We know your goals include quality clinical outcomes, high employee satisfaction/engagement, and a financially healthy business.

To have these things, you need solid leadership skills. These skills are learned and refined over time, much like the hours you gained for licensure.

Yet, you don’t have time to learn the costly mistakes of leadership as you go. You need help now. It’s akin to working with a new diagnosis or group of people; you need the leadership tools, support, and training now.

When I transitioned from 11 to 40, and then from 40 to 80+ employees, I struggled to stay afloat (Julianne here 👋). 11 employees had already felt overwhelming, and the demands felt constant! I had already stretched myself too thin, and I had no idea how I would get to my workload.

That’s when I realized that although we had good operational systems in place, we lacked the relational systems to keep our culture healthy and our employee management sustainable.

These more relational systems, or employee management, included onboarding processes, training, employee documentation, employee well-being, and overall work culture.

At that time, we lacked the leadership infrastructure that relational systems create. All of the demands kept coming back to me. To say I was exhausted and doubting my leadership abilities is an understatement.

So, what are the costs of not developing quality relational systems that support you with employee management? And what can you do about it?

Here in the US, workplace culture has been shaped largely by the industrial revolution. Their inspiration? Machines.

We’ve seen the consequences of taking the human out of the employee and authentic connection out of the workplace. We’ve seen the burnout. We’ve seen the compassion fatigue. We’ve seen the exhaustion. We are not machines.

Our mental health industry is ready for more. And you, as a group practice owner, are a part of the solution.

Your work culture is an ecosystem and you can’t do the high level of work you desire without one another. You need a work culture that is psychologically safe, not just in words but in systems and actions.

Without question, you need good operational systems in place (the what), yet equally as important are your relational systems (the how) that overlay and support your entire group practice.

Here, we are defining relational systems as any process that supports authentic relationship in the workplace, which in return enhances the quality of the employee experience and the quality of client care.

These relational systems include open feedback loops, relational onboarding processes, training that centers the employee experience, comprehensive and supportive employee documentation, employee well-being, client experience and outcomes, and overall work culture.

Without these relational systems in place, you’ll have employee costs, client costs, and practice costs. Let’s break these down further.

Employee Costs

• Employee disengagement

• High turnover

• Increased conflict

• Miscommunication

• Employee dissatisfaction

• Burnout and compassion fatigue

Client Costs

• Client complaints

• Decreased clinical outcomes

• Low client retention

• Customer service errors

• Lack of sustained progress in treatment

• Limited access to care or resources

Practice Costs

• Recruiting costs

• Onboarding costs

• Training costs

• Lost productivity

• Lost engagement

• Impact on culture

You want to be the architect of your culture, and you want to do this from a human approach. Relational systems overlay and support the entire operations of your practice. HOW you and your leadership team do something is just as important (and sometimes more) than WHAT you are doing.

We (Julianne and Poonam) are excellent at evolving relational work dynamics and relational systems that help you cultivate a culture of TRUST that leads your practice to better client outcomes and better employee performance– all resulting in supporting your mission and having a financially healthy business.

TRUST emboldens us. It helps us to inspire and be inspired — and it invites those around us to lean into their influence too. When we question if we’re cut out for running a business or overseeing employees, when we’re stretched to our limits, taking a human approach to development makes the world a better place.

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