Episode #725: Hiring A Therapist In Your Practice

Summary

Abundant Practice Podcast – Episode #725: Hiring A Therapist In Your Practice

Host: Allison Puryear
Guest: Elizabeth
Date: January 21, 2026

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Episode Overview

In this episode, Allison Puryear coaches Elizabeth, a private practice therapist, through the crucial transition of hiring her first clinician. The discussion moves through the reality vs. expectations of group practice, marketing and conversion challenges, leadership readiness, building a sustainable hiring funnel, and how to do all this while maintaining both personal and business integrity. The episode offers hands-on advice, candid observations, and a generous helping of Allison’s signature “radical candor.”

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Key Themes & Discussion Points

1. When and Why to Hire Another Therapist

• Elizabeth’s context: Recently transitioned off insurance and is now at client capacity. Considers hiring due to sustained client flow.
• Allison cautions: Hiring should not be just because it seems the logical next step. Leadership and management abilities are necessary.
  • "I only want you to do that if you can just be a stellar boss...the leadership piece is something that group practice owners don’t take on on the front end, and then they never take it on because they’re busy." (04:13)

Notable Quote

• "I have worked for two group practices, both of whom run by people who probably shouldn’t have hired other people." – Elizabeth (05:07)

2. Reality Check on Leadership & Managing Therapists

• Importance of intention: Only start group practice if you're prepared for leadership.
• Allison encourages planning for leadership style and outlining expectations early.

3. Solving Client Inflow and Conversion

• Common problem: New clients usually want to see the established owner, not the new therapist.

• Solution: Owner keeps handling intro calls and makes personal referrals to the new hire.

  • "I say I don’t have availability right now, but Elaine is who I would send my friends or family to...She thinks about X, Y and Z the same way I do." (05:38)

• Owners are often best at initial client conversion; only delegate this task after sufficient training and demonstrated skill.

Timestamps for Process Discussion

• Intro call handling and hand-off: (06:10–09:55)
• Testing conversions and training: (08:25–09:49)

4. Maintaining Client Flow and Waitlist Questions

• Waitlist is okay if clients aren't in crisis and are given clear timelines and/or referral options.
  • "I can put you on the wait list. And I’m also happy to give you referrals." (10:32–10:36)
  • "Some people are going to be like, no, I want you...you can call and say, hey...I have just hired a clinician that I’m essentially trying to clone myself." (10:40–11:14)

5. Scaling Up Marketing for the Group Model

• Increase current client-generating activities before and during the ramp-up to hiring.

  • "While you’re looking, get those folks on a wait list...With networking, for instance, anybody who’s referred to you can be like, oh my God, I just hired this amazing clinician." (12:21–13:09)

• Referrals, SEO, and regular touchpoints are crucial for sustaining flow.

  • If already outsourcing SEO, consult with your service provider about scaling content/output. (13:38–14:16)

6. The Hiring Landscape & Setting Expectations

• Expectation-setting is critical; many applicants expect high salaries (often unrealistic in group settings).

  • "Everybody that wants to be hired by me wants to make a hundred thousand dollars a year...that’s not possible in most group practices." (15:02)

• Use your network for stronger, values-aligned hires; platforms like Indeed can be hit or miss but worth exploring.

  • "I would go on Indeed and search for what your ideal applicant would be searching for and see what’s out there...how can I make my listing stand out?" (17:28)

• Turnover warning: Hiring people set for solo practice can be costly; aim for hires willing to commit for 2-3 years.

  • "Turnover is very expensive...It ends up costing you twice their annual salary to find someone else and retrain them..." (18:10)
  • "I’m looking for somebody willing to make a three year commitment. That’s not something I’m going to make anybody sign a contract about." (19:17)

7. Learning to Lead: Resources & Self-Preparation

• Books like Radical Candor are recommended.
• Working with a leadership coach offers tailored support and accountability.
  • "I would encourage you to find a leadership coach...It’s such a different relationship to be an employer." (21:43)
• Resource: The Group Practice Exchange by Maureen Werrbach is highly recommended for both startup and ongoing support. (20:16)

8. Hiring from Your Personal Network

• Pros: More confidence in clinical skill and style.
• Cons: The complexity of transitioning existing peer/professional relationships to a boss/employee dynamic.
  • Be radically transparent from the start. List clear expectations, especially regarding documentation or clinical style.
  • "Never hire anybody you won’t fire. Right?" (25:49)
• Establishing clear expectations and “radical candor” from the beginning creates safety for both owner and new hire. (26:58–27:12)

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Memorable Quotes

• Allison:
  "Never hire anybody you won’t fire. Right?" (25:49)
  "Therapists tend to be terrible bosses because we are too nice...And so then instead of being really direct, we’re people pleasing. And then we get resentful..." (25:53)

• Elizabeth:
  "I’ve worked for two group practices, both of whom run by people who probably shouldn’t have hired other people." (05:07)
  "Hiring people that are, like, working at a...professional level with people that you know just feels a little intense." (25:40)

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Timestamps for Important Segments

• Deciding to hire & group practice leadership: 03:43–05:14
• Marketing and converting clients for another therapist: 05:34–09:15
• Waitlist management and client funnel: 09:57–11:22
• Marketing strategies to sustain and expand client flow: 12:13–14:16
• Challenges in hiring, pay expectations, turnover: 15:02–19:35
• Helpful resources and group practice coaching: 20:16–22:02
• Navigating hiring from your network & setting boundaries: 23:50–27:12

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Final Takeaways

• Only expand to hiring if you're ready to lead and develop clear, candid relationships with employees.
• Owners should maintain control of client conversion and gradually train new hires in this skill.
• Marketing must step up before and during onboarding of new clinicians, especially through network referrals, increased SEO, and personal touchpoints.
• Be transparent, clear, and kind but direct in your leadership and hiring approach.
• Utilize specialized group practice resources, peer support, and leadership coaching to prepare for this new role.

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This episode is a must-listen for solo therapists considering the leap to group practice, offering both practical tactics and essential mindset shifts to ensure a successful and fulfilling experience as a group practice owner.

Transcript

[A]

Foreign.

[B]

Hi, welcome to the Abundant Practice Podcast. I'm Alison from Abundance Practice Building. I have a nearly diagnosable obsession with helping therapists build sustainable, joy filled private practices. Just like I've done for tens of thousands of therapists across the world. I'm excited to help you too. If you want to fill your practice with ideal clients, we have loads of free resources and paid support. Go to abundance practice building.com Links all right, onto the show. So I've talked about therapy notes on here for years. I could talk about the features and the benefits in my sleep. But there are a couple things I want you to know about therapy notes that doesn't typically make it into an ad script. First is that they actually care if.

[C]

You like their platform.

[B]

They don't only make themselves available on the phone to troubleshoot so you don't pull your hair out when you get stuck. They also take member suggestions and implement those that there's client demand for. Like Therapy Search, an included listing service that helps clients find you internal and external secure messaging. Clinical outcome measures to keep an eye on how your clients are progressing. A super smooth, super bill process. Real time eligibility to check on your client's insurance. In my conversations with the employees there at all levels, they all really believe in their product and they want you to love it too. Second, they are proudly independently owned. Why should you care about that? Because as soon as venture capital becomes involved, the focus shifts from making customers happy to making investors happy. Prices go way up. Innovation plateaus. Making more money with as little output as possible becomes the number one focus. With over 100,000 therapists using their platform, they've been able to stay incredibly successful and they don't have to sacrifice your experience to stay there. You can try two months [e-mail] with the coupon code Abundant.

[C]

Hi, Allison.

[B]

How you doing, Elizabeth?

[C]

I'm doing well.

[A]

How are you?

[C]

I'm great. Yeah. Yeah. Well, it would be helpful. Yeah.

[A]

So I. So things are going like, like, knock on wood, things are going really well.

[C]

I'll knock to that. Yeah.

[A]

Which I feel very excited about. I, as you know, I went off insurance, um, and that wrapped up in October, like mid October. Um, and that transition, it felt like a lot, but it went, I think about as well as it could have. So it feels very good to be on the other side of that. So I'm kind of in this place where it's like, okay, that worked. It feels like this is working and I'm still getting like, I'm, I'm at the Point where I can't take any more clients. Like, I kind of cut myself off here. And so I'm starting to think about hiring someone because it feels like I have the flow of clients that could sustain that.

[C]

Okay.

[A]

At least I think I do. I don't know if there's like a metric or something that you recommend for folks around what that needs to look like. So I guess I just kind of wanted to talk through. I feel like I have like a fairly good handle and resources on kind of the back end part of that in terms of W2, 1099, like the kind of the logistics of like the legality, maybe I should say of hiring someone. But I'd be curious to talk through it a little bit more from a marketing perspective because that's part that maybe feels.

[C]

Yeah.

[A]

A little fuzzier to me.

[C]

Absolutely. And I know, I'm trying to remember who all was in limitless practice with you. Like, we have had a lot of group practice owners go down to solo because they were like, I do not want this. And then we have had other people building group practice and limitless practice. So. Yeah, I don't remember if you had a mix of that or one or the other, but I always want to talk to people about the reality of group practice because it just feels like the next logical step.

[A]

Right.

[C]

Exactly. Like you're saying, I have a flow of clients. I could meet this community need by hiring somebody. And I only want you to do that if you can just be a stellar boss. Yeah. And managing a peer feels good to you. Awkward at first because you're getting sea legs with it. But the leadership piece is something that group practice owners don't take on on the front end, and then they never take it on because they're busy. So. And knowing you like I do, I can imagine you being a really good leader probably naturally. And people are going to push buttons for sure. Like employees will. So.

[A]

Yeah.

[C]

Yeah. So I just want to say that out loud.

[A]

Yeah, no, I. I appreciate that. And I have worked for two group practices, both of whom run by people who probably shouldn't have hired other people.

[C]

Right.

[A]

So I. Yeah, I. I definitely hear that and have felt that. And that feels like a. That's a very real thing.

[C]

Yeah. Yeah. So I would encourage you to come up with a plan of how you're going to be an amazing leader and boss. And let's talk about marketing. The thing I hear most from group practice owners that have a flow, and there's this frustration of I have all these clients Coming in, but they all want to see me.

[A]

Yes. That's kind of what I'm afraid of.

[C]

So my thing that has worked, I think there was one time it didn't work in the last, like, I don't know, eight years or something is I say I don't have availability right now, but Elaine is who I would send my friends or family to if they were struggling, if I could. And I absolutely trust her. And we work in really similar ways.

[A]

Okay.

[C]

So you have to make sure you hire somebody for whom that's a true statement. Yeah.

[A]

Yes. So then I guess like logistically with that, because right now I have a like intro call scheduler on my website. And so I think that's how all of my intakes have been coming in. I don't get just like a one off phone call or email anymore the way that I used to. Yeah. So would you suggest that I leave that open, have the intro call with the person and then say like in that call? Okay, so I'm still doing kind of the like one to one touch point.

[C]

Yeah. At this stage. Because you're good at converting people and who you hire is unlikely to be good at converting people, especially if they were attracted, if the client was attracted to your profile.

[A]

Okay.

[C]

Because it's a skill to convert people. And I will say for anybody watching or listening, when I say convert people, I'm not saying make them your religion. I'm saying they call you and they become a client. That's when like you schedule them. That's a conversion. So yeah, yeah, you're good at that conversion piece. And I would say hold on to that as long as you can until it becomes time to hire an administrator.

[A]

Okay. Okay. So then I'm sorry, you know how I like just like the real nitty gritty here. Yeah, yeah, I love it. So then they, so they schedule an intro call with me. I have the intro call. I say you should talk to, you should meet with. So, and so do I set up an intro call for the other person or do I just like put them like she has availability. Tuesday at 9. Does that work?

[C]

Yeah, yeah. When you set it up, you will probably both have like when they click I want an intro call, it will probably give an option for both of you.

[A]

Okay.

[C]

So that's another thing to consider. If the system doesn't, you could probably turn that off for whoever you hire. But you would need to train them if you wanted them to do it. But I think you should do them honestly.

[A]

Okay.

[C]

Most therapists are not naturally Good at that. So.

[A]

Okay, that's interesting. I had just assumed that I would be wanting to try to get them to book an intro call with the other person, but that makes a lot of sense.

[C]

Yeah. I think. And it's worth. If you want to train them and they. You want to try it, you can always test. And I think that's something that a lot of group practice owners don't do enough of is testing. You know, you're great at converting. You probably can look at the percentage of conversions you have, and then you train them, you try them out, expect their conversions to be lower than yours at first, but if they stay low and they don't increase with experience, do some role plays with them, do all sorts of things to see what might be the issue, and then if they can take it on, amazing, amazing.

[A]

But if not, okay. And even if that is something that's, like, set up for people to be able to book an intro call with the other person, you would still advise letting people book an intro call with me. And then I would test it both ways.

[C]

So I would start out, like, while they're still getting started in your practice, you should. You should do them. And then. So I am going back on my original answer. Yeah. So you do it originally, like, while they're getting set up, and then you train them, and then you open it up for both of you.

[A]

Okay.

[C]

And that way, let's say they're really terrible at it and they convert nobody, but you're still converting some of the people that land in yours for them. Then you still got some flow coming in. We don't want to interrupt the flow too much. And then as they start to make more conversions, you can pop it over to them.

[A]

Gotcha. Okay. So I'm not turning mine off until that is, like, locked and loaded for them.

[C]

Yeah. Yeah.

[A]

Okay. That makes a lot of sense in the meantime, because I'm kind of in this place where it's like, I have the number of clients that I like. Like, I need to kind of cap myself off here.

[C]

Mm.

[A]

Does it feel worth it to try to start a wait list? Because I don't have the other person hired either, so it's not even like I could say, you know, Melissa is starting or something.

[C]

Right, Right.

[A]

Do you have any thoughts on that?

[C]

I think if it's your typical ideal client and they're not in crisis, and it's not like you could offer a wait list and say, like, I can't give you a timeline on this.

[A]

Okay.

[C]

I can put you on the wait list. And I'm also happy to give you referrals.

[A]

Okay.

[C]

If you'd like to be on the wait list. Otherwise, I can just give you referrals.

[A]

Okay.

[C]

And some people are going to be like, no, I want you. And so you can be like, okay. And then when the time calls, they said they wanted you, but you're not the one with the availability. You can call. We're going to. We're going to go back to Melissa here. You can call and say, hey, you're on my wait list. I don't have availability, but I have just hired a clinician that I'm essentially trying to clone myself. She's amazing. She thinks about X, Y and Z the same way that I do. And I think she would be a really good fit. If you're not already with another clinician, would you like to go ahead and schedule with her?

[A]

Okay. Just making a note of that. That makes sense. And so that's kind of the bottom of the funnel.

[C]

Right, Right.

[A]

What should I be thinking about in terms of the bigger part of the funnel? Do I need to do. I need to do things differently than I'm currently doing them.

[C]

Tell me about the pace that people are coming in. Like, you've got a flow. What's that look like? Weekly or monthly?

[A]

So this week I think I had two. It's like. It's like one to two intro calls a week.

[C]

Okay.

[A]

And then like none the week of Thanksgiving, you know, like. But basically that I think it's a little. I had surgery at the beginning of November, so I just shut everything off. And so I don't. I don't have a ton of data that I'm working with, like post going off of insurance panels, but it's been about one to two a week.

[C]

Okay. Yeah. So I would maybe increase whatever it is you're doing that's getting clients.

[A]

Okay.

[C]

When you hire somebody, I think a really challenging thing for a lot of people taking jobs at group practices is they're like. I keep hearing from people being like, I just don't have enough clients. And I keep telling the group practice owners. So the whole, like, being responsible for somebody else's livelihood is, like, intense. So I would maybe increase, like, while you're looking, get those folks on a wait list. And then with networking, for instance, anybody who's referred to you can be like, oh, my God, I just hired this amazing clinician. This is why it's so important to hire somebody. Amazing. So that you can say this with your whole chest, you know, Like, I just hired this amazing clinician. I'm so excited. So, you know, thanks for the referrals. Keep coming. You know, if you've got a good relationship with them.

[A]

Okay.

[C]

But it gives you another reason to reach out and have a touch point with that person. Okay.

[A]

And is that. That's like an email you're saying?

[C]

Yeah, you could do email, or you could be like, oh, let's grab coffee. And then you talk about how great this person is and how excited you are that they're on board as a part of your conversation.

[A]

Gotcha. Okay.

[C]

And if it's like. If it's SEO, then it might be writing. If you're doing a blog post a week, maybe you write to a week for a little while to get more flow coming in.

[A]

Okay.

[C]

That kind of thing.

[A]

Okay. I'm paying someone to do SEO right now, and that seems to be like. I feel like I just kind of hit the point where it's like, oh, this is working all of a sudden. Right. Because for a long time it wasn't. Does it seem to you like that's something that I could negotiate with them to, like, increase the pace of something there?

[C]

Yeah. Yeah. I would ask them about it and. And also get their perspective, because they're looking at your back end. They're looking at all the numbers. Like, would it be helpful to do two a week? Usually it is, but in some circumstances, it might not be. I don't know. Okay.

[A]

And that's something that you would recommend doing prior to hiring somebody?

[C]

I don't love a wait list just because we never know when that's gonna happen, you know? But if you're also giving people referrals on the wait list and they're up, they're still opting in to be on the wait list, then I'm. I'm more okay with it. And since your people aren't in crisis, they're just like. They just need a break from themselves, basically. Yeah.

[A]

Okay. Okay.

[C]

Yeah.

[A]

Yeah. It feels challenging to, like, know when to, like, pull all of the levers to get everything.

[C]

Yeah. And I will say it's also very hard to find therapists to hire, from what I hear.

[A]

Yes. That was going to be something else that I wanted to touch on as well. What do you hear about that experience?

[C]

I hear I have friends who are like, thanks a lot, Allison. Everybody that wants to be hired by me wants to make a hundred thousand dollars a year. And so it's like, that's not possible in most group practices. Right. Like, there's overhead that you need to cover. The margins are very slim. For it to be a healthy group practice, you do need to make a profit. That's not bad or wrong. So I'm hearing the expectations of applicants are really high in a way that is not what most group practices can provide. And I think that as that continues to happen, things will level out and people will kind of adjust their, their expectations that if you want those things, you need to start your own practice. So stop trying to join a group practice if that's what you want. I think checking in with your network, that's where I've gotten so many great hires through my own network. It's important that you're cloning yourself essentially. This is not the time to go off niche. So your network with people who really want to work with your ideal client. And I think so many people want to work with your ideal client. So that's good. Like this is a popular niche and it's not so specified that people feel like they need certification in it or things like that. So the whole higher slow, fire fast thing always sounds so heartless to me. The fire fast part I hate. But you have to really trust this person.

[A]

Yeah.

[C]

You have to trust them clinically. You have to trust them as a human being. Like you have to like them.

[A]

Yeah.

[C]

And there has to be like a real mutual of respect for it to feel good for everybody. Because you've worked in shitty group practices too. So you know, it needs to be, you're. You're doing it differently.

[A]

Okay, that makes sense. Apart from like the network piece, do you have a sense like are people like. So I, I know someone who recently started his own group practice and he has found success finding people on LinkedIn. Now my sense is that he, his, his group practice model is just like different from mine. So apart from like the network piece, do you have a sense for what's like a good avenue to pursue finding somebody?

[C]

I've heard indeed.

[A]

Okay.

[C]

Can be hit or miss. I mean hit or miss in hit sometimes, you know, like it's good the more information you can give on there about pay about like just being really transparent and being clear about the kind of applicant you're looking for from a niche perspective perspective or a modality perspective that's going to opt people in or out. It's going to waste fewer people's time. It's going to be better for you. So I would like if you do, when you don't even have to create a post yet, I would go on indeed and search for what your ideal applicant would be searching for and see what's out there and be like, okay, how can I make my listing stand out? Because so many of them are just super vague and they all sound the same. And I think most of us really want transparency when we are looking for a job. Yeah. So for sure that will help you stand out. So those kinds of listings. I think Psych Today has job listings now. But what you're likely to get if you post there is people who want their own private practice. And turnover is very expensive. Usually if somebody leaves your group practice, it ends up costing you twice their annual salary to find someone else and retrain them and manage all the time and energy it takes administratively. So you want somebody to stick around and it's important for you to ask them in the interview. Is your own practice something that you're wanting and if so, what's the timeline? It's not an automatic no. You should assume people might stay with you two years, but it's not an automatic no. If they want to practice, they're just not ready for it yet or they, you know, want to be fully licensed if they're not fully licensed or whatever.

[A]

Right.

[C]

And you can be really clear of like, I'm looking for somebody willing to make a three year commitment. That's not something I'm going to make anybody sign a contract about. But I want to provide a really good workplace and that keeps you happy for at least three years.

[A]

Yeah, that's an interesting timeline to think about.

[C]

Yeah.

[A]

Like asking for that front and to.

[C]

Say like, I think if a boss said to me, I'd like this for three years, I'm not going to make you sign a contract about it. But I would love us to have the kind of open communication that if you have wants or needs in the job, I'm going to do my best to accommodate what I can and that we just have open discussions to keep you happily employed.

[A]

Yeah, that makes a lot of sense. Is there like a. I know there are different people who offer coaching programs around hiring and kind of the group practice as opposed to the solo practice. Are there any specific people or programs that you would recommend?

[C]

Yes, I love the Group Practice Exchange. They have a membership site called the Exchange that's kind of similar to the party but specific to group practices. Maureen, who is the founder and owns it, is great. She's very, no nonsense, no fluff. She gives you a ton of value in there. Lots of like, here are your hiring forms, here are your these forms. Here's what to Ask an attorney about. So everything from, like, the very startup stuff all the way through to. There's not a ton of marketing in there, as I recall. But when I was starting my group practice, Maureen is who I went to, so.

[A]

Yeah. Okay. Yeah, I've. I think I. I've listened to her podcast a couple of times, so that makes sense. And I think she's in Chicago, too, if I'm remembering.

[C]

She is. Yep. Okay.

[A]

There was something that you said closer to the beginning that I was like, oh, I. I need to circle back to that. And now I can't remember what it was. Oh, I remember. So I know that we talked about in Limitless, the book Radical Candor, which I got from the library and read. And in terms of being that good boss and being that good leader, are there any resource, Other resources that you would recommend or anything that you would suggest that I'd be thinking about?

[C]

I would encourage you. So, you know, like, when we're starting with therapy, we have supervision. Right. I would encourage you to find a leadership coach that you can meet with one on one or in groups if you decide to do it. Because our stuff gets triggered.

[A]

Yeah.

[C]

And it's such a different relationship to be an employer. It's not like being a mom, but it has some things in common. It's not like being a peer, but it has some things in common. There's a power differential that we can't ignore. We can make it where you're not an asshole about it, but there do have to be certain boundaries. And I know you to be, like, very healthily boundaried, but it's just different boundaries. Right. Because it's not like clients. It's different. So it's like we have these different relationships in our lives that have little pieces and parts that kind of go into being a leader, but that doesn't mean we're great at being leader, like, making all that coalesce. Well, so, yeah, I think having I have a leadership coach that I meet with, but it's a part of a much bigger program that would be overkill for your situation. Or I'd be like, here. But I think that there's a certain level of transparency and. Oh, they do a lot of leadership training, actually, in the group practice exchange. So if you do that, there's some. There's some really good things in there, as I recall. So, yeah, you'll be in. You'll be covered.

[A]

Well, okay. I haven't really reached out to my network yet about hiring, partially because I feel a little afraid that I'll like, kind of throw it out there. And then someone that I know will be like, oh, would you hire me? Which isn't necessarily a bad thing. Like, I know a lot of people who are wonderful therapists and who I refer to other people too. That dynamic just feels maybe a little bit more complicated. But then also I know them better. And so I maybe would feel more confident in their skills as a therapist, too.

[C]

It would be a great first test as a boss. Right. It's like you just would have really open conversations with them about it.

[A]

Of like, oh, yeah, let's have a.

[C]

Like, let's sit down and talk about it. And beforehand, I want you to write like an ideal clinician, just like you did for ideal client. Like, I want you to write out the same exact kind of stuff of like, who are they? What do they worry about? What do they really want in a job? So think about your ideal candidate and hold pretty fast to it. So let's say Melissa. We'll just keep using her. Let's say Melissa is like, I think I'd like to talk about working for you. But you love Melissa. But, like, you also know she's somebody who complains about never getting her notes done. Like, that's not going to work for you. Too much liability in a group practice to have somebody not doing their notes.

[A]

Yeah.

[C]

So you could say, let's have a conversation about it, and then you would be really honest and you would say, I trust your clinical skills. I like you a lot. My primary concern is I know you hate documentation, and I know you talk about being really behind a lot, and I don't know that that's something I could take on in the practice. So we could talk about ways to remedy it, but if it didn't work out, like, if, if we were to come up with a plan for it to be different and it's not different, then I would have to let you go. And that would feel really awful because I do really like you. So I want to be. I have to think of the health of the business. And. And this is the kind of transparency I want to rank all of it. So, like, let's talk about it. Like, am I willing to pay for AI notes to make that go smoother and easier? And you just promised me that you edit them. Like, you don't just accept them, you read them and edit them, that kind of thing.

[A]

Yeah, that makes sense. Hiring people that are, like, working at a. On a professional level with people that, you know, just feels a little intense.

[C]

Yeah. And never hire anybody you won't fire. Right?

[A]

Yeah. Yeah, that felt like a good one.

[C]

Because, you know, we all know our limits. And you will grow as a boss, too. Like, you will become stronger. Therapists tend to be terrible bosses because we are too nice. And so then instead of being really direct, we're people pleasing. And then we get resentful, and it creates this really terrible dynamic where we're not actually asking for what we need and we're not setting clear expectations. And so if you, from the jump, like, from the first conversation that's not even an interview, are talking about expectations and talking about, you know, this is the only thing that keeps me from wanting to hand you a contract right now. And I'm willing to talk about alternatives to make that part easier. But I will let you go if it's not getting done. That's very clear expectations, and that is actually safety for an employee because they know, okay, well, if I just get this done and I continue doing great clinical work, then I'm solid. My job is safe.

[A]

Yeah. It also establishes, like, a baseline of.

[C]

Radical candor, and it allows them to be radically candid with you too, because you're safe. You've created that safety. So awesome.

[A]

For sure.

[C]

Yeah.

[A]

Thank you. This is a lot of good things to think about.

[C]

Yeah. Oh, I can't wait to hear how everything's going.

[A]

Yeah. Yeah, me too.

[C]

And I'm so glad everything's going so well now.

[A]

Thank you. Yeah, I'm. And that has. It has been a gift for sure. And I'm like, that's 100% because I did Limitless. Like that. That program was so, so helpful for me, and I am full of gratitude for it. So thank you.

[C]

Oh, yay. Yay. Awesome. Well, thank you, Elizabeth. I'll see you later.

[A]

All right, thank you. Bye. Bye.

[C]

Bye.

[B]

If you're ready for a much easier.

[C]

Practice, therapy Notes is the way to go.

[B]

Go to therapynotes.com and use the promo code abundant for two months.

[C]

Free.

[B]

If you're listening, you probably need some support building your practice. If you're a super newbie, grab our free checklist using the link in the show notes. I'd love for you to follow rate and review, but I really want you to share this episode episode with a therapist friend. Let's help all our colleagues build what they want.