Dr. Jeremy Sharp (00:00.568)
Hello everyone and welcome to the Testing Psychologist podcast. I’m your host, Dr. Jeremy Sharp, licensed psychologist, group practice owner and private practice coach.
Many of y’all know that I have been using TherapyNotes as our practice EHR for over 10 years now. I’ve looked at others and I just keep coming back to TherapyNotes because they do it all. If you’re interested in an EHR for your practice, you can get two free months of TherapyNotes by going to thetestingpsychologist.com slash therapy notes and enter the code testing. This episode is brought to you by PAR. PAR offers the spectra, indices of psychopathology,
A hierarchical dimensional look at adult psychopathology. The spectra is available for paper and pencil assessment or administration and scoring via PARICONNECT. Learn more at parinc.com slash spectra. That’s S-P-E-C-T-R-A. Hey y’all, welcome back to the Testing Psychologist podcast. Glad to be here with you as always. And I am excited to be talking to my guest today. This is a return guest.
Dr. Tara Vossen Kemper. I love Tara. The last episode that we did was just so fluid and easy. Tara’s one of those internet friends who I met online through some Facebook group and she just commented on one of my posts and then we messaged back and forth a little bit, ended up meeting and talking about business stuff and it was just like a instant connection. I don’t know if y’all have people like that but.
Yeah, so Tara is back. I’m glad to have her back. And this is one of those episodes where nothing was really scripted. We just trusted in the ability to roll with it and have a conversation about leadership and practice ownership and life and journeys and growth and all those things. And I think it turned out pretty well. So I’d like to share that with you. So just to provide a little more context.
Dr. Jeremy Sharp (02:07.362)
We did have a wide ranging conversation. So we start and talking about how Tara and her family took the leap to go into full-time RVing or fifth wheeling and how it’s impacted for her leadership and her practice culture and her own mental health. So we talked about the experience of like running a practice remotely, the evolving dynamics of delegating, personal transformation that can come from letting go as a leader and many other things.
So Tara’s a deep thinker and she’s pretty irreverent at the same time. So it’s a really nice mix in my mind of qualities that provides a pretty engaging conversation. Now, I will warn you, totally on brand for Tara, there are some swear words in this podcast more than usual. So if you are listening with little kids in the car or otherwise, don’t wanna broadcast the swearing, consider that’s your warning.
Now, if any of you are practice owners out there and you are looking for a little bit more support, if you’re looking for leadership support, Tara is actually a great person for that. So you can check out her links in the show notes. She has a website, tarahvossonkemper.com. Check it out. And if you’re a testing person specifically and want help with building your practice or scaling your practice, you can check out my stuff as well. So I offer strategy sessions and I’m always
building weightless for the next cohort of mastermind groups, which are group coaching experiences. You can check those out at thetestingpsychologist.com slash consulting. So with all that said, let’s transition my conversation with Dr. Tara Vasek-Kemper.
Dr. Jeremy Sharp (04:08.75)
Tara Hey, welcome back.
Thanks, Jeremy. Good to see you.
Yes, good to see you as well. Your life circumstances have changed a little bit since the last time I had you on the podcast. think back then you were preparing to go on the RV trip, fifth wheel. it was. But now you’re there.
We are already around the country. Thank God my husband does the planning for, like he’ll look in advance. He’ll he’ll route out the destinations and like make sure there’s stuff to do around there, which I, you know, I don’t do that at all. I just look at the site that we’re going to and I’m like, yeah, that site looks good. We might be 35 miles from anything. Well, the site’s pretty, it’s safe, it’s good to go, you know. So he does that part and then I go through and book stuff. So yeah, we’re officially on route.
Yeah, that’s amazing. Yeah, I just assume it seems like anybody I know who does that, one, somebody has to be like the full-time project manager or whatever, like the itinerary person and like, otherwise it gets complicated and irritating and stressful.
Dr. Tara Vossenkemper (05:14.294)
Yeah. Yeah, that works out well because he has more, it’s like he has more parameters around the locations, like where we’re going. He’ll look at the crime statistics. He’ll look at the things for kids to do, like family friendliness. And for me, I’m like, I don’t care at all. I mean, of course I value those things, but I literally will just get the site and look at the reviews for the site. And then it’s good. Like it’s good. So now he does that part and then I’ll go through behind him.
In the city that he has indicated. Yep. This is a good city, this little area that I’ll go through and find sites that are right there. So it’s kind of worked out well. The set to me is the heavy lifting going through and getting ship books was like, you know, it’s tedious, but it’s doable. It’s easier. And I got it. Yeah. No, thank you.
Yeah, sounds like killer. Pretty good team. You’re fine in your groove here.
Finding the group. Yeah, it didn’t start out that way. It’s like, yeah, a little bit of argument, a little bit of conflict about it.
Oh, for sure, for sure. I’m just gonna ask you a bunch of RV questions now, and then we’ll talk about business and practice management. my, so the folks I know who do the RVing, like had at least, I don’t know, two to three months of just complete chaos, figuring out how to like park the RV, set up the RV, balance the RV. And I know you have a fifth wheel. I will ignore, you know, this is not an RV.
Dr. Jeremy Sharp (06:44.226)
But the whole like just the whole setup and like making camp and like what goes where and when do you empty this or like you know all that stuff. Did y’all have to go through all of that.
Okay, weirdly enough, no. I don’t know if it’s because we have a fifth wheel. It’s, for whatever reason, that part is so easy for both of us. The very first time we did it, it was not. We had somebody that was there, thank God for the camp host who was there. He was like, yeah, do this, do this. He like walked us through, because we had never, we went into this totally blind. And by totally blind, I mean, literally, we had never done anything like this before, either of us ever, which is so ridiculous, you know?
So we go into it. They are fifth wheel auto levels. So it’ll level itself out, which is incredible. But even after that, it’s like hookup hose, hookup electric and turn it on, hookup the poop line, know, the sewage, the black or the drain. And then you can just sort of tell like every few days you drain the black tank. You know, there’s great tanks and there’s different types of tanks. That part has been really
seamless. think I expected it to be worse. Pretty easy and even getting it like hooked up to the truck in order to tow it. It’s easy. It’s we’ve got a Fitzwill in the it’s a hitch I guess is what it’s called a trailer hitch in the bed of the truck. not at the base of the trailer far like at the back. like pulling
Yeah, Like Gooseneck? Is that what they call it? Is it a Gooseneck?
Dr. Tara Vossenkemper (08:15.918)
Honestly, I would tell you yes, but I’d be lying. I don’t have any idea what it is. I have no idea. Yeah. It might be, you probably know more than I do, but it’s, that part’s easy. Like hauling it is easy. Yeah. We use a trucking app. So then we know that the routes are going to be like big rig friendly because it’s about 42 feet. So it’s a decent, we’re not talking about like a semi truck size, but it’s, it’s pretty big.
my gosh. Yeah.
Dr. Jeremy Sharp (08:43.246)
Absolutely. And of course there are apps to manage all of that, of course.
Everything I know there’s for everything. Holy geez in RV world. Yeah Yeah, it is cool. Yeah, the worst part. I will say the worst part is getting everything cleaned up to move That’s the part more of a pain in the ass because
Yeah, cuz you’re sort of like constantly packing and unpacking and cleaning
Yeah. And a lot of stuff, it’s, we move every, I’m just going to say two to four weeks on average, every two to four weeks. so it’s not like, we’re not boxing things up or anything like that, but it’s just like, like the bathroom, I take the stuff off some of the shelves and I’ll literally lay it in the shower on top of a couple of towels. And then there’s that. So it’s not anything that takes a crazy amount of time, but you know, we have three small kids for anybody listening. And so it’s like,
doing all the dishes, trying to get the laundry caught up, and then trying to get some things packed. It takes a couple of hours to get everything packed and the slides pulled in and all the stuff disconnected. But once we get there, I think we’re usually set up in no more than a half hour. Everything’s unpacked and loaded and leveled and set up. so that part’s easier than I thought it would be, which is a relief.
Dr. Jeremy Sharp (10:03.508)
Yeah, yeah, would imagine. Geez, kudos to you for leaping into a complete unknown adventure and just doing it. That’s like the opposite of my personality. I would plan this for two years and then still take, you know, it happened. Yeah.
like diving.
Dr. Tara Vossenkemper (10:24.713)
It’s awesome. It’s far in different ways, but it’s been more awesome than what we were doing. It’s like a net positive compared to what we were
That’s important. Maybe the most important. Sweet. So how’s it affected your practice? What’s it like to be a remote leader?
I don’t mean to have a cop-out answer, but it’s kind of the same. For me, think that starting to RV, okay, so I have a couple different answers. One is on a day-to-day basis, on a functional basis, it hasn’t, because all of my work prior to that was remote. So the things that I needed to basically, I wasn’t even in we two locations, I was only in there just to see people. I didn’t need to actually be in the physical space.
All my work prior to that was pretty much at home anyway. The one thing that was important to me and this was very helpful is the aesthetic of the office. I have a marketing director. She’s been with us, maybe it’s been about a year. She helped me put together the new offices in December because we moved. Of course, we moved, we’re like RVing at the same time.
So that was crazy. Yeah, that we moved office locations from a five to a nine office suite, which was nice. in that process, I realized how much I trust her eyes. And then I was able to say, I’m actually going to have you do the walkthrough of the locations on a monthly basis just to make sure things are good. know, they look good, they feel good. Things are not out of place or craziest view or anything like that.
Dr. Tara Vossenkemper (12:20.322)
That was one of the things, weirdly enough, that I was most worried about is someone keeping up like the visual of the practice, like actual like, is the art crooked on the walls? Are the chairs all walky and nobody’s fixing it? Are pillows getting sort of shuffled back to how they need to be? So she goes through and does that. And otherwise, I mean, I people in all the right seats. So, you know, my, my director of clinical ops is the one engaging with the clinical team.
most of the time, you know, my integrator is the one who oversees the ops team and is my connection for my DCO. And so it’s like I already had these people in place and being able to physically step away was easy. It was easy. it hasn’t really. So that’s one thing is like functionally, it hasn’t really changed much. I will say what also has happened is that I don’t know if it’s a result of like the movement and just feeling lighter in life, being able to
You know, I feel like rather than a stagnant pond, feel like I’ve turned into a tree. There’s like, we’re going to do you now. It’s the life and sort of, like, feel like I’ve like, had my three back in the breathe. You back telling me is that breathing? Breathing? Breath. Add it back into my system. You know what I’m saying? Like, you know what I’m trying to say.
Yeah
Dr. Jeremy Sharp (13:40.95)
Yeah, yeah, yeah, absolutely.
From there, I’ve also been able to feel things, I hate saying more clearly, but like more clarity around my feelings and more insight into the business. And so that has been this indirect benefit for me that has been really incredible.
How do you make sense of that? What do you think is going on that’s allowed or created that?
Okay, so I think that what has been helpful is getting out of the rig. So I worked from home whenever I was back at the house. So literally having to leave and like be separate from home is helpful. I think that’s one thing. So then I don’t hear anything that’s happening. I don’t hear my daughter. I don’t hear the kids. I don’t hear any dogs, any movement. None of it. That’s all gone. The second thing is there really is something about stagnation. Like there is something about being able to just move whenever we want to.
We’re here for two weeks. We don’t like it. We leave early. Let’s go. You know, there’s something about it does feel like freedom. guess we’re sort of like, of course, tied to some things always like we’re tied to the thread. We’re tied to being able to pull it and go places. But we can go wherever we want to. So the like just knowing I can do that, like helps me feel lighter. It just helps me breathe easier. And I don’t know if both of those things also just feedback into
Dr. Tara Vossenkemper (15:10.274)
There’s something also about like my, my youngest is about to be two. And I feel like in the past year, like once she hit one, I feel like in the past year, I’d really something about let go of some of the stuff around ownership and like really trying to have people really trying to delegate projects and roles, excuse me, as opposed to delegate tasks. And like I own the project, but I’m delegating this task to you.
Instead, it’s like, no, you just do that. Like, you do that. And then tell me what you’ve decided and I’ll help you if you need it.
Yeah, I love that. love that. mean, there’s a lot we could dig into there. I just want to maybe acknowledge that there is something, just the way you describe it, I think. Like, I don’t know if this will make sense, but I feel like sometimes I actually like work better when I’m on vacation, just because I am like, I’m kind of, my mind is free. I’m not super stressed. I don’t have that emotional component of feeling like, I have to get this done today. It’s more just like, I’m
kind energetic and in a new place and I’m just kind of like, you know, really like get into this and hammer it out for a couple hours and it goes really well. I don’t know if there’s something, I’m not sure exactly how to articulate it. If you’re getting a little bit of that, like every time you’ll move, you know, it’s like, hey, we get to go do something cool.
So funny. Yeah, maybe there is something about that because there have been multiple times where I’ve heard, you know, there’s like, there’s everything is on YouTube, of course, but there’s people who will talk about full time RVing on YouTube or their families or their couples or just individual people. And they’ll talk about how they’ll gain, you know, vacation weight. I don’t care about that piece, like, you know, but this notion of feeling like you’re on vacation as you’re going to do this, I have found some times where I’m like, I don’t even want to work.
Dr. Tara Vossenkemper (16:59.404)
work. I’m just going to go on vacation. I’m just going to go do this fun thing.” Of course, there’s things that need to be done. There’s responsibilities that I have. But there is something around that piece, I think. I don’t know what it is, but I don’t know if it is freedom or the sort of typical restraints aren’t there. And so your brain is, I don’t know, sort of allowed to operate in this new way that you might typically
keep it contained whenever you are doing what’s both normal, like your normal, I mean, not like you’re in a house versus a rig. mean, literally whatever is your baseline or norm.
Yeah, yeah, yeah, I’m with you. Can you say more? Yeah, it is interesting. Yeah. Reminds me I need to get out of town soon. But you said something else that was really interesting to me and sort of that I think relevant for for practice stuff. And that’s the distinction between owning projects versus tabs. Yeah, talk about that a little bit more.
Alright.
Dr. Tara Vossenkemper (17:56.844)
man.
Dr. Jeremy Sharp (18:02.382)
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So just this concept of delegation, just broadly speaking, thinking about delegation. If there is a thing that needs to be done, let’s say project A.
For me, the project delegation is, hey, here’s project A, here’s what it needs to look like. And you pass it over to somebody and then that’s it. Like you give them the outline of the, you give them what the outcome should be. You tell them, this is what I want it to look like. They do the rest. Like they conceptualize it or maybe you’re doing like the bigger visionary conceptualization stuff. Like here’s why I want it in place. Here’s what it needs to look like. Here’s some components that feel important, but bring it to life.
Dr. Tara Vossenkemper (19:59.598)
And so all of the ins and outs of like figuring out how to do this thing and where it lives, then you know, what measureables there are associated with it, who’s responsible for it, how it gets integrated into the systems and processes that are already in place. All of that is in the project. That’s what the project was about is figuring that stuff out. That to me is project delegation. Somebody else is taking this idea and they are bringing it to life and they are embedding it, integrating it, et cetera. The task delegation would be something like, well, here’s a project. Here’s what I want it to look like.
I’m the one deciding for project A all the steps. I’m the one figuring out, well, who should own this? And I might be telling my clinical director equivalent, hey, okay, now we need to communicate this with clinicians. Let’s make sure we say X, and Z. Okay, hey, my integrator, we need to communicate this with ops teams. This is what I figured out. I’m telling them what to tell these other people.
But they haven’t owned the project. They haven’t brought it to life. They haven’t owned it. They haven’t done anything with it other than they’re just listening to me tell them what to do. But it’s their project. It’s like, no, that’s not really their project though. It’s yours that you created and figured out all the details for. And then you’re just asking them to close it out by communicating to the appropriate parties. Right. Does that make sense?
does, Yeah, this is, gosh, I forget the second part of this, but it’s a difference, delegating, it’s like truly delegating versus just dictating maybe.
Is that a word? Yeah, sure.
Dr. Tara Vossenkemper (21:32.462)
And then also, like you’re thinking every time somebody comes back to you with questions, like that’s like the indicator for maybe you’re just task delegating. If somebody keeps coming back to you asking, what do they do next? Well, how does it fit? Like the more they come back to you asking for like asking questions about specifics for a project, and the more you answer, that’s me as reflective of task delegation. That’s not project ownership. That’s your owning. That’s for them. That’s not their own, them owning the project.
If they have a question about something in your response is not, me what you think we should do and why. Like helping them work through a problem is one thing. Telling them what to do and solving it for them is like leaning into task delegation. That’s just, I don’t want to be bothered. I love my people, but like maybe it’s up alone also. Like you do what you need to do. Come to me when you need help. I don’t want to, I don’t want to solve all the problems. Like I don’t have the space for that in my life. I don’t have the interest, honestly.
Yeah, yeah, yeah. It’s such a good point. I think this is where a lot of us get stuck, myself included. And this is, I don’t know, I’d love to hear your journey with this, but this I feel like has been the hardest process in practice management is like truly extricating myself from this like day to day, like answering questions, you know, managing, like getting involved with stuff. So I mean, I’m curious and a lot of it, I’ll totally own it as my own.
I don’t know if you’d say lack of trust or need for control or you know something in that sphere. Yeah. So I’m curious how you if you had to work through any of that stuff and if so like what that was like for you.
Yeah, I definitely did. For me, I’m just, maybe on a bad day, I would say neurotic and obsessive. On a good day, might say like particular, you know? Yeah, detail oriented. I know how I want the experience to be for people who interact with us. And so,
Dr. Jeremy Sharp (23:26.158)
Detail-oriented.
Dr. Tara Vossenkemper (23:40.654)
Gosh, this feels so layered because it’s like there’s this initial, anybody that interacts with the group, I know from the very point of them interacting with us that that’s the start of their perception of us. Like that’s the start of the relationship. So every single step from there matters. Even if, know, person A is a part of that step, they might think this isn’t a big deal. It is because you are one step in this whole like ladder of experience with us, this whole like
tapestry that’s being woven. This whole story that people are living with us. You’re part of it. It does matter. So that’s like, there’s something around, I’m not perfectionistic, which it might seem like I am. I’m not, but I am very particular. Like I don’t care if shit’s a mess at first, I know it’s going to keep evolving. But again, particular, like every interaction we have does matter. Some of this has been, so I’m saying not to say, some of it has been, I just don’t have the emotional capacity to
Yeah.
Dr. Tara Vossenkemper (24:39.224)
here with the level of intensity that I was previously doing. I don’t have the physical time and space. I don’t have the emotional bandwidth. I don’t have the…
I don’t have it in me. have, you know, it’s like, fuck, I have three small kids. Like that to me is, I don’t mean to just like, I’m a parent, but I mean, it drains me. Parenting is draining in a very particular way where all of my care is oriented towards my family and like my husband, my kids, my daughter, like our household, so to speak. And so what I have left now, we go over here, but what.
used to be was that I had a lot more over here and not as mature because I didn’t have the same setup as what I do. And by over here, I mean back to my family. know, my family system was different. So that has evolved over the years. think that my capacity has just diminished on this other side. But also, I am not a, I think that I truly am visionary in the sense that I don’t want to do the same thing all the time. I get so bored and I just want to
Mm-hmm.
Dr. Tara Vossenkemper (25:48.312)
pull my hair out if I have to do the exact same thing and have the same conversation or like onboarding. First I was so like, I’m going to do the onboarding. It’s going to be exactly like this. It’s going to be very on point. And at some point I was like, I want to fucking look at this pinball. I don’t care. Somebody else has to do this. Like, I’m not going to talk about it. I’m not going to train them well. I don’t even remember what our processes are because I’m not involved in the day to day with, you know, like as much as
my integrator is at this point or my drug drug clinical ops is I got to get I need to be out of this. So it’s like maybe it’s a little bit lack of capacity, also leaning more into the shift that I do well and less like more out of the things that I don’t like and B don’t do well. And then also it is the relationship with the people around me the relationships with the people around me on my leadership team, for example.
have just continued to strengthen. And so we have these ongoing conversations around roles. Like who’s good at what, who’s not. I remember years ago when my integrator first started, she wasn’t at her title at the time and we were having an annual, like an annual two-day. we all left, we went somewhere, her, me and my clinical director stayed the night and that’s two-day vision planning session, which was awesome. And she said something like, some change to the effect of
I’m not sure if you trust me, not like that exactly, but basically I’m not sure if you trust me. It’s like, oh my God, the clinical director role has always been just crystal clear for me, like what it is, but at the time, like the director of operations role was just so hazy. Like I don’t even know what this role is or what it should do. And her saying that to me was like, oh my God, like, yeah, that is 0 % it.
It’s only that this role is hazy. Like, I don’t know where this ends and I like, I don’t know where I end and it begins or who should be doing what. And I feel I hate everything that’s in here. So I feel bad asking someone else to do it in a role. And so that kicked off this conversation of, he would hate my role. I showed this like equal, which is like, I don’t want to do any creative things at all, Tara. Like I like that stuff that you hate. And so that.
Dr. Tara Vossenkemper (28:07.5)
like sort of trying to embrace that somebody likes the stuff that I hate makes it easier to let go of. So it feels like it’s like over the years, it’s all just like all of that stuff has expanded. as my capacity is again, was diminished in my scene, like the roles around me as getting more clear on what they did and like what the responsibilities are and.
Being more clear and embracing, I just don’t like certain things and I really like other things. Communicating that with leadership, having them support it and also like want more agency and empowerment in some ways. It feels like it’s been this slow, like I feel like this giant, not a boulder, maybe a snowball, like sort of rolling downhill and just collecting more, just getting bigger as it goes in the best way. Sometimes in the bad ways, but a lot of ways.
A lot of times in good ways, yeah.
Yeah, yeah, I like how you put that. I think this, you know, this is a tough process that point that you made about just having a hard time. Well, I don’t know if you actually said this, maybe I’m projecting here, but I think a lot of people have a hard time envisioning others enjoying tasks that we. I think that’s very, very hard. OK, OK. Yeah.
Yes, I did.
Dr. Jeremy Sharp (29:31.534)
Yeah, like it’s just hard to see past that and acknowledge or recognize that like, my gosh, I hate this so much. How could somebody else enjoy this? it’s so true. It’s so true. There is someone out there who is your like perfect little like lock and key scenario where like you do the stuff, they do the stuff they like and it just fits together.
Yeah, and how they hate what you like. Like even like a big idea, grappling with a big idea that has like fuzzy edges and I can’t quite make sense of it. I do love that space. I want to grapple. want my brain just to be able to like flex and reform and be there. My integrator hates it. Doesn’t want any part of it. Isn’t interested. I don’t get it at all. I’m like, how do you not like this? This is like abstract and it’s esoteric and who knows what it’s gonna become.
world is our
I always stir, you know, she’s like, no, this is something to do like, no, no, no, just give me a project. Thanks. Like, I’ll take it from there, you know.
Huh? huh. Yeah, it’s wild.
Dr. Tara Vossenkemper (30:32.076)
Yeah, it is wild. I can’t imagine.
Right. It’s so funny. Yeah. Yeah. So I know you’ve had a journey. went, you’re deep into the EOS system, which we have talked about and I love and we did in our practice. And I wonder, like, I’m interested in evolution, right? So it sounds great where you’re at now. I’m sure there are people listening and thinking, my gosh, I’d love to be delegating things and extracted myself and doing what I love and all of that.
Was this like a gradual process? how did the, or you wake up one day and you’re like, this has to change, how, what that looks
Yeah, I will say there are still things that I do that I don’t love. there’s still, of course, there’s like just a, like, hasn’t, yeah, like haven’t been fully delegated. We’re still like roles are constantly, I feel like roles constantly evolve. The EOS journey though, I had a painter come through. I was getting a bid on my space, not my space, but a bid on the space.
I don’t know how it came up. We were talking about maybe just a little bit about business and you said something about traction and how great it was. At that time, I was like knee deep and reading everything I could, you know? And so I read it and it just clicked. I mean, immediately I was like, God, this is it. Like, this is literally what I’ve been wanting and I had no idea existed or where to find it. And so from there that was introducing that to my leadership team, no, actually was implementing it backwards. I implemented it the wrong way.
Dr. Tara Vossenkemper (32:05.59)
And basically, of my four people on the leadership team, one I got rid of and then the other left and then the other went down. I was like, I can’t do this right now. And then I reinstituted the leadership team with my clinical director and then my, at the time, office manager, director of ops or something. And then from there, we implemented it in the right way. Like we did it in the order in which, you know, Gina Wickman lays out on page 63 of the book Traction. If anybody hasn’t looked in a while.
So like the focus day and the two day, we blazed it out in a very particular way. We did it. They did not push back, but after the fact they told me, I don’t really know if this was that great of an idea. Then they, once you’re in it, like, God, this is brilliant. It’s simple, it’s brilliant, it makes so much sense. There was probably a year and a half of implementing before I rolled it out to the entire team. Part of me rolling it out is that I just
I detected some like a little bit of a cultural like powering down. I was like, you know, I keep, we keep talking about these changes and what we’re working on, but I’ve never leveled with the full team about like how we do this. And so that was, God, I don’t, can’t remember if it was February of 23 or February of 24, but we, had a full day, a mandatory full day rollout meeting. Like we’re going to get together eight hours. Everybody’s here. I’m catering food. It’s not optional. Like you must be here.
And I spent the entire day, I created a hundred, which if you know me at all, this is brutal in and of itself. created a hundred slides, presentations, sounds like a lot, but it was like a little thing. It sounds way, way more than it was. And we went over the entire skillset of EOS, how we’re operating, what we’re doing and what we’re doing, what role they played and just every component in EOS. That was it’s dude. So I, but I.
That was huge for the entire team, but also I think as a leadership team for us to feel more like settled and grounded and like, this is how we are and this is what we do. From there, I’ll say even still to date, I’m still thinking and I’m still thinking, like I’m still reading stuff and I’m rereading it and I think, oh, we’re doing that slightly off. This is what that means. Like I’ve deepened this notion of with quarterly rocks, know, the quarterly rocks, these are 90 day goals, said, usually set them at
Dr. Tara Vossenkemper (34:33.614)
You’re quarterly meeting the very first time you set rocks. They’re just whatever the most important priorities are for the next 90 days. This is before you do your two day. You know, when you implement, set rocks and it’s kind of confusing because they’re not, they don’t seem to be connected to what you’re building. And eventually they become connected to what you’re building. But the company rocks versus individuals. I like did some more digging and it’s like, this is how these are teased out. this is like three months ago I’m having this insight. In the recent month I’ve had like,
man, big insight about the integrator visionary relationship. And so like what you expect out of an integrator and how this role really should be coming to life in conjunction with the visionary. I heavily, I think I said this, I’m way more visionary than I am integrator. I don’t do integrator well. It’s hard to do it well. I almost feel like I can’t be bothered with this. There’s so many more things to think about and do.
From there, I recently had a conversation with my integrator who’s just about to go on maternity leave. And so it’s like, when you get back, and this is a conversation that as we were talking, was all sort of, it was all really crystallizing for me in conversation with her where I realized I need more out of this role. Like what we’ve been doing has been, you know, a food point has worked and I’ve realized like something’s off in the past couple of months. And now as we’re talking, it’s crystallizing for me further that I actually need
more and I think this is what it should look
Yeah, yeah.
Dr. Tara Vossenkemper (36:05.378)
think I’m saying that to say like, even like implementing it initially, it probably took a year and a half for it to really feel like we’re doing it longer for the full team to get it. And even still, we’re just constantly, we, like as a group, me personally, leadership team, maybe the entire group, evolving, me thinking, you know, thinking about, reading about, trying to like get better at this thing. I’m talking a lot. So I’m going to end there. Thanks. Hopefully that’s helpful. Thanks.
Sure. Right, right. Yeah. And to see Tara’s TED Talk.
website because they’re never going to post it.
No, this is good stuff. I’m just thinking about all these different layers and I’ll latch on to this component of having a conversation with your integrator. That sounds like it could potentially be a hard conversation. How did that go? Was this an accountability thing? Like, I need you doing more or is this more like you personally, Tara, realized some things and you’re sharing your revelations. What was that like? Let’s take a quick break to hear from our featured partner.
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Dr. Jeremy Sharp (37:40.738)
manic activation and grandiose ideation. That’s a lot. It organizes them into three higher order, higher order psychopathology spectra of internalizing, externalizing and reality impairing. The spectra is available for paper and pencil assessment or administration and scoring via PARICONNECT. You can learn more at parinc.com slash spectra. All right.
Let’s get back to the podcast.
Yeah, it was, that’s such a funny question. think that before we started recording for anybody listening, and I were talking about, let’s just say forecasting, like this notion of forecasting things, know, what I’m not good at is forecasting how things will evolve and how I’m going to feel over time. What I am good at is trusting myself to talk about it as it’s happening and to evolve as we go.
And this works, you know, this is great sometimes and other times it just sucks. probably over the past, really, you know, over the past few months in particular, I’ve had this growing sense of unease. Like something’s not, something’s off, something’s not right. I don’t know what it is. I’m still frustrated about a couple things. And then it was like, with regard to my integrator, but then I have like that frustration. But then I
question myself where I’m like, okay, but is that role alignment? Like she’s been operating within her roles. She’s been acting out the responsibilities, we’ve defined it. Have I been clear enough about this? What have I said that would indicate she needs to be doing something else? How have we talked about this together? So it felt like, like I’m, I have this growing sense of unease and I’m frustrated, but there’s not anywhere that it, there’s no shelf to like place this package on and no way to unbox it and go through the.
Dr. Tara Vossenkemper (39:39.854)
you know, the inner workings of it. So we started with Matt recently, you know, started talking and he asked me how I was and I was like, I’m okay. I said, you know, I feel like there’s something off and I realized that it’s the language I use because what felt true and what I can firmly stand in is that the role as it is, I need more from it. And so I could say that.
comfortably, I need more from this role. What I can’t say and what I couldn’t say and what I didn’t because I’m not exactly sure, we just started to dance around, and I mean dance in a good way, we’re both tangling with this thing, maybe we’re grappling with it together instead of, I’m not coming at her necessarily, but it became a conversation around what I think that I need more out of it and how I see her being more of a symphonic part and.
maintaining like the overall strategy of Ro and being connected to, he would be actually the person to answer the person that is more connected to leadership team directly. And I would sit sort of in that spot above her. She might, she would be the one to then say, Tara, we can’t do that yet. Like, no, to tell me no based on stuff. there’s something around, want, and it probably coincides nicely with me.
continuing to want to step away, but I don’t want to be done with my practice. I don’t want to be selling out. I don’t want that yet. I love the people there. I want this to work well. I can’t continue in the same capacity that I’m at and therefore it sort of becomes, this isn’t working. And then looking more at like, what is the integrator role and starting to like…
talk to chat GPT, starting to read EOS, hi, tell me more about this integrator visionary dynamic and relationship. I want to look at that a little closer. So I think I’m answering your question. So it became like, we’re talking about this together and I’m necessarily dictating or telling her. And also frankly, she hasn’t done anything wrong. So there’s no like, you’ve been doing this wrong integrator. It’s like, oh, I’m realizing this needs to be.
Dr. Tara Vossenkemper (41:54.466)
That’s what this is. It’s our next iteration of the accountability chart. It’s still hard though. was hard.
Well, think, yeah, yeah, it is. I’m always worried that if I have any kind of conversation like that, that folks are going to think that I’m mad at them or disappointed in them or something. you know, even if I present it as, well, the way that you describe it. Right. Right. But the underlying component there, I think, is just the trust and the relationship that you’ve.
built. And I like that the person is able to, you know, come back to you and say, Tara, I don’t think this is going to work this way, or we can’t do this, you need to, know, the two way, the fact that it’s a two way exchange feels different.
Yeah. And you know, I will say also, what I, I’m assuming you do this, so I’m going to say this and like, I’m assuming you do this as well, you know, so yeah, this is like trying to add you or something. Even in that conversation, I think we’re talking about it. I feel relieved. I know this is new to her. And so I think I said, what, how are you feeling? Like, how do you feel having this conversation? What are you thinking? Like what’s coming up for you? So honestly, like my history is emotional caretaking. I’m,
really do like when I talk about like capacity to care about my team in the same way. It’s not there because all my emotional care take is now for all my kids and my husband, know. But my point is I do like I care deeply. I want you all to be okay around me, whether that’s with me or not is sort of moot like it doesn’t matter. But if I am having a conversation and if it might be if it might be perceived as hard, like in any way, shape or form.
Dr. Tara Vossenkemper (43:43.31)
I’m going to check in because what’s more important to me is this thing will happen regardless. What is most important to me in the process is that we are, we are good. Like, how are you? How do you feel? What do you need? You need support. We can process. Do you need space and time? Like any of that is fine as long as you know that I care about, I do. I care about how you feel and how you’re doing with this. So that’s what I mean. Like I assume you sort of check in, like how are you feeling with this? And if I
constantly asking for feedback, which I think I do. And I hug my messenger, if they ever are honest with me, like her telling me years ago, I don’t know if you trust me, it’s like, my gosh, like one, absolutely that’s not the case, but B, thank you for fucking telling me this. Like I had no idea that’s how it was coming across. That’s definitely not the case. Like it’s like all these little interactions over time have led to like us being able to engage in that dialogue in a really trusted way.
And it still is hard to do. don’t, I don’t, I didn’t want to go in, you know, it doesn’t feel good. I’m concerned about this, you know, but it has to happen and yeah, I mean, yeah, still has to happen.
Yeah, I’ve had a few of those interactions over the years that I’m just I’m super grateful for I think we get or I get lost and kind of lose track of how I am coming across or perceived I think like our assistant director or our Former assistant director kind of you know she was our integrator before we right-sized the practice Yeah, but she was by you know kind of right-hand person, but I remember her saying maybe a year after she started working
with me, this was a long time ago, but we had a meeting and she essentially was like, do you like me? Like, and I’m like, what? Yes, you’re amazing. Like, what are you talking about? Do I like you? She’s like, well, I just can’t really tell. I’m like, gosh, that makes me so sad. what am I, what is happening here? Like I thought.
Dr. Tara Vossenkemper (45:40.236)
Yeah, wow.
Dr. Tara Vossenkemper (45:45.23)
I’m so curious why. Did you ask? Like, were there certain, you know what I mean?
Yeah, yeah. I think a lot of it is honestly just that I didn’t give a whole lot of feedback in the positive sense. Like I wasn’t like effusive about like, you’re doing great. Like, I really appreciate this. I think this is exactly how we, you know, like you’re a great clinician, whatever. And I think since then, I’ve tried to change that. Like both of my employees and my family, honestly, my kids, it really made me reflect on, you know, the kid stuff. But
Yeah, in the past I would typically, like if I don’t say anything, it means things are great and I’m really content and you know, let’s continue on, that’s copacetic. And that isn’t clear.
That’s okay. So are you the type of person that it’s also, if I need positive feedback, I’ll just ask for it, but I don’t ever, I’m, I’m busy. Like I got, I’m good. Like if, if you don’t, I’m saying, are you that type of person? Because I feel like I do the same thing where my feedback is going to be like, let’s look at the system and figure out where we can like poke holes in it. It’s not going to be, you know, if there’s something that’s changed, I might be, shit, this is dope. Yeah. Like that’s awesome. And then.
All right, let’s keep going. There’s more things to do, which isn’t that I don’t appreciate what we’ve done, but it’s that, do you all see the horizon? Let’s go. We’ve got all of this stuff that we can work towards. We don’t need to waste time.
Dr. Jeremy Sharp (47:13.058)
This is a dynamic I think about a lot. This is a little bit different direction for us, but I’m curious just, you know, where you fall on this continuum. But I really think about this, like on the, on one end, it’s sort of like toxic productivity. And then on the other end, it’s, I don’t know, ambition or something or, you know, something more positive. But like, yeah, I can totally just get locked into like, we’re just like rolling. I don’t really celebrate the
the milestones necessarily, the goal posts are always moving. And I don’t know if that’s kind of what you’re getting at, but I can definitely fall into that where, okay, maybe we have a success and that’s really cool and I might say something, but then it’s like, all right, what’s next? Like, let’s get back, let’s get into it and continue pushing.
Okay, so I had one, I think that the quarterly meetings, so again, for anybody listening, like we have already talked about it, I use EOS, Jeremy, you we use EOS, or I think, yeah, you still use it to an extent. Yeah, we do. At the quarterly meetings, we’ll go through and we review rocks and we are looking at to-dos on a weekly basis during our L10 meetings and we are looking at scorecards and so I feel like we’re able to reflect on what we did and we’re,
have it tie into where we’re going. And I think there’s something like inherently meaningful about that. For me, the life, of course, it’s existential. Like I love anything to do with death and anxiety and human condition. So that meaning-making piece is like, hell yeah, we did this and it’s connected here. I don’t stay there long. just, I’m like, I’m busy. Like I feel like on the inside sometimes I’m a juggernaut or a Tasmanian devil or
There’s a couple of things, because I think sometimes people conflate me doing this with me not appreciating or we need more, it’s about more, more, more. And it’s really like an excited sort of like, fuck yeah, like, all right, let’s keep going. It’s more like that than it is, I can’t see how we have hit goalposts. I mean, it’s just like, well, we hit the goalposts like we said we would. So yeah, let’s go. We’ve got other goalposts we want to hit.
Dr. Tara Vossenkemper (49:29.034)
I feel fine about that. isn’t like a, I don’t feel self-critical or I don’t feel any sort of, there’s no negative kind of, there’s no negative anything in this for me. It’s just, I tend to be more forward moving. I’ve always been busy like my whole entire life. I see it in my second born. Homeboy is always constantly moving. Literally he’s standing, he’ll just stand there like shaking his feet in his body, like dancing. I’m like Theo, bro, what are you, stay, stay in this area.
haha
He wants to move mommy and I’m like, my god, kid. So I’m like, go and be busy or like the Mike Myers, the Philip, the chocolate, know, Philip connected to the jungle gym. Like he’s some chocolate and he sort of runs off with it. That’s me on the inside. Like I, that is me on the inside. So I think that I’ve had people, this gets frustrating for me too, because I remember having a therapist once say something to me.
I don’t know what we were talking about. said that I need, now there’s like calumni important in my brain. So let me just, I’m promising almost done. He said something about like reference something I was doing that’s like, I need to be productive and sort of like pointed to perfectionism. And I was like, yeah, like this is like session three and we already like, wasn’t, I wasn’t totally sure if she could handle me. I can be kind of intense. Like my emotionality can be a lot, you know, and I think fast and she was nice and she was smart, but
I was like too much for her. could just tell, you know, I was like, she’s overwhelmed by me. And she said something about like a need to be productive. And I remember thinking like, yeah, that’s not it though. Like I don’t need to be productive. I don’t have to produce something I need to like, and later years later, I remember reading, I just remember being turned off by her saying that because I was not accurate. That’s not how it was for me to not live inside me that way. Years later, I’m reading Cal Newport.
Dr. Tara Vossenkemper (51:23.47)
I remember at some point it was probably Deep Work because that’s one of my favorite books of his. It is the favorite book actually. Yeah. So good. So good. I think I referenced it last time I was on here. It’s just so fucking incredible. Deep Work is stellar book. I don’t know if it was in there or maybe it was in So Good They Can’t Ignore You. Maybe it was somewhere else. I don’t honestly remember. He writes about how in retirement or something, like people with no like problem to focus on or just less happy. I have to have a
Like my brain is happiest when I can wake up and then focus. I have focused attention on something that I’m grappling with. And then I can like, that is like a way for me to feel settled. So it doesn’t feel like I have to be productive. It feels like my brain needs something to gnaw on, like to actively sort of pretend with. And then I’m like, okay, now I can breathe. So I think that there’s something around like.
In business, there’s just so many of those opportunities. There’s so many things you can gnaw on and think about and ways to go. it’s such a, there’s so many options for that. I do think if that goes unchecked and you get caught up in like how fun it is to gnaw, I will just keep speeding up. So it can get to this point where like, I have to forcefully like slow myself down, which is painful once I’m like speeding up because speeding up is exciting.
But then it turns into frantic. And then it turns into this like intense hyper-focused, you know, like working line border collie, working line border collie that can’t lay still at the end of the day. That’s so I can like reach this point of excessive, but like the, I could see it, I could see somebody looking and saying, well, that’s extreme productivity. And it’s like, I think that that’s just a simplified way of.
like trying to understand something you don’t relate to on the inside of your body, because I know how it feels and it’s not that. And sometimes it’s not even ambition. It’s just a need to like have this like generative focus. I don’t know. I don’t even know what it’s going to turn into. Like who the fuck knows? might just be for me that I’m creating something. maybe like, so I don’t know. think that there’s something around. Yeah. Do you know what I’m saying?
Dr. Jeremy Sharp (53:41.014)
Yeah, yeah, I’m just processing through this, you know, for myself. I’m trying to, of course, always like comparing like, how does this fit for me versus what you’re describing? yeah, I think, yeah, I might have a little bit more of that. Like, I would maybe call it like toxic product. Like, sometimes I feel like I need to be doing something just to be like producing something because that’s, you know, self-worth and value and, you know, all that kind of nasty stuff.
But then the majority of my makeup or whatever, think is what you’re describing, which is just like being engaged is really enthralling. Being engaged in something, like solving some kind of problem. always think about like, yeah, my superpower to some degree is being able to solve problems and think of solutions and like figure things out. And I wonder if that’s kind of part of what you’re getting at.
You what though? Go ahead. I’m sorry. Well, I was going to say that maybe back up what you just said, though. You said something about like self-worthiness, high depravity, they’re absolutely as a part of me, but there’s, there’s something around. So I’m going to say this and it feels tertiary. It doesn’t feel core and like in terms of a driver, but it does feel like it’s, it’s a layer. And I didn’t even think about it until you said that there’s a sense of like, I’m going to say enough.
whether it’s for me or for the people around me, like, is this enough? Satisfy so it sort of feels like it like ties in with that emotional care teaching piece, which is like, okay, but this is actually enough. Like, is this thing that I’m creating, is it enough? it valuable enough for people around me? Is it something that’s actually going to be beneficial? they going to love this? Do they want to play a part in it? Like whatever, whatever the questions are, they all come from.
Like sort of enoughness as it ties in with emotional caretaking and then that can get like plopped on top of me Once I if we release this juggernaut energy and it doesn’t have a way of like, you know slowing down It can it can get messy. That’s where it get messy
Dr. Jeremy Sharp (55:51.662)
Yeah, I think sometimes just like thank the universe that I have a wife and kids because otherwise I Really feel I could just like go go go Whatever 18 hours a day or something and just I would have 20 businesses and probably a million. Yes
Dr. Jeremy Sharp (56:13.55)
I know. And so it’s fascinating.
Have you been? Go ahead. No, I was going to ask a totally unrelated question. So I’m not even going to go ahead.
Okay, we can we can pin that. What I was gonna ask though is I know there are probably a lot of practice owners out there who identify with what you’re describing and I was curious more about the like you said that you have to slow yourself down sometimes. How do you do that? Is that a conscious thing? Is it like an accountability thing with other people? Like how do you kind of rein it in and focus on the things that feel most important?
Honestly, I have to fake it into my processes. I do not have a, I have a felt sense for when it’s too much and I’ve gone too far. And I know the excited feeling of getting started and going that like space between like I’ve crossed the threshold. It’s like, if I’m thinking of a bell curve, that like curve that’s 64 % in the middle, it’s all the same. Like there’s a threshold in there somewhere. I don’t know where it is.
So I literally use the people around me. Like my integrator will say, and I think that our last quarterly we were talking about, or even my DCO, she’s known me for years at this point. She knows me, there’s again enough of a relationship and trust develop. And I’ll invite it from my marketing director who we don’t have as long of a relationship, but she’s also stepping into something and like being a part of a system. And so I want her input and I want her to be able to see that voice thing.
Dr. Tara Vossenkemper (57:51.886)
they tell me, I have to like ask them, this doesn’t feel like anectinine, like is this enough? Like are we doing enough this quarter, this year? And they’ll say, Kara, yes, that’s way more than that. And I’m like, I’m gonna have to trust you because it doesn’t feel like it. So, all right, let’s just go with that. Or like my husband for home stuff where he will say, if he’s coming with an allergy metaphor, I literally never hear the difference. They’re like,
Basically the same thing, but let’s come up with this. Yeah, kind of. They’re both like, it doesn’t matter. Um, analogy or metaphor where he’s more of a, he’s more of like an alligator where he’s like sitting and waiting for prey. He’s sitting and waiting for something. He might let something pass him by because it might be something else better. So he’s still and he’s sitting and he’s sort of waiting for the right, the right thing to come through. I don’t like that. You know,
I’m going to pit bull. Like I’m going to latch and fold. That’s literally what they’re about to do is latch and fold. I’m like a pit bull with a high prey drive. Like I’m out the door and I’m going to get that rabbit, you know, shake it like crazy. And he’s just sitting back waiting, biding his time. It doesn’t matter if there’s 15 other prey animals running by behind this rabbit. the first thing I see him going forward. My point is I also have to defer to him sometimes because I know I can’t be trusted. I know that about myself.
And so that threshold, like, I’m not going to see it until I’m past it, like way past it. So it’s like, the people around me have a part in honestly slowing me the hell down as well as the systems like EOS. We have, now we have an annual plan. We have quarterly rocks. Like this is the thing you’re doing. You’re not doing the thing that is going to happen in three years. no, do the thing right now because it’s connected.
For sure. That was a nice limiting factor for me as well. I totally get that. Like just having, yeah, the accountability, the team, and you can look. It’s in black and white. And it’s like, we spent eight hours two months ago deciding this is what’s important. Why are you trying to steer off and do something else that’s not, you know, it’s part of the, not part of the deal. So.
Dr. Tara Vossenkemper (01:00:09.058)
Yeah. Yeah. You just like yell at yourself, like, stop doing this. Like, stay focused. Do this thing. As much as you might not want to. I get bored by it. Or sometimes I’m like, ugh, not this. Okay, fine.
Yeah.
Dr. Jeremy Sharp (01:00:20.334)
For sure, for sure. It’s that old thing though, you know, it’s hard to remember this, but I gotta remind myself, and it is somewhat comforting, that whole thing of like, you know, the, whatever, warrior who practices the same move for 20 years is more dangerous than someone who practices 20 moves for one year or something. I don’t know. You get the idea. Like being consistent, like sticking with what you know and what you need to focus on. Like that’s gonna be so much more powerful than, you know.
I code too. of like the Daniel Coyle, the talent code. I like the culture code best, I like the talent code is really good, but he talks about where talent is. I don’t know if you’ve read it, but he talks about these isolated populations. I always think about the music school example where people go and they play one note and they just draw it out for as long as possible. This note that might be a quarter note and they’re drawing it out for like 10 full counts or something.
It’s just such a, it’s brutal to do for me that feels brutal to do sometimes a lot of the time. And even though I know this has to happen, it’s, hard. And I, I’m hearing you say like, to an extent it’s the same, like you have to keep telling yourself, no, no, no, like 20 years, same move. That’s how you get real good.
Totally, Well, and especially now, and this is, gonna keep it, we are not gonna talk about AI now, but we will later. What I will say though is especially now because it has opened so many doors for so many things. I’ve had to, my little outlet for this kind of energy is almost like Google, I don’t know if you remember, or they have like the X team or whatever, like the.
folks who get to dedicate like 10 % of their work week to a special project to do whatever. Yeah. So I’ve kind of built, started to build that into my schedule each week where I get, you know, an hour or two hours to work on my like fun projects where I just get to go like mess with AI and like try different things and write little programs, you know, and whatever. And that’s a nice outlet. And it’s at least at this point, it’s like enough to keep me, you know, keep the guardrails up.
Dr. Tara Vossenkemper (01:02:15.47)
Right, I’ve heard of this.
Dr. Tara Vossenkemper (01:02:36.952)
Keep the other stuff.
Yeah, the guardwares early. It’s like bumpers where you’re bowling. Yeah. Yeah, that’s funny. My question earlier was going to be about talking to CHAP GPT. And if you really like started because those conversations will go deep, real.
Yeah. Yeah.
I think a lot of people are under utilizing it. It’s so fratable.
I agree. agree. Yeah, we’ll have to do. I’m going to cut us off reluctantly because I feel like that’s like a whole, I want to go like super deep into that and we’re almost out of time. But yeah, I love it. I’m messing around with it a lot and yeah, yeah, super cool. But this has been a lot of fun. Thanks.
Dr. Tara Vossenkemper (01:03:20.642)
Yeah, great. Thanks. Thanks for having me on. Again, thanks for letting me coerce you into coming back on your podcast. Can I come back on?
Yeah
Dr. Jeremy Sharp (01:03:30.738)
Yeah, yeah, you’re what, like I said, open invitation anytime. It’s always a good conversation. So tell people, yeah, before we totally wrap up, what are you up to these days? If, you know, people want you to help them, how can you help them?
Okay. Um, I started podcast. So that’s one thing, the culture focused podcast. So all the shit we, yeah. I mean, all the things we talked about today, culture, EOS, employee engagement, organizational structure and health. Um, specifically for me, everything EOS, duh, that’s a big one. Leadership, you know, all of those things, everything in my world that centers around is this like practice culture.
That is such a crucial part of growing a healthy practice, building one out, et cetera. So anyway, the podcast is basically all of those topics through like a culture focused lens. And it’s just me shooting shit by myself. would really love to have some, I want you to come on at some point. I really want to do some like guest interviews and have people come through and talk about some orders concepts, leadership, EOS, culture, et cetera. So I would say look up the,
You can go to my website, actually, tarahvossoncomfer.com. You can find the podcast on there. And then in terms of if you wanted to work with me, have, I mean, there’s always one-to-one consulting. I have a culture-focused membership as well, where I do one live month of Q &A, one live training. So people get me live twice a month. Everything’s in a portal. There’s a private Facebook group, et cetera. And it’s like a steal. I think it’s like 60 bucks a month for like this sort of ongoing access, which
and any resources I have. if somebody was like, Sarah, can you share your client logs? Yeah, boom, done. There you go. Like any resource I have, just put there, usually on demand or like PRN because I cannot, I’m not going to be the one. I just can’t update things consistently. It’s not, I can’t tell me what you need and I’ll give it to you, but I’m not going to put shit on there just because. So yeah. So basically the website is where you could find more anything out. But the podcast in particular is new.
Dr. Tara Vossenkemper (01:05:40.512)
I have as of this recording, think 18 episodes so far. So there’s a few that people could binge and listen to.
sure. Yeah. Yeah. You’re bringing the the fire back to culture. You know, I love it. feel like culture got played out for a little while. And it’s like, that’s your culture, you know, and all this stuff. But yeah, it’s bringing the meaning back.
So yeah, meaning, it’s meaning and intention and yeah, that’s what it feels like. That’s what it is. It’s like, do you do this in a meaningful way, not just pay lip service or say this is your value or like, how do you live out these things? I mean, I’m not gonna start. I’ll just keep going. Sorry. We’re wrapping things up here. We’re not opening this door. Hey. It’s me, look at me, raining myself. Good, I know, check me out. I can catch it sometimes, I know.
happened we just thought.
Dr. Jeremy Sharp (01:06:28.65)
Well, great to see you. Thanks for being here.
Yeah, you too, Yeah, it’s good to be here. Thanks. Yeah.
All right, y’all, thank you so much for tuning into this episode. Always grateful to have you here. I hope that you’d take away some information that you can implement in your practice and in your life. Any resources that we mentioned during the episode will be listed in the show notes, so make sure to check those out. If you like what you hear on the podcast, I would be so grateful if you left a review on iTunes or Spotify or wherever you listen to your podcasts. And if you’re a practice owner or aspiring practice owner,
I’d invite you to check out the testing psychologist mastermind groups. have mastermind groups at every stage of practice development, beginner, intermediate, and advanced. We have homework, we have accountability, we have support, we have resources. These groups are amazing. We do a lot of work and a lot of connecting. If that sounds interesting to you, you can check out the details at the testing psychologist.com slash consulting.
You can sign up for a pre-group phone call and we will chat and figure out if a group could be a good fit for you. Thanks so much.
Dr. Jeremy Sharp (01:07:58.978)
The information contained in this podcast and on the testing psychologist website are intended for informational and educational purposes only. Nothing in this podcast or on the website is intended to be a substitute for professional psychological, psychiatric or medical advice, diagnosis or treatment. Please note that no doctor-patient relationship is formed here. And similarly, no supervisory or consultative relationship is formed between
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