Hillary PilottoGuestTiffany McLainHostI have folks who come to work with us in limb and they have maybe one or two associates and they're working so hard.
I'm seeing clients myself and you know, they're like, go, I want to make like two or $300,000.
And so they're doing all of that and they're taking home like $50,000 and having a caseload and having associates.
And I try to say to them, hey, you could just go to solo practice, have no one underneath you, see 15 clients a week and be making 200 or 250.
But by this time, they're already in the place of like, I'm stuck with my people.
What allowed you to like pay attention to what your colleagues are struggling with, look in the future and make choices differently? now based on where you wanted versus kind of this cost sunk fallacy of like, I've already gone this long in group practice.

Well, I, I think one of the main things was I didn't feel like I was showing up as a boss in the way that I would have wanted for the therapist that was working for me.

And I felt like if I couldn't do that, and grow and, you know, get more clients or bring more clients on for her to continue to grow her practice, that wasn't going to be fair to her.

So, and I feel like that, you know, just being kind of like open and transparent is just part of my, that's integrity with me is, you know, I want you to know what's going on.

I just felt I couldn't show up for her the way that, I thought was fair and appropriate.

Yeah, because I wanted her to be able to go to a different practice if she wanted or get her full, get her license, her clinical license and open up her own thing or do her own thing.

And yeah, so that was what made it easier for me is just thinking about her.
Yeah, isn't it always we're thinking about the other people? Like, what does she need? I like this concept I've been thinking lately that I got from my business consultant that's about making decisions that are in the highest good, the highest and best good for you, Hillary, for the business and where it wants to grow, and for your associate, the person working for you.
So it sounds like you looked around and you were like, it is in the highest and best good for me and my business, but also for her, for us to transition her somewhere else and transition me into a different kind of practice.
I have folks who come to work with us in limb and they have maybe one or two associates and they're working so hard.
I'm seeing clients myself and you know, they're like, go, I want to make like two or $300,000.
And so they're doing all of that and they're taking home like $50,000 and having a caseload and having associates.
And I try to say to them, hey, you could just go to solo practice, have no one underneath you, see 15 clients a week and be making 200 or 250.
But by this time, they're already in the place of like, I'm stuck with my people.
What allowed you to like pay attention to what your colleagues are struggling with, look in the future and make choices differently? now based on where you wanted versus kind of this cost sunk fallacy of like, I've already gone this long in group practice.

Well, I, I think one of the main things was I didn't feel like I was showing up as a boss in the way that I would have wanted for the therapist that was working for me.

And I felt like if I couldn't do that, and grow and, you know, get more clients or bring more clients on for her to continue to grow her practice, that wasn't going to be fair to her.

So, and I feel like that, you know, just being kind of like open and transparent is just part of my, that's integrity with me is, you know, I want you to know what's going on.

I just felt I couldn't show up for her the way that, I thought was fair and appropriate.

Yeah, because I wanted her to be able to go to a different practice if she wanted or get her full, get her license, her clinical license and open up her own thing or do her own thing.

And yeah, so that was what made it easier for me is just thinking about her.
Yeah, isn't it always we're thinking about the other people? Like, what does she need? I like this concept I've been thinking lately that I got from my business consultant that's about making decisions that are in the highest good, the highest and best good for you, Hillary, for the business and where it wants to grow, and for your associate, the person working for you.
So it sounds like you looked around and you were like, it is in the highest and best good for me and my business, but also for her, for us to transition her somewhere else and transition me into a different kind of practice.
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