Episode 152 | Business Made Simple with Don Miller
WITH DON MILLER
- Episode 152 | Business Made Simple with Don Miller 00:00
Hey Group Practice listeners! New podcast episode out today! In this episode, I’m talking with Don Miller about his book Business Made Simple.
In this episode we cover:
- Characteristics of an industry professional
- Communicating your mission
- Facilitating sense of community in your business
- Creating a routine
This episode is sponsored by TherapyNotes. TherapyNotes is an EHR software that helps behavioral health professionals manage their practice with confidence and efficiency. I use TherapyNotes in my own group practice and love its amazing support team, billing features, and scheduling capabilities. It serves us well as a large group practice owner.
Do you ever wish for a financial therapist who could relieve you from the last few months’ bookkeeping, talk you off the edge when you’re running into issues with Quickbooks, or help you work through a profit plan for growth? GreenOak Accounting does just that! GreenOak Accounting is an accounting firm that specializes in working with group practices. Their value goes WAY beyond bookkeeping; they can help you get on track for financial success. Schedule a free consultation by going to http://greenoakaccounting.com/tgpe
Hey, everyone, welcome back to another episode of the Group Practice Exchange Podcast. I’m really excited this week, I’ve got Don Miller, as most of you know, he should not need an introduction, but I’m going to do it anyways. He’s the CEO of StoryBrand. He’s an author of many books, but the most common ones that you’ll know of are his business books, Building a Story Brand. And his most recent one that came out just like couple months ago, is Business Made Simple. He also has the Business Made Simple University, which I’m a part of for the past year or so and I love. It’s essentially an online course catalog that helps people run and grow their businesses. And he’s got anything from communication courses to marketing and messaging proposals made simple. I know we had fun with that one. and everything in between. And he’s also our keynote for our now 2022 Group Practice owners conference. Hi, Don!
Hi, good to see you.
Long intro there. I’m really excited to have you on and talk about your newest book. How was writing that book?
It was actually great. It you know, each book tricks you into writing it because you think oh, this will be really helpful. And it won’t take a lot of time and then a year and a half later, you’re still knee deep in it. But it’s great. And you know, it’s laid out in micro learning fashion, which interestingly your listeners probably understand just how the brain works. And you know, you pour a cup of coffee, read each daily entry, watch the video, and after 60 days, you should know pretty much more than you would have ever learned with a business degree. And it was fun putting together a different kind of book and having the video element to it. And it’s done extremely well. So I’m proud of that. And I hope that it helps a lot of people.
So one of the things that your book starts off with is talking about this idea of–and I think it’s like 10 characteristics of a values driven professional? And you go through some of those things like being a hero versus a victim. Having an abundance mindset, being able to accept feedback. What do you see as the most common characteristics that leaders struggle with when they’re trying to grow into being a values driven leader?
Well, it’s funny because again, this audience will understand. I had a friend read the book, and his wife is a therapist. And she said, basically, these 10 characteristics represent a healthy person, right? I mean, they’re not, you know, they don’t accept victim bait is what I call it. When somebody tempts you to see yourself as a victim, you sort of you don’t you don’t do that. You understand that at least in the economic function of America, you are an economic product. I mean, you are selling yourself and your expertise and your skills to an employer for a paycheck. And that means if you want that paycheck to grow, you got to get them a really great return on that investment. So I actually see that as very healthy way of viewing world. You know, I believe my spouse sees me as priceless. God sees me as priceless. So hopefully my family sees me priceless my friends me me as priceless. The economic market does not see me as priceless. You know? And so hopefully we can separate those two things.
You know, learning from failures is something that is so much of the 10 characteristics of what we call a value driven professional. Honestly, Maureen, it’s stuff I’ve learned in my own therapy doing my own work. I used to have a real strong victim mindset and when that changed–or began to change because I don’t think it changes overnight–things took off for me. You know, I was able to listen, wait, write some bestselling books, start a company, get married, start a family, you know, things that I wasn’t able to do before. Because I really was trapped in my own mind in some way. So I’m grateful.
So you know, maybe the first 10 sections of the book or the first 10 entries are actually–hopefully they drive people to seek therapists and increase you guys business. A business book to help you grow your business! But maybe there’s a there’s another way to do that just hand people, and they’ll realize how sick they are, and they need help.
I was gonna say you mentioned, the victim mindset piece. And I see that a lot with coaching other group practice owners. It’s this like, kind of goes in hand with this, but the scarcity mindset, this fear based mindset, especially when it comes to employees of their other clinicians, who may eventually, you know, set up their own shop and start their own private practice. There’s always this sense of like scarcity mindset from the group practice owners that their team is, you know, picking up and kind of taking their clients and starting their own business. And it takes kind of an evolution for a lot of group practice owners and leaders to really get to this place where they feel comfortable with the kind of ebb and flow of people, you know, to some degree coming and going. And there’s some people who are meant to have their own business, even if they’re employed with you for some time. And that that’s okay. I feel like that’s such a hard lesson to learn for a lot of leaders, especially ones new to business.
Yeah, and that, you know, that’s true, probably in group practice businesses. It’s true in a lot of other businesses to where people will, you know, if they have an entrepreneurial mindset, they’re going to run their own company someday. They’re going to run a business. Of course, we’re looking for people who enjoy teamwork and the community that comes from from working with a group of people. But that that’s going to happen. And I love that you brought up scarcity mindset, because that was a big paradigm shift for me many years ago. That there’s actually plenty of business. It changes, it flows, it ebbs, you have to change with it. But at the same time, there’s plenty of business out there. And I would say one in every 10 to 20 people who need to be in therapy are. So you’re looking at a blue ocean kind of outlook there. I think the difference is, though, you know, one of the things that we talked about in the book is, instead of saying that you’re a therapist, you want to say I work with people whose careers seem to be on pause, because they just can’t get motivated. I’m a therapist.
So when you actually state the problem that’s specific to the person, you might be talking to the fact that your therapist holds a lot more value. So really, if we’re having trouble growing our practices, it’s probably not because there are a lot of people in the market, it’s because they aren’t hearing the words that make them realize they need some therapy. And that’s just a communication issue. It’s not a business issue.
Yeah, that’s a good point. I was gonna say you mentioned in some part of your book kind of leadership in a nutshell. Being able to invite your team into a story, being able to explain why that story matters, and then kind of rallying the team into playing a role in the story of the business. Then our industry, it’s kind of interesting, and maybe it’s not that interesting, I’m sure people think their industry is very interesting and different than everyone else’s. But our industry, group practice, is one where its employees are clinicians providing mental health support or medical support to clients. And there’s difficulty from leadership around helping its employees play a role in the business’s story. Because a lot of clinicians work in silos. There’s not teams so to speak, like other businesses have, where they have departments and teams. People essentially are practitioners, outpatient, going in one client session to another may not even see another therapist in the practice that day, if they’re back to back seeing clients. And are so focused on seeing that individual patient, whoever that is each hour, and whatever their issues are that they’re working on, that I hear from a lot of leaders that they have a hard time encompassing this area of leadership. The storytelling part and getting their team on board with it, because they may not be marketing. They might not be doing anything else, because like doctors are just going in seeing patients and then ending their day and kind of working in these silos. What do you have to say about that? I feel like that’s such a hard piece just for me like reading that, is how to really rally your team when you might not be working in that sort of traditional team sense.
Yeah, well, there’s actually–I heard three different questions there in the in the question itself, and they’re all extremely important. To answer the first one, how do you rally a team around a common mission? You do need community. And so at least once a week–and my team meets four times a week at 9am–my department heads meet, and then at 10am on Monday, my entire staff meet. It’s just very important even to get together for 30 minutes and making sure that we’re all on the same page. So those meetings are really important, and they can be programmed inside of everybody’s week. So that’s how you keep everybody.
And in those meetings, every single one of them, we read our mission statement, we talk about our core values. And it sounds redundant, but it’s it’s aligned my team like never before. So that, again, is another communication issue.
The second thing is really that it’s okay that your your practitioners are going in and only meeting with patients and then coming out. That’s really what a lot of my team does, there’s only a handful of people on my 30 person staff that deal with marketing. You know, those are the people are doing marketing. Everybody else is teaching business classes, filming business courses, you know, creating community for our certified coaches, those kinds of things are what’s happening. So the marketing team, though, does need to be aligned. And we do need to be putting out lead generators that capture email addresses, and then automating an email campaign.
You know, if I were coming on staff at a group practice, in the marketing person, the first thing I would do is create a couple lead generators. And by lead generators, I’m interested in articles. You know, five ways to know that you’re burning out at work; three ways not to ruin your kids, because we know you’re scared, etc. You know then you’re getting those email addresses. And then you’re creating a sense of familiarity and trust, with emails that go out with great valuable content, you’re actually helping people like a therapist through email. And what that does is they ever walk through your door, there’s already a sense of trust, and they were much more likely to actually enter into therapy, or group therapy, or one on one therapy, because you’ve quote unquote, on-ramped them or built familiarity. So that can be done with one marketing person that’s working part time. Nobody else really needs to know actually, that it’s happening. And so that’s one way to tackle that.
The third issue is what we call it my company, the factory floor. And basically, what we want to know is what is every person’s–all 30 people on the staff–what is your perfect week look like? If you were optimized in terms of your performance, and of course, at a group practice, it’s helping people, how can you help the most people without burning out, you know, so you may be able to do two or three sessions a day? Well, if you do two or three sessions a day, and you’re going to have to have that staff meeting at least once a week where we align around our mission, you know, you want to map that out, and then repeat repeatable weeks. What happens when you don’t have a factory floor laid out and everybody’s perfect week outlined, and keep everybody accountable and meet those perfect weeks, is people start working on what they want to work on. And what they want to work on is usually busy work and not actually productive work that helps us with the mission.
So you really want to create a factory floor. And by that I mean, you know, these are the intake sessions we have with new clients, this is how we run small groups, you’re going to do at 10am, noon, a 2pm session with clients. And that’s what you want to do. That’s the schedule you want to do, everybody’s going to show up for the 9am zoom meeting, if you will, so we don’t have to be in the same place. But they’re going to show up, within 30 minutes that we all are aligned as a team. It’s been amazing for me, Maureen, that we’ve shut down our office for the better part of the year for actually for a year. And we have a better community and a tighter community than we ever have. Because we knew when we left the office, we would have to up our communication game, we’d have to create the factory floor, we’d have to work very hard on aligning the team. And we did that and we had our biggest year ever by far and our biggest profit margin ever by far. So those practices are going to stay in play even as COVID hopefully it becomes the thing of the past.
I was talking with a few other people who own different businesses just about what the future of business looks like for all of us, me and my industry and them and their industries. And I was talking about how interesting it is. It’s sort of like a blessing this all happening just in terms of what it did for the business because it really forced me and obviously everyone else to pivot really quickly. And you saw areas in your business that needed tending to because of that quick pivot that we needed to make and similar to you. I feel like our communication in my group practice has gone up and we found really creative fun ways to connect both in a business sense but also in kind of like a water cooler sense, which you don’t necessarily get virtually you get it when you’re in the office. And it’s been really fun to create those things.
I think a lot of business owners have been struggling with figuring that out. Like what way can they shift their communication, the style, the culture, their business into the virtual world. It feels hard for a lot of people and I’m feeling, you know, lucky that we figured it out in my business, and it sounds like you did as well. And I feel like it’ll just do a ton of good, moving forward, whatever, you know, our business ends up looking like when COVID is over, and we could go back in person, you know, how we decided to do all of that? I think there’ll be a lot of positives we take away from just what we’ve had to do during that episode.
Yeah, you know, we will never go back to the normal the way it used to be, but there will be a hybrid normal in terms of the way we do business. And I think it was what we just experienced though it was a tragedy in terms of the the COVID deaths that took place a number of people that were sick, and what took place in the economy, there’s no, you know, whitewashing that it was, it was pretty tough. Out of that, you know, we experienced a punctuated evolution in terms of how we do business, we will do business much better, much more efficiently. But we want to learn what those lessons are and activate them that we don’t get them by osmosis, they actually have to write them down and execute changes.
Yeah, that’s true. I wanted to get to the next one question here, which is on, I think this was in your management section, because I feel like your management section for our industry is going to be the big area where people have a lot of aha moments. You mentioned the difficulty that leadership tends to have around communicating through conflict or giving constructive feedback. And this tip of really, how can you make sure that your team knows that you’re, that you’re for them? That’s that was kind of your thing here, as you said, like, how do you ensure that your team knows as a leader that you’re for them that you want them to succeed when giving constructive feedback? And I think that was such an eye opening statement to make, because a lot of especially therapists who tend to avoid conflict in general, who, as leaders tend to highlight all the positives and just brush off any constructive feedback that they might need to give to their teams, because they don’t want to make them feel bad, all this stuff. It was a really, I think this will resonate with a lot of therapist business owners, in how to communicate when their staff isn’t productive or doing what they need to do or have low client retention.
Remembering that constructive feedback, if you’re doing it well, is you’re giving it and they know that you’re giving it because you’re like, you’re for them, you’re wanting the best for them. You want them to succeed in that. So I really appreciated that statement and wanted to know, what are some ways that you do that? I know, I’m getting on a personal end. But how do you let your team know when you have to give constructive feedback when someone’s not doing something or doing something they shouldn’t do? How do you do that, and have them feel like you’re for them, while giving that feedback?
We just call it healthy feedback sessions where you’re able to sort of poke holes in ideas. And usually it’s about ideas. We call that a part of our culture, I will say that my journey as a leader has really taught me that I can criticize somebody, and they will accept it and change only to the degree that they know I’m for them. And so if I’m only for them truly a little bit, I can only criticize them a little bit, and they can only metabolize that much criticism. But if I’m really for them, and I’m trying to figure out how to help them win in their career, I can be downright, you know, critical, pretty to a high degree.
There’s a great documentary that’s fun to watch. It’s a series on Netflix called Last Chance U and it’s about a basketball coach who’s teaching us coaching the East Los Angeles Community College. I can’t remember I think they were the Eagles. And they’re, it’s their basketball team. And you know, he makes $15,000 a year. He’s an incredibly successful coach, he could go someplace and get a quarter million dollars a year, but he stays, he stays with these kids. And he’s got them from a terrible losing record for 100 years to you know, 26 and one and just incredible, basketball playing going on in East Los Angeles Community College. And he will get these kids face. I mean, he will just he will get up in their face and tell him they’re being lazy. And this is ridiculous. And why did you show up. And they love him for it. And the reason they love him for it is because he’s getting $15,000 a year and they know he could make a quarter million. And they know that if he had to take a bullet for them, literally he would. And they know that he understands that they probably didn’t eat a very good meal last night. And he understands that there’s a gang tempting and he’s talking to them about that. He understands that these kids need to be in church and drag them to church. He just he has sacrificed his life for these kids, which allows them to get in their face and say you are screwing up. You are better than this. And I told you not to do that.
I don’t think any of us could do that in the work place because sports are really different. And coaches and players are really different. But at the same time, you know, I caught myself recently wanting to just go to somebody and say, hey, listen, I don’t even know why you’re doing this, this is just so dumb, I can’t believe you’re doing this. And I realized, you know that they’re not going to accept that feedback. You know, what they need for me to say is, hey, I saw you were trying to do this, let me tell you how I’ve solved that problem in the past, because I think you’ll be able to take it with you, it’ll be a great tool that’ll really enhance your career. They will listen to me all day long, all day long.
And, you know, it really what it comes down to Maureen, I hate to say it, it just kind of comes down to daily checking our heart saying, are we for these kids or not? Yeah, and if we, if we were for these people who are working for us, I don’t mean to call them kids, sometimes they are kids. But you know, if you’re for these people who are working for you, and your heart is there, you can really drive them, you can really drive.
And I will also say that people pleasing and try not trying to get people to like us, it’s not actually super healthy for the people who work for us. They don’t need that. They’ve got friends, they’ve got friends, what they need is a coach, they need a guide. They need somebody who’s going to, I believe if somebody comes and works for me, in a few years, if they want to leave, they should be way more valuable on the open market, that there’s something about coming and working for Donald Miller and Business Made Simple that makes you incredibly valuable. And I don’t mind having to deal with poachers. I don’t mind. I’m 100%, you know, it affirms me that people are always trying to steal my staff, right?
I’ve actually got a–that’s funny, because someone brought this up in my Facebook group about the idea of poaching. And, you know, we’re super offended that another group practice owner was poaching therapists in their practice. And there was all this, you know, discussion in this is Facebook, my facebook group about poaching and what is it? What does it mean in our industry? And what do you feel about it and all this? And I remember thinking, you know, I look inward, if that’s happening in my practice, if it were to be happening, I would look out–if the poaching is happening, and the people are leaving–what is happening within my organization that is allowing people to leave, right?
I mean, if I’m creating a space where people feel like they’re getting to do their best work, where they’re getting the support they need, where they’re able, whatever is important to them, whether it’s money or benefits or whatever, if they’re getting the things that they need in the business and recognition and feeling valued. And able to do their best work, then they’re less likely to, if they get poached, to actually leave. So you mentioned that reminded me of just what I had said with, I don’t mind if that happens, I would get concerned if people consistently are leaving, because then it means that I need to be looking at something
You know, it’s interesting, because I talked to one of the executives at Chick Fil A, because they did a deep dive on retaining talent. And what they discovered, I think it was Stanford University, they paid a bunch of money to to help with the research. And what they discovered was there’s really three things that are very counterintuitive, that people look for, to retain, to stay in their job.
One we are in complete control of and that’s a good boss. You wouldn’t think that but it’s actually a good boss. So this coaching people and being for them, does more than just help us grow our talent, it helps us keep our talent.
A second is they want a mission. And so you really do want to clarify with the mission of your practices, and it needs to be an altruistic and beautiful mission that people will sign on for because people will stay for a mission.
The third is a chance to develop themselves that they are becoming better therapists. And that’s it. That’s easy. That’s 30 minutes to an hour a week where you get all the therapists together on a zoom call and say, hey, what did you learn? What would make us a better therapist? If you ask that question once a month, even 12 times a year, you are developing your team. Get them a copy of Business Made Simple, increase their business acumen, it cost 13 bucks, just can’t beat that. And those investments that you make, that’s how you keep people. You’re a good boss, you take people on a mission, that’s really important, and you give them a chance to develop themselves. And, you know, a lot of people will work for 75-85% of market value, even though if they could go get more money. Because they said, this is where I’m growing. And this is where I’m happy, why would I leave, I’m gonna leave and get paid more money to be unhappy.
Right. And I think that’s the faulty thinking that a lot of leaders have is that they think that the way to keep people is to pay them more.
No, it’s not always that, in fact, if you start paying people a lot more, you’re going to create a really bad culture because you will resent them. Because you know that if you pay this person $175,000 in order to keep them, they’re actually not worth it. They’re not bringing in three to $400,000 worth of business and you’re going to start resenting it. And then you’re not going to be for them and then the thing begins to unravel. And also, people know, I’ll just say this morning, people will know when they’re overpaid. They know. They live in a cognitive dissonance of their being paid too much money. But they’re struggling to believe that they’re worth it and know that they’re worth it. And they’re believing things that aren’t true. And they live in that cognitive dissonance just creates attention. You really want to pay people what they’re worth.
Yeah. And I can see, I can see people also with like, really overpaying, feeling consistently like they can’t live up to expectations too.
Exactly, you said it even better than I did. And that’s just bad for their morale.
Yeah, yeah. So my last question for you is: you say, a hero on a mission doesn’t waste time, because time is important. And I love that statement that was in the book. One of the suggestions you have is to build a routine, when it comes to just time and investment. I wanted to know just ending on a light note. What does your routine look like? And what obstacles did you face in kind of figuring out and maybe you still are, but what your kind of ideal routine is?
I feel like this is the biggest question group owners have is they feel torn in all these different directions, being a business owner seeing clients or not. And that’s a whole different issue of a lot of group practice owners end up not seeing clients at some point, like I don’t anymore, there’s not enough time in the day to do the client facing stuff, the managing of the business, because it’s kind of front and center. But then they’re pulled in all these different directions of staff management and marketing maybe and if they’re smaller, you know, I have teams of people who do that in my group practice, but they feel like they’re torn in all these different directions and can’t seem to get regulated time-wise. And like you mentioned, end up getting in the weeds of like the little things, answering emails, the stupid shit that no one needs to do. So what do your days look like? And what were some obstacles to getting to what hopefully is your ideal structure?
Well, I understand if it’s a struggle, first of all. It was 10 years, at least, of me trying to figure it out and trying different things to figure out. But I think we’ve pretty much got it dialed in. You know, the first question that you ask yourself is, what’s the most important thing that I can do? What can nobody else in this organization do, what do I really have to do to keep the ball rolling? And for me, that’s creating content. So for me, that’s writing books, creating courses, you know, writing, marketing, copy, helping clients, you know that.
So from 7am, to 10am, every single day, is writing time. Two out of the five days of the week, from 7am, to 1pm, is writing time. And so I make sure that I’m up early, that I’m sitting at my desk, and then I’m getting content created. I’m not perfect at it. But boy, that time is always blocked out. It’s never taken. And then after that, I allow myself to have meetings. And there are very few meetings that I’ll take. They’re all internal staff meetings. And those meetings are the most important meetings then. So I need to meet with my marketing person, I need to meet with the two people who run my company, I need to meet with the head of divisions that I’m attempting to build and grow. I need to meet with my content team, you know, there are about seven meetings that need to take place. Then the next important thing for me is to record podcasts. Actually create content on video or audio. And so those are, those aren’t on the factory floor yet. They tend to move around. But we’re working on getting them at a fixed place on the factory floor.
So the idea is you kind of figure out what your perfect week is, then you try to live it you give yourself a lot of grace when you don’t, but you keep trying to get closer and closer and closer to a repeatable seven days that works, grows your practice and doesn’t kill your personal life. Right? Saturdays and Sundays there’s nothing. I don’t book anything on Saturday or Sunday. It’s it is legitimate rest time. My beautiful wife–you know that’s my goal number one in the world is to stay married. And so nights are hers, weekends are hers. And she would never say I’m a workaholic. Other things I’ve given up almost all hobbies You know, I’m in a season where I’m growing a business that’s the most important thing for me right now. I’ll get a hobby later. You know, I’ve given up all that.
Is your hobby not building your amazing house?
You would think so. Yeah, that’s that’s where the money’s going. I don’t know if it’s my hobby or somebody else’s. Yeah, we’re building a basically a retreat center here in Nashville that is private, you know, it’s just friends and family but my wife is the oldest of seven. Her dad’s one of nine or mom’s one of six. So when the family gets together you’re talking about 100 people. And we’re building a place that they cannot stay here but they can certainly have dinner and play frisbee golf and all that kind of stuff. So we’re having fun with that.
But yeah, you know, it’s only through these principles of being able to build and scale a business that allow you to do those things. And I think building and scaling a business is made infinitely more complicated the way we teach business in this country, it’s just not that complicated. There are about six things you need to figure out, you need to figure out leadership, you need to figure out product development, you need to figure out marketing, you need to figure out sales, and you need to figure out overhead. And you need to figure out cash flow. Those six things, if you understand them, they will allow you to grow and scale any business that solves a problem for a customer. And that’s why I wrote the book. And that’s what I want people to understand.
So this isn’t technically a question on my list, but we’re going to end on this, if anyone in my audience is new to you, which I can’t imagine anyone is, but let’s just pretend, what would you recommend them to do next for their business that you offer, because you have give lots that you offer?
I would say grab your cell phone, send a blank email to [email protected], it’s just that. Just [email protected], you do not have to put anything in the subject line, nothing. And what you’re gonna get is 60 consecutive videos that teach you how to scale a business. They’re free. If you want the book companion, it’s 13 bucks on Amazon, but also give the videos for free. Because the more people we help, you know, grow their business. And that’s the more jobs you know, the best way to help the economy is to help small businesses and group practices or small businesses.
Not only that, I’m a client, I mean that you know, I’ve done a lot of therapy. I did my work back in the day. And I’m a big fan of on site workshops, which takes people through a seven-day therapeutic experience. In fact, I probably sent 25 people to that and paid for it out of pocket. So the more therapists there are in the world who are helping people, the more healthy people there are and the better we’re all going to be.
I agree. So I appreciate you coming on down and we look forward to meeting you in person. Next year. Practice owners conference. Thanks again.
Thank you so much look forward to being with you in person.
Thanks for listening to the group practice exchange podcast. Like what you heard? Give us five stars on whatever platform you’re listening from. Need extra support? Join The Exchange, a membership community just for group practice owners with monthly office hours, live webinars, and a library of trainings ready for you to dive into! Visit www dot members dot the group practice exchange dot com forward slash exchange. See you next week.
Thanks For Listening
Thanks for listening to the group practice exchange podcast. Like what you heard? Give us five stars on whatever platform you’re listening from. Need extra suppor? Join The Exchange, a membership community just for group practice owners with monthly office hours, live webinars, and a library of trainings ready for you to dive into visit www dot members dot the group practice exchange dot com forward slash exchange. See you next week.
Here are the resources and guides we recommend based on this episode
7 Days to Level Up Your Practice
This 7-day challenge is to help you LEVEL UP your group practice-no matter what stage it’s in. I’m a sucker for shaking my business up a tiny bit every once in a while. It keeps me alert, motivated, and not bored.
Specialized Accounting for Private Practice
At GreenOak Accounting, we offer accounting services that cater specifically to solo and group therapy practices. Our services range from bookkeeping to budgeting & forecasting, Profit First support, profitability analysis, payroll, tax preparation, compensation analysis, and much more.
Through working with over 100+ therapist clients, we have seen what works and what doesn’t, so our team can help guide you on the path to financial. Our specialized services can be customized based on the size and needs of your private practice.
For more information about our packages and the different ways to work with us, please visit our website at https://www.
PCT, helmed by Roy Huggins, LPC NCC, is your go-to expert partner on all things technology, ethics, teletherapy, and HIPAA in mental health group practice. Their dedicated group practice offerings include:
- Comprehensive, unlimited guidance HIPAA security compliance program for group practices — consisting of all the materials (policies & procedures, forms and logs, risk analysis tool, leadership and workforce security manuals) needed for documented HIPAA Security compliance + role-based training, guidance with tech and system selection and configuring, securing of all devices (including personal devices) that access PHI. Getting HIPAA compliant the PCT way doesn’t mean losing functionality or spending more money, they take a holistic approach focused on optimizing your practice while legally, ethically and effectively leveraging tech in your group practice.
- Group practice teletherapy program and certification — everything you need for efficiently and affordably establishing a standards-based, clinically effective, and profitable teletherapy practice. Highlights include director/supervisor training, clinician training, teletherapy policy and procedure manual, and consultation support.
- Role-based staff HIPAA trainings for your security officer, clinicians, and admins (CE for clinicians)
- Be sure to listen to their podcast, Group Practice Tech!
* I am an affiliate for some of the businesses I recommend. These are companies that I use in my own group practice, and make recommendations based off of my experience with them. When you use some of these companies through my links, I receive compensation, which helps me continue to offer great free information on my podcast, blog, Facebook group, and website.
Meet your host
Maureen Werrbach is a psychotherapist, group practice owner and group practice coach. Learn more about her coaching services here:
The podcast is structured so that you get practice building tips in small doses, where an episode can be listened to (and a group practice building lesson can be learned) in a single car ride.
Episodes are structured into categories: coaching sessions where I coach a group practice owner on a specific topic, tips of the day by yours truly, real talk where you get to be a fly on the wall while an established group practice owner and I talk about the highs and lows of ownership, and trainings done by experts in the field.
Don’t miss an episode! Download The Group Practice Exchange Podcast on iTunes, Stitcher or Google Play and don’t forget to subscribe and rate TGPE
* The content of this post is intended to serve as general advice and information. It is not to be taken as legal advice and may not account for all rules and regulations in every jurisdiction. For legal advice, please contact an attorney.