5 Mistakes Made By Group Practice Owners | GP 33

5 Mistakes Made By Group Practice Owners

Are you a group practice owner that wants to learn some tips on how to expand? What are some of the common mistakes that group practice owners make? How can you fix them and re-direct your group practice towards a more successful path?

In this podcast episode, Alison Pidgeon speaks with Whitney Owens about 5 common mistakes that group practice owners make.

Meet Whitney Owens

Whitney OwensWhitney Owens is a Licensed Professional Counselor and Private Practice Consultant. She lives in Savannah, Georgia, where she owns a group private practice, Water’s Edge Counseling.

In addition to running her practice, she offers individual and group consulting through Practice of the Practice. Whitney places a special emphasis on helping clinicians start and grow faith-based practices. Whitney has spoken at the Licensed Professional Counselors Association of Georgia’s annual convention and at Killin’ It Camp. Whitney is a wife and mother of two beautiful girls.

This entrepreneur went from a private practice owner to being a consultant. Providing fellow clinicians the tools they need to run a successful practice.

Visit Whitney’s website, connect with her on Facebook, listen to her podcast, or consult with Whitney. Email Whitney at whitney@practiceofthepractice.com

In This Podcast

Summary

  1. Spending too much time doing and not delegating enough
  2. Not acting like the CEO
  3. Being unaware of the numbers
  4. Needing to be clear on your group practice niche
  5. Practice owners who do not have a good hiring process

1. Spending too much time doing and not delegating enough

We always tell people, especially in the virtual assistant company, like, don’t wait until you’re drowning in work to get an assistant because you’ll be so stressed out you wont even have time or you wont even have the bandwidth to think about how to train them.

As the group practice owner, delegating tasks is a vital function to perform. Without delegating, you may run the risk of bottlenecking the growth of your practice because you only have a finite amount of time on your hands. By not delegating tasks, it becomes unrealistic and nearly impossible for you to encourage the growth of your practice.

Delegating tasks that are not imperative for you to do can greatly assist growth because you can scale back on the amount of time that you are working and focus your energy on more important tasks, you can see more clients and therefore make more money.

When you delegate and hire an assistant, do it before you actually need the extra assistance because usually by that time you are already near a potential burn out from having worked hard.

Hiring assistants before you really start needing them, and training them up, will greatly assist you when you start hiring clinicians because your assistant will be settled in and ready to help them with the basic tasks and setup processes.

2. Not acting like the CEO

I think so many people get caught up in the day-to-day of like putting out fires or seeing clients or whatever it is, that they don’t take time or don’t set aside the time in their calendar to have that headspace to be able to think like ‘where do I want things to be in 3 to 6 months and what do I need to start doing now to get there?’

Once you have started delegating, you free up your energy and focus to work on the group practice itself. You are then able to sit and think about where you want your group practice to be in the future and you are then able to lay out a plan of action and set goals for your practice to achieve.

Figuring out the goals and setting out a general timeline will allow you to remain focused as the CEO for where your group practice is heading. To grow and run a successful business, you need to have your CEO hat on.

3. Being unaware of the numbers

Finances

Some practice owners do not properly monitor the flow of their income and expenses by keeping track of a profit or loss statement. These are important numbers to know when you are making business decisions because you cannot make important calls about the practice in a vacuum, as this can very quickly land you in hot water.

Data

Have a finger on the pulse as to what is happening within the practice to catch any problems early on if necessary. This data can mean keeping track of referrals, levels of client retention and conversion rates, clients that owe the practice money, or statements that need to be sent out.

4. Needing to be clear on your group practice niche

Definitely something that I see practice owners struggle with is like coming up with a tagline or a way to sort of wrap everything up in a neat package so that they can explain what the group practice does in a clear way that’s succinct.

Seek out an ‘umbrella term’ for your practice, so that you can easily and clearly explain the ins and outs of your practice to potential clients and other business owners without listing every service that you provide.

Having this tagline will allow clients to know, generally, how you can help them. By eliminating uncertainty and ambiguity, clients know what is available to them and can contact you for assistance.

5. Practice owners who do not have a good hiring process

There is a lot that runs on the services that the clinicians are providing – they also represent your practice and your business. It is important to know which values you aspire to have in your group practice and seek those out in potential clinicians. As much as there is niche marketing for the practice, there is also niche marketing for hiring staff.

Your happiness as the boss depends on how you feel your new clinicians are doing and settling into the practice. Whitney recommends that potential clinicians take an enneagram test so that you can better understand them yourself. Since you will be working closely together with the success of the group practice at the center, it is important to get along well with your clinicians to foster that successful environment.

Useful Links:

Meet Alison Pidgeon

Alison Pidgeon | Grow A Group Practice PodcastAlison is a serial entrepreneur with four businesses, one of which is a 15 clinician group practice. She’s also a mom to three boys, wife, coffee drinker, and loves to travel. She started her practice in 2015 and, four years later, has two locations. With a specialization in women’s issues, the practices have made a positive impact on the community by offering different types of specialties not being offered anywhere else in the area.

Alison has been working with Practice of the Practice since 2016 and has helped over 70 therapist entrepreneurs start and grow their businesses, through mastermind groups and individual consulting.

Thanks For Listening!

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