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.

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.

There’s this therapist in your group practice that has been on your radar for a while now. There are a number of signs that it’s time to let them go, but you’re waffling back and forth. So you’re asking yourself - how do I know if it’s time to let a therapist go and how do I do it?