When I first made the shift from being a practitioner to becoming a practice owner, I knew it would be a huge learning curve. But what I didn’t realize was how deeply my mindset would need to change. It wasn’t just about working on the business rather than in it—it was about embracing the role of CEO in every sense of the word. Today, I want to share some insights on what it takes to shift from practitioner to practice owner, and how developing a CEO mindset is key to thriving in this new role.
Understanding the Practitioner Mindset
As a practitioner, your primary focus is your clients. You’re trained to provide excellent care, listen attentively, and offer personalized guidance or treatment. Your day revolves around scheduling appointments, meeting client needs, and refining your skills. While this is fulfilling, the scope of your work is largely limited to one-on-one interactions, and the success of your practice is often directly tied to the number of hours you can work in a day.
The practitioner mindset is all about being hands-on, wearing multiple hats (from clinician to scheduler to biller), and giving your all to your clients. There’s nothing wrong with this, but when you transition to practice ownership, staying in this mindset can be limiting. The skills that make you a great practitioner aren’t necessarily the ones that will help you grow and scale a business. This was a key realization for me when I first started transitioning.
The CEO Mindset: A Shift in Perspective
Becoming a CEO isn’t just about owning the business; it’s about leading the business. This means taking a step back from the day-to-day operations and focusing on the bigger picture. Instead of asking, “How can I see more clients?” the CEO asks, “How can I serve more clients in a sustainable way?” Instead of looking for immediate solutions, you start planning for long-term growth.
For me, developing a CEO mindset involved learning how to think more strategically, which was a big shift from the hands-on work I was used to. I had to get comfortable with delegating tasks and letting go of the idea that I had to do everything myself. I had to stop seeing my practice as something I could only sustain by working harder and start seeing it as an entity I could build, shape, and grow.
How to Shift from Practitioner to Practice Owner
If you’re a practitioner looking to transition into ownership, here are some key strategies I used to develop a CEO mindset:
- Create Systems and Processes
One of the first things I realized was that I couldn’t do it all by myself, nor did I need to. I began creating systems for every aspect of the business—whether it was billing, scheduling, or client intake. This not only freed up my time, but it also ensured that things ran smoothly even when I wasn’t personally handling them. Developing standard operating procedures (SOPs) for your practice is critical because it allows you to automate tasks, delegate them, and ensure that everyone on your team is on the same page.
For example, instead of being the sole point of contact for all client inquiries, I hired administrative help and implemented tools to streamline booking and notifications. This gave me more time to focus on growing the business and creating programs like my Rest and Recharge from Neurodivergent Burnout retreat, which allows me to serve more clients in a sustainable way. You can read more about how I grew my offerings on my blog. - Delegate and Build a Team
For many practitioners, the idea of hiring can be daunting. It feels like no one will ever care for your clients the way you do, and that can make it hard to trust others with important tasks. But here’s the truth: You can’t grow without help. Whether it’s hiring administrative staff, bringing on new therapists, or outsourcing tasks like marketing or billing, you need to build a team that supports your vision.
Delegation also means trusting your team to do their jobs without micromanaging. Building a team that shares your values and understands your mission allows you to focus on leading the practice instead of getting bogged down in day-to-day tasks. I found this to be a game changer in my own business, as it freed me to spend more time planning and expanding my practice.
If you’re looking for more detailed strategies on building a team and scaling your business, be sure to check out the services and programs I offer that support practice owners at every stage. - Think Like a Leader, Not Just a Doer
As a practitioner, your instinct might be to jump in and solve problems yourself. But as a CEO, your job is to guide others to solve problems. Leadership is about setting the vision, creating a roadmap for where the practice is going, and inspiring your team to follow that path. You’re no longer just executing tasks—you’re leading others to do so.
I learned that leadership requires a different set of skills, including emotional intelligence, clear communication, and the ability to make difficult decisions. It’s not just about managing people; it’s about creating a culture where everyone feels valued and empowered to contribute. As the CEO, your mindset should shift from “doing” to “leading and developing others.” - Embrace Financial Literacy
One of the biggest hurdles for many new practice owners is financial management. When you’re a practitioner, you may not think much beyond billing clients and paying expenses. But as a practice owner, you need to have a deep understanding of your finances. This includes knowing your numbers (revenue, expenses, profit margins), creating a budget, and planning for future growth.
I’ve seen practitioners burn out because they didn’t understand the financial side of their practice and found themselves constantly scrambling to stay afloat. As a CEO, your goal should be to ensure the financial health of the practice, not just for today, but for the long term. This might mean hiring an accountant or learning how to use financial tools that can help you keep track of your business’s performance. For more tips on financial planning, explore my blog post on growing your practice sustainably. - Focus on Growth and Scalability
As a CEO, you’re no longer just thinking about how to fill your client roster for the next few months—you’re thinking about how to grow and scale your practice over the next few years. This might involve opening new locations, expanding your services, or increasing your team. It’s important to have a growth mindset and be open to innovation.
For me, part of this involved creating programs like Rest and Recharge from Neurodivergent Burnout, which allowed me to serve a larger audience in a way that was scalable and sustainable. Instead of being limited by the number of client hours in a week, I could reach more people through retreats, courses, and group programs. Think about how you can expand your offerings to serve more clients without burning yourself out.
If you’re interested in learning how to grow and scale your practice, be sure to explore my coaching and consulting services on my website, where I help practitioners transition into thriving practice owners.
Final Thoughts: Developing a CEO Mindset is a Journey
Shifting from practitioner to practice owner is a journey, and developing a CEO mindset doesn’t happen overnight. It requires a deep commitment to growth, learning, and sometimes stepping out of your comfort zone. But the rewards are worth it—both for you and for the clients you serve. When you embrace the role of CEO, you’re not just building a practice; you’re creating a legacy that will impact your community for years to come.
If you’re ready to start your journey from practitioner to practice owner, remember: you don’t have to do it alone. Surround yourself with mentors, support, and resources to guide you along the way, and always keep your vision at the forefront. You’ve got this!
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