My lists of subscribers and readers are swelling! Thank you, thank you for passing along info about this blog to your colleagues and your professors (and to your massage therapists and your chiropractors and your physicians and all the other allied health professionals that you knew would be interested)!
If you are new to Private Practice from the Inside Out, I thought this post might be a really simple way to help you get to know me and start to get a a handle on the scope of information available to you right here.
My Very First Post
Working on Your Business – Working in your business is not the same as working on your business. Here’s the difference and why it’s important to do both.
I Enjoyed This Post the Most
You Know Your Private Practice is In Trouble When You Say . . . . – If you hear any of these lines start to come out of your mouth, it’s time to check in . . . with yourself, with a coach, with a seasoned colleague that can help you get back on track. Don’t let your practice suffer because you didn’t notice one of these 25 uh-oh lines.
A Post That Needs Your Input
Best and Worst of the Week -Need a place to vent and brag? Add your highs and lows in private practice here.
Clinical Supervision and ‘Money Gouging’ – What your professors may not have told you about your clinical supervision and why clinical supervision costs so much.
A Post I Wish I Had Written
How to Conduct Your Own Annual Review – Chris Gillebeau at The Art of Nonconformity speaks my language. This post talks about engaging in an annual self-review and goal setting.
If you are one of my regular readers and you missed some of these posts, subscribe to this blog (It’s FREE!) to receive email notifications of new posts.
Every mental health professional needs consultation on a regular basis. I wrote about that in my last post. If you work in an agency or organization, it’s likely that consultation is built into the system. However, if you have ventured out into private practice, you have to work a little harder to get your consultation needs met.
Many therapists choose to pay an individual counselor for their clinical consultation on a regular basis. If that is what you prefer, then you can expect to pay whatever that therapist’s usual and customary hourly fee is for his / her consulting and therapeutic services.
However, here are nine benefits to creating a peer consultation group to meet your consultation needs:
As a solo practitioner, you remain isolated most of the day except for seeing your clients. A peer consultation group allows you to meet some of your basic social needs.
It also exposes you to new / different ideas, perspectives, and energies.
It allows you to learn about other therapists’ business and clinical practices.
It may give you a broader range of professionals to refer to.
It exposes you to more professionals who may refer to you.
It exposes you indirectly to more resources in your community.
It can serve as a knowledge bank for clinical issues that you are not familiar with.
It can serve as a check point for potential ethical issues.
It’s free!
Have I convinced you yet of the huge benefits to participating in a peer consultation group? In my next post, I’ll tell you How to Create a Peer Consultation Group that ROCKS!
When I left employment to begin my own private practice in 1991,
"Question Marks on the Wall" by Lone Black Rider / Filip Bunkens
I started by identifying therapists that I believed to be highly successful. Then, I picked up the phone, introduced myself, and asked if I could take them to lunch or coffee to pick their brains about being in private practice. Whether you are just starting out in private practice or are wanting to revitalize your practice, that’s a good place for you to start, too.
Most mental health professionals will be flattered if you call. Let’s face it, it’s an ego boost when someone else thinks that you are successful. And, many mental health professionals really enjoy mentoring others in the field.
Once you’ve made your phone calls and scheduled your lunches, here are 20 questions for you to ask:
How long have you been in private practice? This is really important. you want to identify therapists who have longevity in the field. They are who you can really learn from.
How did you learn what to do when you were ready to go into private practice? If it worked for him, there’s a good chance that at least part of his learning can work for you, too.
What do you know now that you didn’t know when you got started about being in private practice? You might as well learn it now rather than wait.
How did your clients initially learn about your services and how do your clients learn about your services now? You want to know about how it was in the beginning for them. Back then, they were probably on a shoestring budget at best (perhaps like you are now) and still they survived. In the process of learning what they did back then and what they do now to get clients, you’ll most likely hear how their income and their efforts have changed and refocused.
What mistakes did you make in your early years of private practice? Find out now so that you don’t have to reinvent the wheel.
What critical decisions did you need to make about your private practice and why? You may choose to make different decisions but it is often helpful to understand why someone in private practice makes the decisions that they make . . . about policies, workload, billing and fees, etc.
Did you ever have a mentor? Do you now? And, how did you find one? One of the fastest ways for you to jump start your practice is to have a personal mentor to shepherd you on your journey. Hiring a business coach is one way to find a mentor but it is certainly not the only way.
How much time do you set aside to work on the business (not the clinical) of private practice? Successful therapists in private practice spend time visioning, developing, and implementing new ways to grow their businesses.
What is your biggest challenge now? Challenges continue throughout the life cycle of a private practice. Challenges happen; they do not disappear.
How long did it take you to turn a profit? The Small Business Administration says that most small businesses fail within the first 5 years and that most successful small businesses take 3-5 years to turn a profit. I’ve certainly taken it take less time to break even or fail. However, be wary of those who promise that you’ll be earning big money fast. Research clearly shows to slow and steady is the way to build a strong foundation for a long-term practice.
What do you believe causes a practice to succeed?
What do you believe causes a practice to fail?
What type of clients do you see? Remember this when you need to refer a client of your own to another therapist.
What type of clients do you refer out? If this is a population / issue that interests you, make sure this therapist knows that. If it is not, then keep an ear open so that you can refer another professional to this therapist. This is how you network.
What resources can you recommend to me as a new therapist that can help me get started on the right track? He may have a favorite website on developing a private practice or an online diagnostic code finder. He may know another therapist looking to share an office or a CPA who can help you set up your quarterly tax payment. Or, he may have a favorite book or magazine or office supply store to send you to.
What do you do to take care of you? Balancing work and home (much less children and additional schooling) is one of those topics that is hardly addressed while you are in school. Take time to identify now how you will put systems of self care in place.
How has your practice changed over the last X (number) of years? It’s important to understand about the life cycle of a practice. Once it’s up and running, it doesn’t necessarily stay up and running at that level. Change happens . . . a group practice moves in next door, the local school system has an unexpected need for counselors, an army base closes, you get new clinical training, etc. Your practice’ life cycle will be different than the therapists’ that you are interview but it is helpful to be reminded that change happens and what you need to do to recognize it as another opportunity for growth.
What is the hardest thing about being in private practice? Again, what is hard for him may not be hard for you but knowing about the challenges helps you prepare for them from the beginning.
How is your personal life affected by being in private practice? Your professional life and your family’s lives will be impacted by your decision to practice mental health. When you are in private practice, that impact is even greater.
What precautions do you take to keep you and your clients safe in your office? This is another area that is not adequately addressed in graduate school. There are many things you can do to increase your safety. Learn about them now.
Remember to take pen and paper with you so that you can take notes. I’m sure you’ll think of more questions along the way!
If you use this list, I hope you’ll drop back in and let me know how the questions worked for you. Are there other questions that would be helpful to ask other therapists?
And, if you are a therapist who has been in private practice for a while, why don’t you drop in here and answer all 20 of these for us. It’s a good way to introduce yourself and your practice to our community!
This is part of an episodic series, The Therapist’s Networking Guide.
To see the previous one in this series, click here.
Your network is your lifeline. These are the people that know you best. These are the ones that can vouch for you and sing your praises! They are the people who will refer clients to you. And, they are the ones that you can most influence. . . . Are you helping your network take really good care of you? Here are some things that I do . . . .
Stay in touch. Have you heard the old saying, “Out of site, out of mind”? It’s definitely true when you are wanting referrals. You can send them a note, pick up the phone and call, or make a visit to their businesses. Find reasons and creative ways to stay in their thoughts. Research shows that when office managers make a referral, they typical refer to the last name that they ran across — a business card, a newsletter, a person, etc. Remember, “Last name in, first name out.”
Pay attention. When someone in my network receives recognition, I congratulate them. If they’ve written a new book, I make an effort to read it. And, if they are looking stressed or a little worn out, I try to offer a little support — offer to cover their on call duty for the weekend or just let them vent. If there is a death in their family, I offer condolences and make sure I send a card. Don’t ignore your network’s challenges and triumphs.
Be generous. Your time, talents, and resources are no more or less valuable than your networks’ time, talents, and resources so share them liberally! By doing so, you will build good will, great friends, and a better world.
Make referrals. Make sure that your network knows that you have their personal and professional best interests at heart by making appropriate referrals to their businesses. You don’t want to develop a reputation for always wanting referrals and never reciprocating.
Take Time to Say Thank You
Say “thank you.” I do not do business with professionals who fail to say “thank you” and you shouldn’t either. Gratitude is an attitude that is cultivated and I pride myself on cultivating many ways to say it. I write notes, send cards, bake baskets of cookies, send flowers, give small token gifts, and write public articles of gratitude. It costs me very little to tip my hat to those that have been kind to me / my business and I make a point to not forget.
Be transparent. Transparency is not about wearing your feelings on your sleeve. However, being transparent is about being committed to the truth and honesty. It’s really about your level of integrity. If you are nervous about working with a new client that has been referred to you because you haven’t worked with their presenting issues before, don’t fake it. Let your referral source and your client know that you will be seeking consultation while working with them or refer them to a different therapist. Don’t pretend that you know it all. Your clients and your referral sources will appreciate you being willing to admit your limitations. And, in doing so, you give them permission to do the same.
Ask for what you need. Your network thrives when the relationships in it are reciprocal rather than lopsided. In order for a network to work for you, you need to be willing to ask for what you need. I have, at different times, asked my network for help securing office space, community resources for my clients, and to be a sounding board for a new project, etc. If you can’t ask for what you need, then you need a new network!
So, what is it that you are doing to help your network take better care of you? And, what is it that you can commit to doing better?
This is part of an episodic series, The Therapist’s Networking Guide.
To see the previous post in this series, click here.
On Monday, in the The Therapist’s Networking Guide I talked about the difference between strategic and shotgun networking. Today, I want to stress that networking includes much more than just showing up at a monthly meeting with your business cards in one hand and your other hand outstretched (asking for business). If that’s your idea of networking, you may want to re-think your understanding.
Real networking . . .. strategic networking is much more effective when it is about you creating and extending an ever-expanding circle of contacts that may have the ability to refer clients / referrals to you, provide resources to inform you, share ideas to inspire you and information to support you.
Here’s the beginning of a list of the many ways you can begin to build / expand your network:
Attending meetings and workshops.
Keep up with what is going on in your field.
Share your services and skills by volunteering in your community.
Join a leads or networking group.
Mentor new professionals.
Seek out professionals who are interested in building reciprocal referring relationships.
Gather information about other professionals, clinics, and treatment facilities that can support you now and in the future.
Offer classes related to your professional interests.
Refer clients (when appropriate) to allied health professionals.
Stay connected to former employers and college instructors.
Create / join a consultation group.
Exchange resources with other professionals.
Serve on committees.
Meet colleagues for coffee or lunch.
These are just a few of the many ways that you can start to grow your network. Can you help me expand this list? What is it that you are doing to create / expand your professional network? And, what is it that you can commit to start doing today to increase your circle of contacts?
This is part of an episodic series, The Therapist’s Networking Guide. It began here.
One of the best ways for you to build your private practice is to network strategically rather than in a shotgun-like approach. By that I mean that it is much more effective to go deeply into an organization rather than move more superficially among several organizations.
Strategic networking requires that you do more than show up for the monthly meeting. Instead, it means you would join an organization and then join a committee or two — an active committee that meets on a regular basis – to do the work of the group. Perhaps, over time, you would run for a position on the Board of Directors — building your credibility and your visibility.
"Drip Drops and the Spider Web" by bitzcelt / Mike Bitzenhofer
On the other hand, shotgun networking is just that. It’s scattered, unfocused and lacks purpose. It’s just showing up with no forethought and assuming that the business will follow you. It won’t follow you. It never does. Not without you taking a more intentional and focused approach.
Have you found your networking to be mostly ineffective to date? If so, here’s some tips to network in a more strategic way:
Find an organization that you can be excited about. That means that you may need to shop around. It doesn’t have to be an organization that is related to your profession. It may be a networking group, like the National Association of Women Business Owners or your local chamber of commerce. Or, it may be something that appeals to your personal interests such as the Sierra Club or to your political interests such as the Democratic National Convention or the Republican National Convention. Perhaps you can get excited about your religious community or a charity such as the National Center for Victims of Crime. Who you get involved with matters mostly because if you cannot get excited about the purpose of the group, you’ll really struggle to be committed to the work they do.
Once you find the right organization for you, join it and get involved. Determine where your talents and interests will serve the group best. It does no one any good if you hate all aspects of writing / publishing / editing and yet join the Newsletter Committee. On the other hand, if you are an extrovert who likes meeting new people and you put other people at ease quickly, then you may be a huge asset to the Greeting Committee or the Membership Committee.
However, remember that even if you have a natural strength that the organization needs, from a strategic networking perspective, you don’t want to get stuck working solo on a task that provides you no opportunities for visibility or relationship building.
By now you should be attending the group’s monthly general meetings like clockwork. Why? For two reasons. First, you want to appear dependable. (It reflects directly on your work ethic.) And, second, you need to be showing up at every event possible for the purpose of building relationships. Your business and mine depend upon relationships.
Shortcuts are resourceful and often rely on their relationship assets.
Shortcuts collaborate and negotiate rather than compete.
Shortcuts know that their networks wither without time, attention and care.
Shortcuts seek out new challenges.
Shortcuts are involved in continuous learning and take responsibility for their own personal and professional growth. They do not rely on external motivation to learn new information or to develop new skills.
I live in a state that, I’m embarrassed to say, doesn’t require continuing education for the licensed professionals in the health care fields. Because of that, I’m particularly aware how this last one – taking responsibility for continuous learning – really does set you apart as a shortcut.
Those of us who take the initiative to continue our education on a consistent basis really are the ones that develop a reputation as having a depth of knowledge in our respective fields. We really are the ones that become the shortcuts.
Have you found an area yet that you can work on to build your reputation as a shortcut?
Tamara G. Suttle, M.Ed., LPC has maintained a private clinical practice since 1991 and founded Private Practice from the Inside Out in 2003. She has spent almost 20 years consulting and teaching marketing strategies to health care professionals like you. You can learn more about her clinical practice at her website.
Email Tamara
Inside Out, I thought this post might be a really simple way to help you get to know me and start to get a a handle on the scope of information available to you right here.
on a regular basis. I wrote about that in 
