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At some point, every group practice owner has to decide which type of compensation model they want to use for the clinicians in their practice. While social media is a great platform to get support and advice on business strategies, when it comes to compensation, it’s important to know all of your options. However, it’s also just as crucial to have an employment attorney in your state take a look at your practice and help you determine the right compensation model for your unique needs.
Have you ever noticed that when you weren’t sure about the mechanics of something you were leading, it felt difficult to actually lead in a way that seemed effective? Consider that 8th grade group assignment that no one else cared about but you somehow became the leader of the group, or the team project that your boss assigned to you because the previous lead quit unexpectedly. Fast forward to today: as a group practice owner and a leader, are you struggling to find your groove? Maybe you’re insecure about how you’re leading and you still feel like you’re leading on the fly?
There are subtle and not-so-subtle differences in how group practices look, feel, and are organized, and each of these differences depend on the size of the group practice. When a group practice is first established, things like documents, hiring, and organizing policies and procedures (often documents that reflect processes that were established when the group owner was a solo practitioner) are the focus of attention. As a group practice grows, systems are tightened, and the focus tends to go to the way of growth through hiring and marketing. However, there comes a time when a group practice scales to a point that systems change, organizational structures reorganize, and shifts of focus become not just warranted but necessary.
One of the greatest benefits of working in a group practice is the culture and the connections that clinicians can get make with their clients—and these are things that they may not get the chance to experience as a solo practitioner. A healthy workplace culture also seeps into the work that clinicians do with their clients in addition to the reputation that the group practice has in the community and the overall health of the business. So, how do we create a space for the clinicians in our practice that promotes a positive workplace culture, aligns with the vision of our business, and allows clients to connect with our practice on a deeper level than ever before?
We jump into private practice with hope, joy, and a real belief that we’ll have a different kind of life. For many of us, that freedom and joy is readily available. We do our good clinical work, we collect payment or insurance reimbursements, we manage the logistics, and we enjoy our lives.
An Employee Assistance Program (EAP), also referred to as a wellness program, is designed to offer access to a variety of services, including mental health care, to employees of an organization. The program provides employees with free access to short-term, solution-focused care that is generally time-limited. EAPs often help increase access to care and, as a result, give clinicians a way to serve clients who may not otherwise be able to afford mental health services.
Negotiating a lease can feel like entering a lion’s den. Your role in the negotiations, what you can ask for, what will be asked of you, and all the nuances in between can feel daunting,especially when you’re new to it. To soften the punch, here are some tips for when you’re getting ready to negotiate your next lease.
When I bring up the topic of networking events, the responses that I get are sometimes cringe-worthy. Just the idea of being in a group of people and trying to “network” makes people react as if they just drank a glass full of spoiled milk—not everyone, but most people. Me? I think, “Mmmm, free food.”