Location – Upper Malboro, Maryland
Business – Social Worker & Coach for Therapists. Providing business coaching for therapists, individual, group, couples, and corporate wellness training
Went from 6 team member to 12 (6 team members before joining were only other therapists. Currently at 12 includes an office manager, clinical director, supervisor role, and three more therapists.
Joined in April 2021 | Graduated October 2021
Revenue – 2020 – $105k | 2021 – $192k
I started as a private practice in 2018. Naturally, with the pandemic, I had toyed with the idea of expanding to a group practice, but once the pandemic pretty much started to like launched me into hiring to meet the needs. I never imagined owning a practice.
Before Grindaholics Anonymous, I was only hiring people I knew and referrals. I was not strategic at all about what I wanted to pay them. I thought, “I’m gonna pay them whatever, to get the help I need,” and not necessarily look at what overhead possibly will cost me.
There was just no structure. No SOPs, no KPIs, none of that stuff was there. That made it hard for me to try to have team meetings and expectations, and it just didn’t feel like this wasn’t a real place of employment. We were basically turning people down constantly, and I knew I wanted my team to be different.
So that was why I felt the need to come to Grindaholics Anonymous and restructure everything.
Everything has been beyond helpful. As part of removing myself from the day-to-day, I cut my caseload significantly to focus on CEO tasks and other products that I would like to focus on required for all of those things to be in my head.
When I learned how to make personalized job postings, I made sure we brought people in who either already have the expertise we’re looking for or are willing to learn how to be on the team.
This helps ensure we’re hiring people who align with our values and our overall company culture.
Having that specific job announcement has helped narrow down the applicants. Our HR consultant has said that it’s made for way better interviews.
I’m now able to put my best foot forward, having an entire onboarding plan that the new hires get to see.
Also, I think the other big piece most people don’t think about us. Once you come up with these specifi
c job postings, your onboarding plan, your SOPs, etc., when you’re ready to, you’ve created the base for your succession plan.
You don’t fear selling your business or putting specific leaders in charge when you take a step back because everything is already laid out and written down to a tee. And anybody who wants to take over knows that this is the foundation, not just in your head. That has been helpful for me.
It’s so funny now. When I have to do something because someone’s out, I’m like, “Oh my gosh, I really used to do this?! Balancing seeing the client while doing admin tasks. That was a lot.”
Now I have time to sit and focus on other things I want to do.
I’m working on a second book and completing another project.
That is something I would not have time for if I was still double-checking the billing, doing the consultation calls, and all of that stuff.
We lost two team members within that transition of writing everything down and creating SOPs and KPIs. I also ended up switching a biller, but those weren’t losses that I was upset about it because we now had the structure to keep going.
I cut my caseload significantly, and now I can lead my leaders and set the expectation.
I was able to take a lengthy time off when I had a loss in the family, and everything in the business was covered and still running in my absence.
Ready to transform your business? Click the button below & apply risk free today.