I know that for many practice owners, wintering feels emotionally risky. Productivity is quantifiable. Rest is nebulous. Growth is visible. Wintering is inward.

But here’s the thing every mature business eventually learns:
Scaling requires seasons.

People pleasing shows up quickly and quietly in group practice leadership. And over time, it can seriously hold back your confidence, your profitability, and the stability of your practice.

Let’s dig into why this happens, what it costs you, and how you can shift into a more grounded, steady leadership approach — one that values your time, your energy, and your role as CEO.

You don’t need to become an event planner or create a Pinterest-worthy party. What matters most is purpose, presence, and connection—three things that naturally align with the work we already do.

Your business? It should work the opposite way. Your business exists to serve you—your goals, your vision, and your life. Treating it like a baby flips the relationship: suddenly, you’re in service to the business, reacting to daily crises instead of guiding its growth with purpose.

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?