What worked when I started my first group practice isn't what works now. Not because either of us did it wrong back then. The ground underneath all of us has shifted, and a lot of the advice still floating around out there was written for a landscape that doesn't exist anymore.

I talk to a lot of group practice owners who are avoiding a conversation with someone on their team right now. Not because they don't know something needs to be said. They know. They've known for weeks, sometimes months. They're avoiding it because they're scared of how the other person is going to take it.

As therapists, we are vulnerable people by trade. We value depth, connection, and the courage it takes to be seen. So when we step into leadership, it makes sense that we carry that value with us. We assume that to lead well, to be trusted, to be real with our teams, we have to be vulnerable with them too.

Every decision you make about your practice culture, your onboarding, your expectations, your tone in a team meeting. All of it shapes how your associates experience their work. The question is not whether you are influencing your team. You are. The question is whether you are doing it intentionally.

Leadership is not about abandoning your team. It is about building capacity, clarity, and accountability. When you step in too quickly, you may unintentionally take away opportunities for others to learn, stretch, and succeed.

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.

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.

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?

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.

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.

Bringing on a Clinical Director is a big step, but it’s one that can create more stability, sustainability, and balance in your group practice. If you’re feeling overwhelmed and struggling to give your team the support they need while also keeping up with business demands, this might be your sign that it’s time to hire.

Before you can offer a competitive rate to your therapists, you need to have a clear understanding of your practice’s financials.

As I reflect on my journey and the support I offer to group practice owners across Canada, I recently found myself asking: Why do I do this? What do I stand for? This blog shares my core values for the Group Practice Network