Servant leadership is one of the most powerful frameworks available to you as a group practice owner. But it is frequently conflated with people pleasing, and that confusion is costing leaders their clarity, their authority, and eventually their practices. This post is about untangling the two

One of the most honest parts of this spring season is the mixed feeling of wanting to move forward while also wanting to hunker down. There can be excitement about what is possible alongside a very real desire for stability. Both belong.

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.

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.

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.

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.

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.