How to Step into Leadership as a Group Practice Owner — Without Losing Yourself
In every episode of Empowered Leader, I talk about leadership — not just in the context of being a group practice owner, but as a small business owner, CEO, and, truthfully, in every area of your life. Leadership is woven into how we show up, how we set direction, and how we inspire others to move with us toward a shared vision.
One of my favourite parts of the show is including leadership prompts — small, focused challenges to help you reflect on who you are as a leader and how you want to grow. Today, I want to unpack something I hear from group practice owners all the time:
“I don’t really want to be seen as a leader.”
Let’s talk about why that comes up — and why, whether you like the word or not, leadership is exactly what your business needs from you.
Why “Leader” Feels Like a Bad Word for Some
When I’ve asked practice owners why they resist the “leader” label, the answers have been revealing.
Some tell me it’s a confidence issue — self-doubt, imposter syndrome, or feeling like they “just fell into” ownership rather than intentionally pursuing it. Others don’t like the idea of a hierarchical structure and prefer a more collaborative, collectivist model. For some, it’s about avoiding the spotlight or not wanting to take credit.
There are deeper influences too — values around modesty, politeness, or deference that many women, were taught from a young age. These values, often rooted in cultural or religious traditions, can make self-identifying as a leader feel arrogant or uncomfortable.
And then there’s the darker side of the word “leader” in popular culture. Leadership can be associated with power-hungry behaviours — narcissism, manipulation, and self-interest. Many of us don’t want to be mistaken for that kind of leader.
Some practice owners worry about the weight of responsibility. Leadership means making decisions that will be loved by some and hated by others. It means holding discomfort and navigating conflict. It means living with the fact that people project their fears, hopes, and frustrations onto you. And yes — it means being held accountable when something goes wrong.
But here’s the truth: if you own a group practice, you are a leader — whether you claim the title or not.
If You Aren’t Leading Your Business, Who Is?
Let’s be blunt: if you aren’t leading your business, then no one is. And without leadership, your business will drift into chaos. Your team won’t know the direction you’re headed, and they won’t have clarity on how to get there.
People join a group practice for many reasons, but leadership is always part of the equation. Even those who see your practice as a stepping stone to starting their own are looking to you for guidance on how to build their skills and client base. Others may be balancing full-time jobs and see your practice as the place they get to do the work they truly love.
Whatever their motivation, your team is looking to you for structure, guidance, and clarity. Without it, they’ll find another environment that provides it.
So how do you show up as a leader without all the negatives that you might associate with that term?
Leadership Is Not One-Size-Fits-All
Here’s the beautiful thing: you get to define what leadership looks like for you. There is no “cookie cutter” version you have to copy.
I’ve coached hundreds of group practice owners, and no two have built their practices — or led their teams — in exactly the same way. Your leadership style will reflect your niche, your values, your personality, and your vision.
To give you some insight into where I’m coming from, two books I often recommend to small business owners are The 21 Irrefutable Laws of Leadership by John Maxwell and Traction by Gino Wickman. They approach leadership differently, but both offer practical frameworks that you can adapt to your style.
You get to choose how you show up as a leader. You don’t have to be all things to all people, nor do you have to change to be what someone else thinks you should be. Own what you can, and bring in support where you can’t. Your leadership team (a topic for another day) can help you fill those gaps.
I thought I’d glean from the 21 Irrefutable Laws of Leadership to give you some examples of the core truths of leadership and help you imagine how you might step into the leadership role more fully and authentically.
Four Laws Every Practice Owner Should Consider
Maxwell’s book outlines 21 “laws” of leadership. While they’re all worth exploring, I want to highlight four that are particularly relevant to group practice owners.
1. The Law of the Lid
Your leadership ability sets the ceiling for your practice’s growth.
If you want to grow — in revenue, team culture, or clinical excellence — you have to grow your own leadership skills first. That might mean building business acumen, improving communication, or strengthening boundaries.
Example: A practice owner who avoids addressing conflict may unintentionally cap the team’s potential because unresolved issues fester. Find a way to have assertive and authentic conversations that provide your team with the ability to be heard, but also to know that you are leading and guiding them. This communicates guidance and support to both the person causing conflict and those who are watching how you’re going to handle this.
2. The Law of Influence
People follow leaders they trust and respect, not just the ones who sign their paycheque.
Influence comes from consistency, fairness, and modelling the values you expect from your team. Therapists don’t just join your practice for a job — they choose you because they believe in your vision.
Example: A leader who communicates openly and with empathy often sees their team embrace new initiatives without pushback, because trust is already established. Invite conversation and collaboration, especially with contractors, while also be the one who guides that conversation.
3. The Law of the Inner Circle
The people closest to you shape much of your success.
Your admin team, lead clinicians, and business mentors are part of this circle. Choose them intentionally and invest in their growth.
Example: Bringing on a capable practice manager can free you to focus on vision and strategy instead of daily fires. Surrounding yourself with other committed practice owners — for example, through a community like Group Practice Connection — keeps you sharp and supported. Finding people to support you and challenge you to grow shapes a healthy inner circle.
4. The Law of Legacy
True leadership is measured by the impact you leave behind. So many times we are short-sighted and only look to the coming six months or year ahead.
Think about what you want your practice to look like in three, five, or ten years — even if you’re not there. Build systems, train leaders, and create a culture that thrives without your daily presence.
Example: Training a senior therapist to take on a clinical director role ensures the quality of care continues, even as you step back.
You Can Lead Without the “Bad” Parts of Leadership
Being a leader doesn’t require hierarchy, patriarchy, or “bossiness.” You can lead from your strengths, grounded in your values. You can lead in a way that feels authentic, collaborative, and human.
Your team doesn’t need a perfect leader. They need a present, engaged one. You already have qualities that position you for success as the CEO of your practice. The work now is to leverage those strengths and build support around the areas where you want to grow.
If you’re feeling unsure about your leadership style, stuck in the day-to-day, or simply ready to grow into the next version of yourself as a CEO, I’d love to help. Through individual coaching, we can clarify your vision, identify the leadership skills you want to strengthen, and create practical strategies to help you lead with confidence.
You don’t have to do it alone — and your practice will thrive when you lead from a place of clarity and purpose.
Reach out today to explore how coaching can help you become the leader your business — and your team — needs.
