. They didn’t run the numbers or look at the full range of responsibilities that come with the shift from solo therapist to CEO of a group practice.

So that’s where I want to start with you today.

One of the most common (and loaded) questions I hear from group practice owners is this:

“How much should I be making?”

It’s often whispered with a mix of uncertainty, guilt, and even shame—as if asking about money is somehow a betrayal of the work we do as helping professionals. But the truth is, your paycheque is one of the clearest indicators of your business’s sustainability. It’s not just okay to ask this question—it’s essential.

Let’s unpack it.

Running a group practice can be lonely. Your team may be amazing, but at the end of the day, there are some things only other owners truly understand. Being in a room (or a hot tub, or around a campfire) with people who get it is incredibly validating.