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  • 457 Transcript

    [00:00:00] Hello everyone. 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 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/therapynotes and enter the code “testing”.

    This podcast is brought to you by PAR.

    ChecKIT, available on PARiConnect, is an online library of popular mental health checklists that you can use as a personal inventory. Stop searching the web and make ChecKIT your one-stop shop. Learn more at parinc.com/products/checkit.

    Hey folks. Welcome back to The Testing Psychologist. [00:01:00] Glad to be here with you and glad to be talking about some business stuff today.

    Today, I am presenting a slightly different version of a talk that I gave at Crafted Practice 2024 back in early August. This is the in-person business retreat for testing psychologists. Just completed our 2nd year. It was incredible. I’m going to do an episode soon to recap that event, everything that happened there, and how fantastic it was.

    For today, I am sharing, like I said, a slightly different version of the talk that I gave there that focused on the concept of Essentialism which is largely based on the book of the same name by Greg McKeown. This episode is aimed at helping folks get clear on the most important, meaningful, and fun parts of your businesses. If that sounds like something that you could use, then stay [00:02:00] tuned and we’ll talk about how to identify the most essential elements of your practice.

    All right, everybody. I want to dive right into it. In the spirit of keeping things essential, we’re going to just get right to it.

    Like I said, we are exploring some ideas from the book Essentialism. I am curious if anyone out there has read this book. If not, I would highly recommend it. It came out back in, I want to say 2016, maybe 2017. I didn’t personally read it until about 2020. Back then I was doing a pretty deep dive into time management, efficiency, systems, and streamlining. This book was part of that research, [00:03:00] but to be honest, I didn’t do anything with it for a few years and it didn’t become more relevant for me until the last year or so.

    I’m going to start with a quote from the book and see how this resonates with you. The quote is, “Success can be a catalyst for failure.” I’ll give you just a second to think about that quote, “Success can be a catalyst for failure.”

    You might be thinking about what this means. At first glance, it seems like an oxymoron, but if we think about it, it’s a little deeper and there’s a lot to explore here. So we’re going to do that over the next few minutes, and I’ll tell you what it meant for me.

    Last year, when I came back from Crafted Practice, this was in again, August of 2023. This was right after the first year that I’d hosted Crafted Practice. [00:04:00] I had dreamed of hosting an in-person event for a long time, but I think like a lot of dreams that many of us have, I didn’t do it because I was scared. I was worried nobody would register. I worried if they did that they would come and it would suck. I was worried that the hotel wouldn’t work out or the food was going to be terrible that I was not going to be able to deliver any kind of meaningful or helpful content. Anyway, long story short, I pushed through largely with the help of my small group of psychologist friends, that’s Stephanie, Laura, Chris, and Andres. They said, just do it. So I did it. Last summer we had the first event. It was amazing.

    I came back from Crafted Practice last year so fired up and full of joy. The only problem though was then I went back to my “regular life” [00:05:00] which was largely occupied by running my practice, which at that time, was quite large and remains a fairly large practice, but I went back to my practice and it was just being frank, not joyful. 

    I looked at how I was spending my time in the practice and a quick look through my schedule showed that I was spending the vast majority of my time in meetings, straight-up meetings. This is not clinical appointments or podcasts or consulting or anything like that. These are administrative meetings involved in running the practice.

    So when I went and looked, I want to give you a quick rundown of how many hours per week I was spending for the first four weeks after last year’s event. This would be like mid-August to mid-September of 2023. This is how many hours I was in meetings each [00:06:00] week. The first week was 16.8 hours. The next one was 11.2 hours. The next one was 15.3 hours. And then the 4th week after the event, I was in 19 hours of meetings over the course of a week that were involved in running my practice.

    I asked myself, “How did that even happen?”

    And this is where I’ll call back to the quote from before. “Success can be a catalyst for failure.” Our practice was fortunate enough to be very busy. We diversified into counseling, therapy groups, and workshops. We dabbled in med management for 2 years. We started doing lifespan neuropsych in addition to pediatric and neurodevelopmental evaluations. We hired a lot of folks over the years. We peaked at over 40 clinicians and staff. Part of that was that the leadership [00:07:00] team had grown as well. I think many of you are familiar with the series that I’ve done on the Entrepreneurial Operating System or EOS. Our leadership team had grown to include all the directors. So we had 4 or 5 directors. We had an assistant director, me as the visionary. We had coordinators and supervisors. So our leadership team was also quite large.

    All in all, that resulted in a lot of meetings, and most of them were spent solving “people problems,” writing policies, rewriting those policies, thinking we’d solved the policy, and then coming back to it. There’s a lot of policy stuff and a lot of just administrative stuff. For the first time in a long time, I recognized at that time that I was burning out.

    [00:08:00] Now, let’s leave that behind. Let’s fast forward to the most recent four weeks. These are the four weeks leading up to this year’s Crafted Practice retreat. So this is July of 2024. This is how many hours I spent in meetings. 4 weeks back, it was 6 hours. The next week it was 5 hours. The next week it was 3 hours. And then the final week that I looked at was zero hours. This was a holiday week, but still, usually, I’d be working on a holiday week. So this is great. So much fewer hours in meetings.

    The question is what happened in between?

    This is where I allowed myself to consider the possibility of something different.

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    All right, let’s get back to the podcast.

    Over the years of running the practice, I had gotten sucked into the idea that it was just this huge machine that couldn’t be stopped without incredible effort or hardship. I cannot count how many times I use the phrase, “. It’s like Turning the Titanic.” [00:11:00] I make myself sick, honestly, just thinking about how many times I use that phrase. It’s got to be kind of a meme of sorts. I bought into this idea that running a practice that large and complex was not very nimble, and was not very agile. It really got me stuck into letting it roll along and keep turning.

    And like I said, I ended up enduring or white-knuckling through a lot of situations in the practice, but I commit to things and I stick to them and that’s my emo I think for better, for worse, sometimes for worse. I will stick things out for a long time because I like routine and predictability and I am scared of changing things. And so I stuck with it and don’t think I recognized for a long time that it was actually not super fulfilling.

    So what did I do? I tapped into the inherent but [00:12:00] easily forgotten element of choice that is built into running our own businesses.

     I just want to let that sink in for a second. If there’s anybody out there who’s nodding along that a huge element of running our own businesses is the element of choice. We do not technically have to do anything, right? You’re the boss. You can do whatever you want, but many of us get wrapped up in the machine, like I said, and others expectations and what we think we should do. It can be really tough to make changes. But I let myself finally consider the possibility that things didn’t have to keep being hard and arduous.

    A big part of this process was asking some really hard questions. I’m going to present some of those questions to you all during this episode to get you thinking about [00:13:00] different things in your practice and if there’s anything that might need to change.

    Essentialism is about “Discerning the vital few from the trivial many.” It’s basically about learning to identify the truly important work and say no to the rest, even though that very process is very challenging. To do that, I’m going to present some questions to you all.

    Now, if you are doing any of the things that I am typically doing when I listen to podcasts, which is running, walking, cleaning, driving, exercising, any of those things this might be a little bit tough, but if you’re engaged in those activities, I would encourage you to bookmark this one and come back to these questions because there is a lot of value in [00:14:00] actually spending 5-10 minutes writing down the answers to these questions and thinking through some of the answers.

    So here are two of the essentialist questions that I want to present you with. The first one is what would my work look like if it were easy? On the flip side, what are you enduring that you don’t have to endure in your work? Is there anything that you’re enduring that you don’t have to?

    There are plenty more essentialist questions. I would encourage you if you like the flavor of this, the general message of this, of paring down, [00:15:00] identifying what’s important, what’s most meaningful, what’s most fun, I would encourage you to read the entire book. It’s a great book. It’s all about saying no and figuring out what is most important in your work and in your life. But for today, let’s stick with these questions. What would your work look like if it were easy? And to help you identify some of those things, what are you enduring that you don’t have to endure?

    Answering these two questions created some very powerful realizations that led to some huge changes in my practice that I will talk about in great detail in the next business episode. In the meantime, I would love for you to ask yourself these questions and write me an email with the answers. I would love to hear your answers. I would love to hear what work would look like if it were easy for you. My email is [00:16:00] jeremy@thetestingpsychologist.com and like I said, you can tune in next time to hear what some of your work would look like if it were easy and to hear the full story of my practice’s transition.

    All right, y’all. Thank you so much for tuning into this episode. Always grateful to have you here. I hope that you 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, Spotify, or wherever you listen to your podcast.

    If you’re a practice owner or aspiring practice owner, I’d invite you to check out The Testing Psychologist mastermind groups. I 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 [00:17:00] 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 thetestingpsychologist.com/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.

    The information contained in this podcast and on The Testing Psychologist website is 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 [00:18:00] similarly, no supervisory or consultative relationship is formed between the host or guests of this podcast and listeners of this podcast. If you need the qualified advice of any mental health practitioner or medical provider, please seek one in your area. Similarly, if you need supervision on clinical matters, please find a supervisor with expertise that fits your needs.

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  • 457. An Essentialist Approach to Business

    457. An Essentialist Approach to Business

    Would you rather read the transcript? Click here.

    At Crafted Practice 2024, we focused on the concept of “essentialism,” based on the book of the same name. This episode is a recap of the talk that I gave at Crafted Practice to help folks get clear on the most important, meaningful, and fun parts of their businesses!

    Cool Things Mentioned

    Featured Resources

    I am honored to partner with two AMAZING companies to help improve your testing practice!

    PAR is a long time supporter of the Testing Psychologist podcast, and I will continue to bring you featured items from their catalog! Listen to each episode for specific product recommendations and links. Learn more at www.parinc.com.

    TherapyNotes is the leading EHR system for mental health practitioners. I’ve used TherapyNotes for over 10 years, and it just keeps getting better. Use this link and the promo code “testing” to get two free months and try it for yourself! www.therapynotes.com/testing

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    About Dr. Jeremy Sharp

    I’m a licensed psychologist and Clinical Director at the Colorado Center for Assessment & Counseling, a private practice that I founded in 2009 and have grown to over 20 clinicians. I earned my undergraduate degree in Experimental Psychology from the University of South Carolina before getting my Master’s and PhD in Counseling Psychology from Colorado State University. These days, I specialize in psychological and neuropsychological evaluation with kids and adolescents.

    As the host of the Testing Psychologist Podcast, I provide private practice consulting for psychologists and other mental health professionals who want to start or grow psychological testing services in their practices. I live in Fort Collins, Colorado with my wife (also a therapist) and two young kids.

    Ready to grow your testing services? Click below to schedule a complimentary 30-minute pre-consulting call!

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  • 456 Transcript.

    [00:00:00] Dr. Sharp: 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 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/therapynotes 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/products/spectra.

    Hey folks, [00:01:00] welcome back to another clinical episode here on The Testing Psychologist. I have a return guest with me today, Dr. Rebecca Resnik. She is a licensed psychologist, specializes in neuropsychological assessment in her group practice, Rebecca Resnik and Associates, which has offices in North Bethesda, Maryland.

    She is the former President of the Maryland Psychological Association, co-founder of the Computational Linguistics and Clinical Psychology Workshop, which is 10 years running at the North American Association for Computational Linguistics. She loves conducting continuing education for psychologists and educators.

    We are lucky to have her here today as a return guest. She is talking about transition-related resources for older adolescents as they transition into young adulthood. So we tackle that critical period when an individual graduates high school and takes that huge leap into the “real” world.

    In many parts of the [00:02:00] country, this is an area of relatively little support for individuals. We talk through all the considerations there and how to provide more support as practitioners as these individuals go from a pretty well-supported or well-structured educational environment to a much more ambiguously supported reality. So if you work with older adolescents or young adults, this is chock-full of information for you.

    So without any further delay, let’s get to my conversation with Dr. Rebecca Resnik.

    Hey, Rebecca, welcome back.

    Dr. Rebecca: It’s great to see you again.

    Dr. Sharp: Likewise. [00:03:00] We talked about this a little bit, but it has been probably six or seven years since you were on the podcast the first time. You were definitely within my first 50 episodes, I think, and I can’t believe it’s been that long.

    Dr. Rebecca: Look at the empire you’ve built.

    Dr. Sharp: Is that what it’s called? I don’t know. No, thank you. It’s been fun.

    Dr. Rebecca: It is certainly a lot bigger.

    Dr. Sharp: It is. It’s the best part of the week though. I love doing these interviews because I get to talk with awesome folks like yourself about any number of topics that are relevant for testing. So thanks for being here again.

    Today we are talking about, I called it transition-related resources, but it’s this idea of supporting older adolescents as they transition into young adulthood and the fact that is a gap in services in a lot of places and I think it’s super important to talk about.

    I’ll start with the question that I always start with, which is, [00:04:00] why this is important to you? You do a lot of things, but why did this become important to you?

    Dr. Rebecca: This is important to me because before I started specializing in neuropsychological testing, I was a special education teacher. And so I’ve been on both sides of the table when the team has to review the IEP and make the plan for what’s going to happen for this young person, how are we going to launch them?

    I have seen a lot of terrible psychological evaluations, as I’m sure you have, too. It’s very frustrating when you’re the one who’s supposed to take the data in the psychological evaluation and use it to do something for a student, and it’s useless.

    So one of my passions is trying to help psychologists and neuropsychologists understand when you’re writing a report, how do you make it useful? How do you create a report that is going to have some meaning and some impact and make life [00:05:00] better? Because when we don’t understand transition, we hurt our patients.

    That’s not just me complaining about things, wagging my finger at everybody. That’s the data. We have a lot of young people out there, particularly our autistic young people who are not gainfully employed, who don’t have a social life or integrate into the community. We have a lot of folks with intellectual disability who are sent out of high school, and the expression in the parent community is they fell off the cliff.

    Once these folks are out of K-12 education, there’s often no safety net for them. And so this has been troubling me for years and years, and it got to the point where I was like, this is bothering me so much seeing all of these young people who weren’t properly taken care of, I got to talk to Jeremy about it.

    Dr. Sharp: Yeah. It sounds like you have a similar experience [00:06:00] that to us here in our area, I imagine similar in lots of parts of the country where unless these young adults are notably impaired, pretty severely impaired in whatever way, they fall through the cracks and like you said, fall off a cliff once they get out of school. There aren’t that many services for moderately low functioning or moderately high needs. However, you want to frame it.

    Dr. Rebecca: Yeah, and how we frame it is how we think about it. In terms of the problems that I’m seeing, and I’m over here in the East Coast, I’m in the DC metro area. We are like the classic savage inequalities where we have a very affluent population base, but then less than 5 miles away, we have pockets of extremely marginalized [00:07:00] youth in communities in DC and Southern Maryland.

    This is so important because it doesn’t mean that we have to write 50-page reports, it doesn’t mean that we have to do something tremendously different. It means that we have responsibilities to understand how transition works so that when we do our assessments, we can assess with transition in mind.

    If the psychologist is expecting the school team to know what to do or to take care of everything or the family to know how to advocate or the young person to know how to advocate, we wind up with a lot of young people who I’m now seeing coming through my office, they’re young adults, they’ve never launched and they’ve never had successful relationships and friendships.

    No career training. A lot of times, no benefits, no social security, no vocational rehabilitation services. [00:08:00] They’re living with their parents all by themselves and that’s not a life. We can certainly do better. As psychologists, we can do a lot better without redoing a whole bunch of the way that we write reports.

    So what I’m hoping to talk with you about is how we can frame our thinking around transition so that young people don’t fall through the cracks and families know how to go into those last years of K-12 education ready to advocate. And so the young people can advocate for themselves as well.

    Dr. Sharp: I love that. I wonder if we start by setting a little context and putting this in contrast almost with what it’s like before 18 and then what happens after 18. So I’ll put forth how it works here. You can agree or disagree or share a different perspective.

    At least here, our [00:09:00] adaptive services, we call them Community Centered Boards, but it’s like they’re community entity that assists individuals with developmental delays and so forth. They handle things from 0 to 3 or birth to 3, the school district takes over from 3 to 5 for a preschool early intervention thing. Schools handle it from 5 to graduation and then18 plus is when that Community Centered Board steps back in to provide adaptive services for individuals who need it again; higher needs individuals with developmental delays or whatever it may be. How does that compare to the setting where you’re at?

    Dr. Rebecca: I’ve seen kids and young adults from Maryland, from DC and from Virginia. Occasionally, we get somebody from Delaware, Pennsylvania, or occasionally, West Virginia. In this area, we’re not a big state like Delaware but we’re population [00:10:00] dense area that covers three different municipalities.

    So what we have here is that during the early years up until age eight, students are often coded with a catch-all service delivery code. It’s not a diagnosis, it’s an eligibility code under special education called developmental delay.

    A lot of parents don’t understand what that means. Basically, it’s a way to make sure that a young person can access services, but you’re not quite sure where you’re going to land diagnostically speaking for a while.

    So what sometimes happens is that kids have to be assessed. They have the right to be assessed every three years through K-12 public school education. That’s a legal standard. They can be assessed more and in some cases they should, but parents have the right to waive their right to be assessed every three years.

    So we often [00:11:00] have kids where maybe they transitioned out of elementary school without updated testing since before they were eight. And so they’ll come into middle school still with the eligibility code of developmental delay. And so the parents will have never been given a good introduction to who’s your child, how does their brain work, what’s their strengths and weaknesses, what’s the trajectory; what’s the rate and level of progress?

    And so when I was a middle school teacher, I saw sometimes parents being told right in the middle of an IEP meeting, oh, by the way, your child has intellectual disability, didn’t you know? How could they know? I remember very vividly a father breaking down in tears. We had other families where they were extremely upset and this is no way to do business.

    Maybe they get an assessment [00:12:00] in middle school but oftentimes when they head into high school, particularly now that we’re talking about post-pandemic, a lot of these young people don’t get a really comprehensive assessment. They don’t have somebody coming in and saying, okay, we’ve got to update IQ, we’ve got to update adaptive function, we’ve got to update speech-language with the intention of we’re going to be very mindful about transition and how we’re going to prepare you for life.

    The federal mandate is that transition planning has to start at 16, that’s way too late for a lot of our families, especially when we have young people with a lot of high support needs. When we think about support needs, support needs is how we should be thinking about this in terms of not so much what’s this person’s diagnosis specifically but are there needs intermittent, [00:13:00] limited, extensive or pervasive?

    When we think in terms of what kinds of supports, how often, what level of supports and how do we put a program in place that is measurable, goal-oriented, and comprehensive so that this young person can transition into a high quality of life, that’s not happening in a lot of cases. Even in a very privileged area here, the last data I looked up said that about 40% of IEPs don’t have what would match the federal mandates for a transition plan.

    If you review IEPs, you’ll sometimes see in there, like an expert witness case I did where the transition plan was student will work at the concession stand in a local sports arena, not a transition plan.

    Dr. Sharp: Okay.

    Dr. Rebecca: You must see this too, when you’re reviewing the IEP, [00:14:00] sometimes you see a well-thought-out transition plan, but a lot of times you just see the same goals over and over again.

    Dr. Sharp: Yeah, absolutely. And then they have a hard time making that leap. There are so many factors involved in this. I have hypotheses, but I’m curious what you think might be happening here. Is it just a matter of school staff being overwhelmed? Is it families not advocating or kids/young adults not advocating for themselves? What are the factors you think are contributing to the drop off here?

    Dr. Rebecca: I have a lot of thoughts about this. I’m sure you do too, because we’re both at points in our career where we’ve been in this long enough that we’ve seen trends come and go and things change over time, particularly pre-pandemic versus post-pandemic.

    I don’t envy the folks in schools, particularly in this [00:15:00] post-pandemic era, where so many kids fell behind, so many school psychologists are super backed up, IEP teams are seeing kids with incredibly complex needs that they weren’t seeing before.

    I don’t want to act like, oh, the school is the enemy. They’re the problem because you do sometimes see IEPs from more marginalized, low-resource school districts where they don’t have a lot of transition support teachers. They don’t have a lot of specialists. They don’t have a lot of job coaches and folks who do a lot of community outreach but that doesn’t mean that we can’t put together a decent plan and try to make something work for young people.

    As far as families go, I do want to talk a lot about families in this because in the culture and the belief system of the families, their resources has a lot to do with how we’re going to [00:16:00] plan for transition, but we can’t really change so much of, our school is going to have a lot of resources and know what they don’t know.

    We can definitely spend some time educating families.

    If we don’t have that kind of time, we can connect them up with social workers, pupil personnel workers, advocates, social resources and community advocacy groups. There’s no shortage of information, but if we don’t think to connect families up with like oh, here’s your local chapter of The Arc, or here’s your local chapter of TASH, for example, or here’s autism self-advocacy network, if we don’t think to do that, we can’t be sure that somebody else is going to take over that role.

    In terms of psychologists, and I’m thinking broadly about psychologists, neuropsychologists, school psychologists, I think part of what is happening here in terms of why young people fall off the cliff without proper information to put a plan together [00:17:00] is that a lot of us aren’t all that comfortable with the idea that there are more significant disabilities and that sounds like a weird thing to say.

    Dr. Sharp: I’m intrigued. Yes, what have you got?

    Dr. Rebecca: Okay. There’s an interesting movement called the #SayTheWord movement. The disability advocates are using this hashtag to talk about disability as diversity. What they’re saying makes a lot of sense is that we need to get comfortable with the idea that, yes, there are disabilities, they make life difficult and sometimes they impact the quality of your life.

    When we make ourselves comfortable by using little euphemisms, Dr Aaron Andrews, for example, has done a wonderful book and does continuing education on [00:18:00] this, we have to get out of the pressure to not say that somebody has a particular type of disability. We find ourselves under pressure to say oh, learning difficulties or learning differences, or they have different learning style.

    I’ve even had parents say, I don’t want to think of my child as a struggling reader. I get that, as a parent, we don’t love the idea that a kid is struggling and yet if you watch a dyslexic kid you’re trying to get through the GORT-5, they are struggling. So we have to be comfortable with saying, yes, this is a disability, let’s think about how can we get you your rights so that you can self-advocate. The three pillars of self-advocacy are: know yourself, know what you need, know how to get what you need, but also find your people.

    If we’re [00:19:00] using these little euphemisms, like learning differences or differently abled, we’re not communicating effectively with other professionals, but we’re also not helping that person develop a positive sense of themselves as a person with a disability, that’s part of them but not the only part of them. We are not our diagnosis is what disability advocates will say. I would love to hear what you were thinking, too.

    Dr. Sharp: No, I think that makes a lot of sense. It’s this idea that in an effort to be, let’s just say supportive of folks or affirming or empowering or maybe doing them a disservice by not being clear and explicit about the diagnosis or the disability or whatever it may be.

    Dr. Rebecca: The last thing I want to do is say that we shouldn’t be affirming, empathic and empowering, absolutely but at the same time, there are disabilities that lend themselves very well to the [00:20:00] social model of understanding disability in deaf culture in particular. The deaf culture is saying, hey, we’re not disabled when you guys aren’t around. That’s a really important thing for us to understand.

    I do love the movement towards being affirming and empowering; that’s what our role is supposed to be as psychologists. The last thing we want is for people to leave our office, go cry in the car and feel like they’re left without any hope or sense of what they’re going to do next and how they’re going to help their child. That’s not what we’re going for.

    There’s different ways of looking at disability. Disability is such a heterogeneous group. We can’t really talk about, oh, there’s the disabled and then there’s the rest of us, because we’re going to pass fluidly through those two different populations, and that’s all of us.

    There’s not a one size fits all model that we can [00:21:00] say like oh, disability is this. There’s disability where the social model of understanding disability is understanding disability not as part of the person but as a flaw of society and deaf culture comes to mind which if you ever had the privilege of working with someone from the deaf community, very rich culture that has a strong tradition of self-advocacy.

    But then there are other disabilities that they really are part of the person and they need more than accommodation. So different types of disability will sometimes fit the medical model really well. It’s not like the social models are good and the medical models are bad, if you have a child with muscular dystrophy or a seizure disorder or juvenile rheumatoid arthritis or gosh, I have a relative with irritable bowel, you’re not going to say, oh, your irritable bowel must bring you so many gifts. No.

    Sometimes the [00:22:00] medical model of thinking about how do we intervene and provide care, and sometimes disability does come with significant care needs as well. If you have a tracheostomy tube, for example, you need a nurse around or someone who can suction out that tube on a regular basis.

    So this is really complicated and it doesn’t work for us as psychologists to be rigidly thinking about things one way or the other, it’s all about this particular patient in front of us; what does this person need? What are their goals? What do they want to get out of life after school?

    Dr. Sharp: Yeah, I think that’s a great point. You had asked earlier what I might think and contributes to all of this, I wanted to circle back to that a little bit and throw out some thoughts. At least in my experience, I see a few things.

    One, the [00:23:00] timeline is huge for people. I don’t think that we, myself included, I’m speaking for myself, anticipate the needs in enough time when we’re working with kids at that point because at least here in Colorado, we tell people to get on the wait list for waivers and services and so forth at 13. And so I don’t think a lot of us are thinking, hey, I’m evaluating this 12 or 13-year-old, I need to be looking through this lens of transition-related resources at that point. We maybe drop the ball a little early.

    But then once I get to that point where they’re 16, 17, 18, it’s almost like a hot potato thing where it’s like, who handles this? Is it the psychologist? Is it the school? Is it the advocate community? Is it the Community Center Board? And so it ends up getting passed around and dropped and nothing happens [00:24:00] or it’s just this piecemeal thing. I don’t know if that rest.

    Dr. Rebecca: I love the hot potato. I’m old enough to remember playing hot potato.

    Dr. Sharp: Right.

    Dr. Rebecca: I know it’s true because then you have a gray area, who’s going to do all of this work. Are you going to get that career training? Is it going to be the public school program? Is it going to be the private sector? Is it going to be agencies? The government? Who’s going to do that? And with everybody has budget shortfalls and long wait lists, nobody wants to take on a lot of that.

    I did a lot what you said about the timeline and anticipating the needs, if you have a child that you’re assessing and even a very young child, but the higher and more complicated the support needs, the more you need to start thinking about transition very early on. This is hard for a lot of families because [00:25:00] it’s hard for families to think about their child being ready to launch into the world when they’re maybe only five years old.

    That’s where we as professionals come in with our clinical experience. We’ve seen many kids and we know sometimes development is very hard to predict, but we want to establish that baseline because the baseline is so important.

    A lot of times when I see an assessment from a school and it’s just a BASC, could we not do any better than that? Sometimes they try to test the child and the child is too stressed out by it, not available, they’re overwhelmed and so getting some actual data is a problem, but establishing that baseline and starting to help the family get a sense of your child’s support needs are going to vary compared to what we think of as like typical support needs. So their [00:26:00] rate and level of progress may be different. There may be different things that they do.

    I see a lot of kids who have complicated support needs. I’ll look back through the records and often what I’ll see is that nobody’s really been honest with them about how significant their child support needs actually are. I’ll see people twist themselves into pretzels metaphorically speaking to avoid having to say to the family something that might be disappointing or sad or hard to say.

    It’s frustrating because we’re healthcare providers. It’s not our job to always say, oh, your child has such a beautiful smile. Your child lights up the room. Your child’s a great artist. I’m a big believer in strength-based assessment, especially for transition, because that’s how you’re going to figure out what kind of job and career training, or are they going off to college?

    Those [00:27:00] strengths are what’s going to pull them along but there is a lot of passing the buck that I see where people don’t want to make a diagnosis, particularly of intellectual disability. People will come up with any kind of reason, or they won’t even say anything.

    School psychologists are in such a bind because they’re perfectly capable of diagnosing a lot of different conditions, but a lot of the times they’re not supposed to diagnose anything. And so you have a kid where they’ve had four psychological evaluations and nobody’s ever said to the parents we need to start talking about whether diploma track is right for you.

    We need to start planning for a special needs trust, or how are you going to get career training in high school? How are you going to learn some life skills so that you’re not living in your parents’ basement all by yourself playing video games all day.

    And yeah, you’re right, I love the fact that your practice, you’re doing this at [00:28:00] 13. Technically, we could wait until 16, but the IEP team and also taking a leadership role that can definitely push it towards the more that the child has high support needs and complicated support needs, the more the IEP team needs to be thinking about meeting those complicated support needs well before the legal technical drop dead date.

    Dr. Sharp: Sure. I wonder, do you go so far as to try to front-load when kids are young? Say we run into a four or five, six-year-old. At that time, things change, of course, who knows, but at that time, maybe they do have an intellectual disability or profile that points in that direction.

    There have been many times in the past where I’ll say at that point, hey, nobody can predict the future. I’m an optimist. I want to see the best for everyone. [00:29:00] Here’s the best case scenario and as a heads-up, I would be very on top of getting these regular evaluations every year, like make sure you come back and see us before 12 or 13, because that’s when we may need to start looking at transition-related services. Is that something that you would support in your practice or is that overkill? I’m curious how you approach that or how you prepare parents?

    Dr. Rebecca: Am saluting you right now. I’m impressed with that. None of us want to say to a parent, oh, gosh, your kid’s never going to do X, Y, and Z. That’s not pleasant and a lot of times we don’t really know but

    then again, when we’re seeing kids with, let’s say, some genetic anomalies that impact multiple body systems and have cognitive, language and learning [00:30:00] impact, you’re so much better off if the family is at least starting to think about a more individualized education program for their child.

    But you would let us around to the certificate versus diploma topic. I imagine this is one that you spend a lot of time thinking about too, how to broach that topic with families or do families come to you and often asked?

    Dr. SHARP: We don’t get that a whole lot for whatever reason. I’m not sure if maybe our school district is a little better identifying and catching those kids early. I’m not sure. I don’t have a great hypothesis on that but it happens here and there. I don’t know that I would explicitly say certificate versus diploma, but I do talk with families a lot about, say, applied or life skills [00:31:00] classes versus abstract trying to push toward algebra, geometry, trigonometry.

    We’ll talk with them about that kind of stuff like hey, we need to be looking at more applied education for the next few years, things that will actually work. I’d love to hear this certificate versus diploma discussion that is coming up for you.

    Dr. Rebecca: I love the fact that your school system is doing a lot of the heavy lifting there and helping families think about their options in a very mindful way because a lot of times when families go to meetings, they think they understood what happened but unless they’re privileged enough to have an advocate there, or maybe a social worker, pupil personnel worker, a lot of times what the school team thinks that they’ve communicated to the parents is not at all what the parents took from that meeting.

    Especially in this time when [00:32:00] they’re rushed so they’re getting families in, out. And families leave r not feeling listened to much less empowered. So the certificate versus diploma thing is a big deal here in Maryland and DC because we don’t have levels of ways to complete high school. It’s like you get a diploma or you don’t is the way a lot of people think about it. 21 states have various tracks that people can pursue; is Colorado one of them?

    Dr. Sharp: Yes. We do have different tracks.

    Dr. Rebecca: I love that. The idea of one size fits all, nobody would argue that everybody in the world could become a professional basketball player. I say that because basketball in PE class for me was particularly humiliating. I’m short. I’m [00:33:00] stubby. I’m slow. I can’t throw. Imagine if succeeding in basketball was like the way that you became a success and could have a high quality of life, and that was the only way, I would be miserable all the time.

    I would not want to get the basketball diploma. I would be like isn’t there anything for those of us who don’t want to play basketball or not particularly good at basketball, for whom basketball is pretty stressful ordeal, humiliation abounds.

    What we have out here is, we have the diploma track. Psychologists should be at least a bit familiar with what the diploma track in their area includes. You did a great job naming that because what a kid has to do in our neck of the woods, it’s all an academic diploma. It’s all a college preparation [00:34:00] diploma.

    Back in the old days, there were what they called commercial diplomas. And so you could go into career preparation and learn a lot of really valuable skills, and it wasn’t looked down on. But now unfortunately, it’s like college preparation or sorry, you’re out of luck.

    Our diploma requirements here require a lot of abstract thinking, high working memory demands. We’re talking about algebra 2, we’re talking about having to take a biology competency test, we’re talking about three years of science, two years of foreign language, tech education, health. It’s a lot.

    If you’re seeing a young person, even a very young child where the trajectory of their academic progress isn’t going to put them in a good position to complete a diploma, I wish we could get rid of this stigma around, oh, don’t settle for a certificate or a [00:35:00] certificate’s meaningless. I’ve actually seen that a lot of places on the internet including special education advocacy sites and nothing could be further from the truth.

    What a certificate of completion actually means is that you are going to craft your own high school program around your preferences, your goals, what’s important to you, what is the young person like and what do they want to do. When I was a special education teacher, for my kids, I had some who were on diploma track and a lot of them were miserable. They didn’t want to read Lord of the Flies. They weren’t happy.

    Imagine if you’re trying to do that with a 2nd or 3rd grade reading level and everybody’s pushing you to do a whole bunch of stuff that feels extremely hard and you’re not good at. It’s not surprising that a lot of them felt like screw this. This is nothing for me. This isn’t about me. You all are just [00:36:00] pushing me to do this stuff that I don’t see the value in. I get that.

    But then I had students who were on certificate track and the best part of their day was the time when they got to go to, in our area was the Edison Tech Center where they would go and learn career skills. So they would go and learn to hang drywall, come back and be like, guess what? I learned how to hang drywall, my uncle’s going to get me a job in his company and I’m going to make more than you.

    Dr. Sharp: They’re totally right.

    Dr. Rebecca: They’re totally right. For them, that was what they wanted to learn. It’s what they wanted to do. It’s not fair for us to hold out this idea of the only way you can be successful or respected is to take all of this one-size-fits-all all program.

    For parents in our area, this is a huge emotional [00:37:00] weight. A lot of the folks who come to us in the private practice world are frustrated because they’re saying, I don’t want my kid taken off diploma track. I’m fighting with the school because they’re trying to take my kid off diploma track.

    There’s this adversarial relationship where the parents are grieving what they’re feeling like is the loss of a big dream. They’re feeling like what do you mean? My kid won’t even graduate from high school and that it’s really not what it means. They can still go to prom. They’ll still walk at graduation. They’ll still be in the chorus concert.

    One of my son’s friends was in the Life Skills program at high school. He was Jean Valjean in our school’s production of Les Miserables. It was amazing. So I’m a big proponent of crafting a high school program that is really meaningful to you and is based on your students’ strengths.

    You had a school psychologist on two [00:38:00] episodes ago, and I really liked how practical she was. Let’s focus on the strengths. What’s this kid good at but also, what does this kid really want?

    What the parents want for their child is often based on not knowing a lot about first off, their child’s rate and level of performance, but also what actually are the requirements for a diploma and what do we lose by going diploma track? Because there’s a response cost; when we make a choice to do something that takes time and energy, we can’t do another thing that takes time and energy.

    If we’re thinking about you wanting to have a high quality of life and potentially go to college, people think that if you go with a certificate of completion, you’re an individualized program, that automatically, you’re never going to be able to go to college, and that’s actually not true. There are many community colleges [00:39:00] all across the country that have post-secondary programs. You can go, you can take courses.

    Near our house, there’s a special life skills program called the Challenge Program. There’s Career Prep. There’s also a lot of colleges across the country that have programs for students who are autistic with higher support needs, students with intellectual disability like University of Maryland, George Mason University, Autism Delaware. There’s a cool website called thinkcollege.net, which I think you put in the show notes.

    If you have a family that is like I want my kid to have that experience of going to college and challenging themselves, this is a whole new world. It is no longer the case that if you studied hotel management in your high school program that you’re never going to be able to go to college, the doors are now open.

    [00:40:00] Dr. Sharp: I love that. Clearly you have thought a lot about this and worked with a lot of families on this path. The thing that you touched on that caught my attention is the dual objectives that we have to contend with, which is the actual, I don’t want to say concrete but the more straightforward assessment, the numbers, the data and the diagnosis, but then there’s the emotional component that comes into play with families, parents, maybe the individual themselves about what one path or another means for their kid.

    So maybe there’s a question in there, maybe I’m just reflecting that that is hard sometimes. If there are any, I don’t know if you’d say strategies or ways that you’ve learned to talk with families over the years [00:41:00] who may be grieving around what they perceive to be the ideal future for their kid, I would love to talk about that.

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    All right, let’s get back to the podcast.

    Dr. Rebecca: Every family is different and some families embrace the positive disability identity. We’re going to get out there and become advocates. My mother, that was her. She became the mother lioness who was going to stand up for her child in IEP meetings. Other parents need a lot more time and holding to almost get to know their child over time.

    We can’t pretend that if [00:44:00] we see a kid at five years old, that we have a crystal ball and we’re going to say this is exactly their trajectory, things will change. Sometimes things change for the better, but sometimes they don’t as well. Sometimes kids have a really good start and then once the abstract reasoning demands and the workload gets higher, and the working memory challenges, they’re having a harder time.

    This is the reason that I’m fairly optimistic that we won’t be completely replaced by AI and robots. It’s because the scores are not hard to generate. We don’t even really need to be there to generate a lot of scores.

    My husband’s an AI researcher and I’ve gotten to see all of these amazing computer assessment natural language processing, but what those will never replace us in is how do we make meaning out of this. [00:45:00] Scores are one thing, but the special thing about psychologists and neuropsychologists and why I love this profession is that we’re coming to this with the data, with the curiosity, the empathy, and the desire to imagine a life for this kid and how do we make that meaningful?

    The scores, they are important though. When you look at the DSM now, I shouldn’t get started too much on the DSM, but there’s pressure, not just from the DSM for us to rely less on IQ test scores. IQ test scores are, they’re really important for us to stay grounded and for us to make observations, for us to communicate things to other professionals and to parents as well.

    In terms of nuts and bolts, [00:46:00] we need to make sure that when we’re speaking to parents, we’re being sensitive to what’s their emotional feeling about this? What’s their cultural understanding of disability? I can’t assume that somebody I’m talking to is thinking the same way about what it means to have a child with differences and disabilities, whether hidden or obvious to anyone who sees the child.

    Some of the hardest conversations I have to have are the ones where I’ll talk to them about a particular school, a particular type of classroom, a particular activity. Sometimes the parents will come back and say, I looked at that and it’s horrible. I’ll say, oh my gosh, tell me what you saw. They’ll say, I don’t want my kid in a classroom with kids like that. I don’t want them hanging out with kids like that.

    I had one mother who said, my son would never want to be friends with kids like that. Oh my gosh. That [00:47:00] sense of internalized stigma, you love your own child. You would throw yourself in front of a train for this beautiful child. They don’t often see what the support needs actually are, they see progress. They see, a year ago, he didn’t know his alphabet and now he does.

    It’s sometimes a difficult conversation to help them understand their child in context of what’s going to be expected in this particular community, in this particular culture. Out here in the DC area, it’s a very high-pressure, go, go, go type of environment. And that is a harder environment for folks who need more time to learn things, more time to master skills.

    It’s something I’m always working on and always thinking about. It’s the [00:48:00] kind of thing that wakes me up at three in the morning; how am I going to do this feedback? Have you read Feedback that Sticks?

    Dr. Sharp: Oh, yeah. Classic.

    Dr. Rebecca: That’s a good one. Somebody stole my copy. So whoever stole it, you need to give it back.

    Dr. Sharp: Somebody stole my copy too. If you’re out there listening. I’m sure it was one of my postdocs or interns or something. I’m coming after you. Yes.

    So we’re talking a lot about the families, their role and parents. I know you mentioned self-advocacy earlier in the conversation, but I wanted to shine a little bit more of a spotlight on that. I feel like self-advocacy is, I don’t know if I call it a buzzword that almost minimizes the importance, but I’m curious your perspective on self-advocacy and how these young adults can take the reins a bit in this whole process.

    Dr. Rebecca: That one’s twofold. On the one hand, I am thrilled to see people taking on [00:49:00] a positive identity as like I’m a person with disability. Sometimes they’ll say with this difference and getting together with other folks to make positive change. Sometimes that’s lobbying, sometimes it’s sharing stories of lived experience.

    Sometimes you have folks partnering with researchers like last lecture I saw with Simon Baron-Cohen. He had two folks there with lived experience who were commenting on the findings and their own life. The more we can own what we need, again, the three pillars are know yourself, know what you need, and know how to get it.

    For the folks who are able to self-advocate for themselves, more power to you. I want my report to be something that makes that possible for you. That opens those doors to community and resources.

    We have to remember, too, that not everybody [00:50:00] is going to be in a great position to self-advocate for themselves. This is a tricky area where sometimes people’s disability leads them into situations where they could be taken advantage of. The formal term for that is undue influence.

    I have worked with young people who had been the victim of scams. I worked with a young man in his mid-20s, he was sexually attracted to young boys and his parents were terrified of what was going to happen if potentially he hurt a child, or even if somebody thought he was going to hurt a child, what could happen to him because he wasn’t able to exercise wise judgment to avoid some really significant problems.

    I assessed a young man who was trying to talk to a group of [00:51:00] girls. He was out in the community. He sees some pretty girls. He tries to talk to them. They call the cops on him. The police tell him sit down. He sits down, but what he didn’t understand was the policeman sit down and stay sitting down. So he sits down, then he gets up. The police slam him down and break his arm.

    We can’t assume that everybody is going to be ready to make all of their own decisions or maybe not at the same timeframe. I have teenagers, not every 18-year-old should be driving, making life decisions. Someone merges not ready. That’s okay.

    And so we get into this area that’s fraught with a lot of emotion, which is, what about when you have somebody who is going to need support, one of their support needs is to make good decisions. The most restrictive version of that is guardianship. [00:52:00] And that it’s gotten a bad rap partly because of Britney Spears. Do you remember the Free Britney?

    Dr. Sharp: Oh, sure.

    Dr. Rebecca: I think there’s a lot of misunderstanding of what a lot of families are intending to do when they’re seeking guardianship but guardianship is the most restrictive. I’ve never seen a guardianship case where I felt like the family was doing it to take advantage or to rob a child or relative of the decisions that they were able to make comfortably.

    If you’re not comfortable with guardianship, you can do supported decision-making agreements where you can have an attorney draw up a more individualized agreement and a legally binding agreement. You can also have power of attorney for specific things.

    Let’s say you have an 18-year-old who has developed psychosis, you may want to have [00:53:00] power of attorney for medical decisions so that you can help that young person if they’re in crisis and they need to be hospitalized so that you can get to the records and advocate for them and make sure that their prescriptions are filled.

    I don’t want to demonize these things because they often out in the media are seen as oh, you’re trying to take people’s rights away but we do have to think about the full continuum of, there’s all kinds of people out there. One size fits all is never one size fits all. It’s one size fits some. And so we got to focus on the person in front of us; their family, their culture, their goals, and individualize it around what’s going to open the most doors for them so that they can have a really high quality of life.

    Dr. Sharp: Yeah. I like the way that you frame that. I wonder if we might pivot to more concretely talking about our role as psychologists, what this looks like, the evaluation process, the [00:54:00] recommendations, the connecting with community resources. Really diving into our role in this whole process and what that looks like.

    Dr. Rebecca: We’re going to geek out. Okay. Now that I’m over 50, I find that a lot of what I was taught through the years is either outdated or we figured out it was wrong. A lot of things that I learned as gospel truth were wrong, whole language anybody.

    I learned, when I was in graduate school, that the people with autism, we use person-first language back then that they didn’t want friendships, that they weren’t interested. Oh my gosh, what were we thinking? So in terms of assessing the transition in mind, it’s this like Stephen Covey’s idea to begin with the end in mind. We’re thinking about quality of life and the maximum level of independence, choice, and possibility for this [00:55:00] person that’s going to be a good fit for them.

    I follow the standards of the American Association of Intellectual and Developmental Disability Standards. I think that guide is much more informative for us as psychologists than the DSM or the WHO guidelines. This particular guidebook, you can get it on Amazon. They’re emphasizing using multiple sources of data.

    As you know, this is a civil rights issue, we’re no longer diagnosing people with intellectual disability based on like a cutoff score. And so the trend has been to think more about adaptive functioning. And so now we’re being asked to go beyond just thinking about adaptive functioning scores to support needs. So the real emphasis is as we [00:56:00] move into the century kicking and screaming, we need to think more about support needs and get less hung up on a particular score.

    But that said, the standards tell us that we should be focusing on the Full Scale IQ. This is a difference from when I was first out there, if you had any index score that was above a 75, people wouldn’t diagnose intellectual disability. It didn’t matter if the full-scale was in the low 50s, if there was one score that popped up, it was, oh, no, I’m not going to do that to this child. I’m not going to label him/her/them, whomever.

    What they’re really saying is we need to think about the full scale, not only is it the most reliable, but it has the most predictive power for how hard are they going to find life in our complicated [00:57:00] society. So really looking at the full scale.

    Adaptive functioning is problematic as you know because what a lot of folks do, particularly in schools, I’m not picking on school psychologists. I know how little time they have. I know their caseloads are huge. They are tired, overworked people, and underpaid but a lot of times what they’ll do is they’ll send out an ABAS for example, the Adaptive Behavior Assessment Scale, and get a parent and a teacher to fill it out.

    People talk about IQ tests as being problematic and to some extent they are, but we know they have good predictive power. I have more problem with Adaptive Behavior Rating Scales as being sources of potential cultural bias. They’re also often out of date. When you pick up the ABAS, isn’t there still a question about do you use a pay phone?

    Dr. Sharp: Yeah. I [00:58:00] can’t remember that exact question, but I know what you’re talking about. There are many questions where it’s like, oh, this seems like …

    Dr. Rebecca: They ask questions about, does this child walk out into his or her neighborhood and go to a friend’s house? Well, societal norms have changed. Most kids don’t do that anymore.

    Dr. Sharp: That’s true.

    Dr. Rebecca: Cis girls are generally not given that kind of freedom to wander around and go to a friend’s house. The other big problem with our adaptive functioning scales is we have the bias, the culture, they get out of date. We also have human bias.

    I understand that people were like rating scales. Yes. They’re the only way to go, but human beings fill out rating scales and there’s no human being in the world who fills out a rating scale, who doesn’t have [00:59:00] biases and blind spots. I filled out rating scales for my own kids when I got them tested. I knew the factor analysis structure and I found myself wrestling with like my mom psychologist self.

    Dr. Sharp: It’s so hard

    Dr. Rebecca: I’m sure you’ve had the experience where you see a kid where they have significant support needs and their developmental trajectory is very different from the typical kid. The parent will fill out the rating scale all average.

    Dr. Sharp: Absolutely. That’s happened so many times.

    Dr. Rebecca: I know. Or the reverse where a teacher is, you may have a kid who’s perfectly capable, but maybe they have some externalizing behaviors and the teacher will fill out everything as the worst score as possible. Sometimes I get this for a kid who has gotten one B in their life and the teacher is filling out everything as if this kid has the highest level of support [01:00:00] needs possible.

    So what do we do about this is we’re looking for convergent validity here. We want to assess their conceptual development, their social development, their practical development. I am a big fan of getting a speech-language pathologist into the mix or doing my own language assessment, because having that language piece in there. I would rather assess and see what they do with an on demand test than trust that the parent is understanding what the test developers meant when they designed those communication scale items.

    The other big one is you looking very closely at their academics. If you have a kid whose parents are thinking about having them do diploma track, let’s say they’re 14 years old and all of their academic skills are like below the 3rd grade [01:01:00] level, this is going to be really hard and it’s not going to be pleasant.

    Sometimes we’re going to get teachers who will just socially pass the kid along. I was involved in a due process hearing where that had happened to a kid in a local school where the teachers probably out of good intentions just push them through and give them a diploma without them having learned anything and that shouldn’t happen.

    I want to assess their academics. I want to see work samples. If I can get the speech pathologist report, I want to see that. I want to see the last three psychological evaluations so I can get a sense of this kid’s trajectory.

    It’s so important that if we’re talking about someone whose support needs are consistent with intellectual disability, we need to make that diagnosis. [01:02:00] We need to make it clear that onset occurred before 18 is great before 22 is essential and make sure that we’ve documented that it is severe and persistent and that it’s not just a temporary thing for social security eligibility, the guidelines are out there.

    I think I sent them too in the resources. We can save families a whole lot of grief if we cut and paste some pieces from the Social Security Administration’s guidelines, put those in our report and answer those questions. Is it severe and persistent? Was the onset before age of 18? Do we have really significant problems with adaptive functioning, thinking, learning, concentrating? Do we have support needs related to activities of daily living and basic functional tasks that we all have to do?

    All of this is out there online but if we don’t know [01:03:00] about it, then what happens is you have a lot of kids who graduate or don’t graduate. They get out there and their parents are like, I need some support here. I need Social Security. I want to get them signed up for Medicaid.

    I want to get them connected up with vocational rehabilitation. I want to get them some career training. I want to get them eligible for different types of supported housing in the community. Unless your report is providing some information to meet the desired information that the state agencies need to see, they’re going to have to come back and pay for another psychological evaluation about, and that’s not good.

    Dr. Sharp: That’s a good point. You can almost think of it like evaluations we do for the MCAT or the LSAT or something like that, where there are some really specific language and criteria that they’re looking for. If we can think about that ahead of [01:04:00] time and put it in the report, it can save families a lot of hassle.

    Dr. Rebecca: Yeah, it’s a lot harder to get MCAT accommodations than it is to make sure that the social security stipulations are met. And those are only for intellectual disability. There’s 11 different categories. There’s intellectual disability and autism, and all sorts of ways that we can qualify someone for these social services. That’s our tax dollars at work; the good things our tax dollars do.

    If we’re not aware of what information has to be there, then they’re out of luck. Particularly notifying parents of things like see if you can talk to an attorney or a social worker to set up a special needs trust. Think about is there a supported decision making need or a guardianship need?

    Think [01:05:00] about this before the young person turns 18 because once they’re 18, they’re an adult in the eyes of the law and not everybody who’s chronologically 18 is ready to make wise decisions and assume all of that responsibility, never mind, fill out all the forms that come with being an adult.

    If we’re proactive, if we’re thinking about transition very early on, then we can make sure, even if we aren’t comfortable laying all of that out, making sure the families know like don’t let your child leave high school without that final report that I sometimes refer to casual as your exit ticket. That’s your last assessment that documents your present level of academic and adaptive performance. You must have one last psychological evaluation in high school.

    If you’re going to have significant support needs that need to be met that are not the [01:06:00] typical of peers with either more minimal disabilities or less support needs, the parents absolutely have to know that they shouldn’t waive their right to that last assessment because if they do, the moving walkway comes to an end. Once you’re out of K-12, it is almost impossible to get all of that information and try and go and apply for community and social services without that documentation.

    And that’s when very sadly they’re either lost and they don’t know where to go, or they have to then spend a bunch of money to get a private evaluation or private attorney, and we can spare them that.

    Dr. Sharp: Absolutely. I wanted to ask you about a situation that comes up in our practice I’d say fairly often, curious if you run into it and if so how you might tackle it. We have several evaluations, I would say, over the course of the year where we’ll have young adults who [01:07:00] are, they certainly don’t meet the IQ threshold so their IQs might be in the 80s, 90s, maybe even higher than that, but the adaptive functioning is legitimately very low. And that could be due to any number of things. Maybe it’s executive functioning or mood or autism or any number of things.

    And then we run into this little conundrum where the entities around town are reluctant to provide services because they don’t meet the “cutoff”. I’m curious, do you run into that, first of all?

    Dr. Rebecca: A lot of my students when I was a special educator were in that gap. Their support needs were not significant enough that they were in a certificate program, an individualized program, or in a life skills program, but at the same time, they were having a very hard time staying on diploma track, [01:08:00] even with co-taught classes, or some self-contained classes, or some pull-out.

    Everybody’s working really hard to try and get them through this curriculum, but if your IQ is, let’s say, it’s a 79 and your basic reading skills are really low, your basic math skills are really low, your working memory is not great, your processing speed is not great; this is suggesting a lot of support needs. I don’t have an answer for this because this is a lot of the population.

    When you think about the normal distribution, we’ve got 3% of kids on the high tail. These are super bright kids. We’ve got 3% of kids down with the more significant support needs. They’re down what we would call the extremely low range but [01:09:00] what about those kids who are more than a standard deviation below the average?

    In that chunk where they’re under 85, but they’re not quite below 70, we have the hardest time figuring out how to make a good educational experience and a good quality of life for those kids. I think this is one of those things where it’s going to take a lot of parents demanding that we do better.

    Look at like case of vendor F went all the way through the Supreme court saying that kids had to make more than just minimal progress in one area. This is going to have to come up with a groundswell of parents and clinicians working together to say we need something else. We cannot just have the one size fits all education program and expect good outcomes for everybody.

    Dr. Sharp: Sure. I wonder if that might be a nice segue to maybe our last [01:10:00] topic here before our time runs out, always goes by very fast, but you have brought advocacy in house in your practice. Is that right?

    Dr. Rebecca: We did.

    Dr. Sharp: Yes. Tell me about that. How does that work in a mental health practice? Tell me all about this. I’m very curious about this service within a private practice because we only see it out in the community. It’s maybe an attorney. It’s an advocacy group. It’s the Arc, which you mentioned. It’s that kind of thing. And so I’m curious how this works in a private practice.

    Dr. Rebecca: It wasn’t my idea, but during the pandemic, we had a lot of advocates that we really loved retire. A lot of folks during the pandemic were like, I think I’m done. This is my time or they were scaling back or else the wait lists are huge.

    For me that my practice has always [01:11:00] had a lot of focus on special education, I come from these two traditions and it’s really important to me that any reports that we do are useful to school teams, that we’re trying to collaborate, inform and work together as opposed to throw a Molotov cocktail into the middle of the meeting.

    The other piece that we found was for families to get psychological testing is insurance companies, you know this, it’s very hard to get them to pay for it, particularly when they’re saying, oh, that’s educational. We don’t cover that.

    We found a burden for the families if they had done testing and then maybe their insurance company had said, too bad, we’re not paying for that. We’re not going to reimburse you for it to then say, oh, now you have to go and pay a whole bunch of thousands of dollars for an advocate to do a lot of the work that we’ve already done.

    We’ve [01:12:00] reviewed the file. We’ve reviewed all the psychological evaluations. We’ve reviewed the speech and the occupational therapy. We’ve looked at work samples. We’ve looked at the IEP goals. We were already doing so much of it that it seemed like we could do it cheaper for them and also not have a handoff because as you know as a business owner, the handoff is everything. If I hand off to somebody who does a bad job, I am going to get blamed, and rightfully so.

    Two of the therapists in my practice were really interested in this. They had experiences being part of multidisciplinary teams and they got some extra training. I help out with the advocacy program as well. It seemed like a service line that we needed to start providing because there was such a need.

    Dr. Sharp: That’s fantastic. I assume, I was about to ask a really dumb question, I’ll just say it because that happens [01:13:00] sometimes. I was about to say, I assume you charge for it. You’re not doing this for free. What is the pricing model for something like this? Is it per hour kind of deal or is it a flat rate for some kind of package? How does this work?

    Dr. Rebecca: I would love to be able to charge like attorneys and be like, give me $5,000 and I’ll do whatever I want with it. We’re not doing that. We’re not trying to gouge people because these are existing patients. We’re trying to provide a service that’s part of the care that they’re already getting. So it’s an hourly.

    I do know some advocates who do a retainer system. If they’re doing a lot of heavy duty advocacy where this is potentially a case where you’re talking about a lot of meetings, central office is involved, mediation is involved. Generally, if a case is going [01:14:00] to be that involved, then we have a whole bunch of advocates in the community that we like and trust and so we’ll put them in their very capable hands.

    Dr. Sharp: I got you. That’s cool. This is one of those things, we think about alternative service lines in our practice a lot. This is a great example of something that integrates well with our services assuming you’re working with adolescents’ developmental concerns. I appreciate it.

    Dr. Rebecca: It’s the brand of having an educationally focused is to bring neuropsychology and the special education focus all together with emphasizing the quality of experience for the patients and their families. That’s the zone we’re trying to live in.

    Dr. Sharp: Yeah, I like that. I know we’ve talked about a lot of things. You have given me so many resources. I think the show notes [01:15:00] for this episode are going to be very rich.

    If folks are listening and they want to dive in a little bit more and wrap their minds around transition-related resources, support for young adults, do you have a top one or two resources that folks might check out just to start to head down that path a little bit?

    Dr. Rebecca: Yeah, I would start with, I got it right here in case I need to reference it, the Intellectual Disability Definition, Diagnosis, Classification and System Supports. That’s the standard for diagnosing intellectual disability at this point. There’s a lot of great information in there about thinking about support needs.

    I think that organizations like the Arc, TASH, ASAN; the Autism Self Advocacy Network, these [01:16:00] places have a lot of really rich information about advocacy. There is rights law, for example. I have many things in the resources.

    I know I’m a drink-from-the-fire-hose type of person. I tend to suck down a lot of information. I did this basically what we’ve been talking about today, I have as a presentation that I’ve given two times, if people want me to speak for their hospital or their clinic or whatever. I love this topic. As you can see, it means a lot to me. So they’re welcome to reach out there as well.

    Dr. Sharp: Fantastic. What’s the best way to contact you for those who are interested?

    Dr. Rebecca: Through the website. It’s resnikpsychology. Again, not because I’m a huge narcissist, but because it was branding advice and things. Resnik is one of those [01:17:00] Eastern European Jewish names that has five different ways to spell it. So mine is without C in the end.

    Dr. Sharp: Got you. That sounds good. We’ll put that in the show notes along with all of the other resources that you shared. So super grateful. This is a great conversation and it flew by. I know there’s a lot more that we could say about this, but I really enjoyed it. Thanks for being here.

    Dr. Rebecca: It’s good to talk with you again. Thanks a lot.

    Dr. Sharp: All right, y’all. Thank you so much for tuning into this episode. Always grateful to have you here. I hope that you 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 podcast.

    If you’re a practice owner or aspiring practice owner, I’d invite you to check out The Testing Psychologist [01:18:00] mastermind groups. I 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 thetestingpsychologist.com/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.

    The information contained in this podcast and on The Testing Psychologist website are intended for informational and educational purposes only. [01:19:00] 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. Similarly, no supervisory or consultative relationship is formed between the host or guests of this podcast and listeners of this podcast. If you need the qualified advice of any mental health practitioner or medical provider, please seek one in your area. Similarly, if you need supervision on clinical matters, please find a supervisor with expertise that fits your needs.

    Click here to listen instead!

  • 456. Transition-Related Resources w/ Dr. Rebecca Resnik

    456. Transition-Related Resources w/ Dr. Rebecca Resnik

    Would you rather read the transcript? Click here.

    Thousands of developmentally delayed adolescents and young adults are transitioning out of high school and into the “real” world every year. Unfortunately, it’s a big leap for many of them to go from a well-supported educational environment to a relative absence of support after they turn 18. My guest today, Dr. Rebecca Resnik, cares deeply about these folks and how neuropsychologists can help them transition more successfully into adulthood. Here are a few topics that we dive into:

    • Why this transition period is so important for young adults
    • The importance of self-advocacy
    • How neuropsychologists can help and support these young adults
    • Advocacy within private practice

    Cool Things Mentioned

    Featured Resource

    I am honored to partner with two AMAZING companies to help improve your testing practice!

    PAR is a long-time supporter of the Testing Psychologist podcast, and I will continue to bring you featured items from their catalog! Listen to each episode for specific product recommendations and links. Learn more at www.parinc.com.

    TherapyNotes is the leading EHR system for mental health practitioners. I’ve used TherapyNotes for over 10 years, and it just keeps getting better. Use this link and the promo code “testing” to get two free months and try it for yourself! www.therapynotes.com/testing

    The Testing Psychologist podcast is approved for CEU’s!

    I’ve partnered with At Health to offer CE credits for podcast episodes! Visit this link to access current and past episodes available for CE credit. You can use code “TTP10” for a discount on ALL the course credits you purchase from At Health!

    About Dr. Rebecca Resnik

    Dr. Rebecca Resnik, Licensed Psychologist, specializes in neuropsychological assessment in her group practice, Rebecca Resnik and Associates LLC, with offices in North Bethesda, MD. She is former President of the Maryland Psychological Association, co-founder of the Computational Linguistics and Clinical Psychology workshop (10 years running at the North American Association for Computational Linguistics). Dr. Resnik loves conducting Continuing Education for psychologists and educators.

    Get in Touch

    About Dr. Jeremy Sharp

    I’m a licensed psychologist and Clinical Director at the Colorado Center for Assessment & Counseling, a private practice that I founded in 2009 and have grown to over 20 clinicians. I earned my undergraduate degree in Experimental Psychology from the University of South Carolina before getting my Master’s and PhD in Counseling Psychology from Colorado State University. These days, I specialize in psychological and neuropsychological evaluation with kids and adolescents.

    As the host of the Testing Psychologist Podcast, I provide private practice consulting for psychologists and other mental health professionals who want to start or grow psychological testing services in their practices. I live in Fort Collins, Colorado with my wife (also a therapist) and two young kids.

    Ready to grow your testing services? Click below to schedule a complimentary 30-minute pre-consulting call!

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  • 455 Transcript

    [00:00:00] Hello everyone. 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 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/therapynotes 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/products/spectra. 

    [00:01:00] Hey everybody. We’re back. Today, we’re talking about an age-old chicken or egg question for a practice. Do you hire first and hope the new clinician gets busy or do you build out a lengthy waitlist before hiring?

    As usual, the answer is it depends. We’ll talk about when it makes sense to choose one strategy over the other and when to forget about hiring altogether.

    Now, if you want to talk through this question or any other question, I would be happy to help you out. Right now, my groups are full and running until the next cohort starts in January, but I’m available for one-on-one strategy sessions or extended relationships for consulting. You can go to thetestingpsychologist.com/consulting and schedule a pre-consulting call to see if it would be a good fit.

    All right, let’s talk about hiring.

    [00:02:05] Okay, everybody. We are back. Let’s get right to it. I don’t want to bury the lead. So I will tell you right off the bat that I take the more conservative approach and wait to hire until I have proof that we can support that new hire with plenty of referrals. The longer story here is that there are certain situations when you can hire without those booked appointments, and we’ll dive into when that might be appropriate as well.

    I’ll preface this discussion by saying that this is industry-specific, particularly in startups, software, retail, and many other industries, you have to hire personnel before any business comes through the door. For example, when we started our software company, Reverb, it killed me because we spent a lot of money long before we started selling anything. But in mental health, we have a little bit more of a choice and that’s what we are talking about today.

    Let me start first with my [00:03:00] rationale for not taking what I call the field of dreams approach; if you build it, they will come, i. e hiring and then filling the schedule afterward.

    Here’s why I like to have a waitlist or a full schedule before hiring.

    One thing, it is less risky for both parties. The incoming employee has a sense of stability and the impression that they are joining a thriving business. It’s less of a leap of faith for you. It takes the pressure off to fill someone’s schedule quickly to justify a salary or increased rent. And like I said, it is more secure for the incoming person as well, just from a psychological standpoint.

    What else does it help with?

    It gives you more confidence from the beginning of the hiring process. If you know that the individual is going to have a full schedule, whatever that looks like, I mean, it could be 10 hours a week, it could be 35 hours a week, I think it leads to more [00:04:00] confidence all the way down the line,  all the way back to the beginning of the hiring process. So you presumably will have a better idea of what you can pay them because you have guaranteed  “revenue on the books”, which means you can write a clearer job description, you can answer their questions confidently during the interview process, and you know that they will be generating revenue quickly after starting. So confidence all the way down the line.

    Another thing is that I think it dangles a carrot for clients because you can schedule folks further out, but let them know that you’re hiring and will likely be able to move them up to an earlier time. Now, you don’t want to make that promise if you’re not fairly certain you’re going to be able to hire someone, but I think it is nice to let clients know, Hey, we’ll get you on the books, but there’s a good chance that you might be able to bump up when we hire a new clinician and need to fill their schedule.

    [00:05:00]The last piece of this rationale to have a wait list going before you hire someone is that it saves on marketing dollars. So rather than having to push heavy marketing or invest more to fill someone’s schedule after they start, you simply pull from existing clients and you can move them up on the calendar.

    Okay. What are the downsides of this conservative approach?

    First, it will likely take longer to feel comfortable in hiring. If you’re waiting to build up enough referrals to justify hiring someone else, it’ll push back the hiring date and growth of your practice because you are trying to build a longer waitlist or book further and further out. So it will push back hiring. If you’re in a huge hurry to hire, this may not be the plan for you.

    Another downside is that you may lose folks who don’t want to wait on a waitlist or book further out. I know this is an issue in some places or in some [00:06:00] specialty areas, but at least in the area of neurodevelopmental evals for both kids and adults, I think it is pretty standard to be booking 3 to 6 months out. In our practice specifically, we routinely book at least 5 to 7 months out with no problems.

    Now, there is some research out there around the longer people have to wait, the more likely they’re going to not fulfill that appointment because they maybe found services elsewhere or decided they didn’t need it, but there is certainly a precedent for booking further and further out still. Important to mention, you may lose folks who don’t want to wait on a waitlist. And that’s the fear that gets a lot of people into this place of wanting to hire quickly is that they don’t want to lose anyone, but you can evaluate your industry and figure out what is reasonable and how long people are willing to wait, and what the standard is. Don’t just operate from that fear-based place.

    [00:07:00] Another downside of the conservative approach is that you’ll immediately be thrust into a busier practice if you’re bringing someone on to a full schedule. There’s less time and space to adapt and onboard a new staff member and sort through any problems that might come up after they start because they are just hitting the ground running and seeing a full caseload.

    Let’s take a break to hear from a featured partner.

    Y’all know that I love TherapyNotes, but I am not the only one. They have a 4. 9 out of 5-star rating on trustpilot.com and Google, which makes them the number one rated Electronic Health Record system available for mental health folks today. They make billing, scheduling, note-taking, and telehealth all incredibly easy. They also offer custom forms that you can send through the portal. For all the prescribers out there, TherapyNotes is proudly offering ePrescribe as well. And maybe the most important thing for me is that they have [00:08:00] live telephone support seven days a week so you can actually talk to a real person in a timely manner.

    If you’re trying to switch from another EHR, the transition is incredibly easy. They’ll import your demographic data free of charge so you can get going right away. So if you’re curious or you want to switch or you need a new EHR, try TherapyNotes for two months absolutely free. You can go to thetestingpsychologist.com/therapynotes and enter the code “testing.” Again, totally free. No strings attached. Check it out and see why everyone is switching to TherapyNotes.

    The SPECTRA- Indices of Psychopathology provides a hierarchical dimensional look at adult psychopathology. Decades of research into psychiatric disorders have shown that most diagnoses can be integrated into a few broad dimensions. The spectra measures 12 clinically important constructs of depression, anxiety, social anxiety, PTSD, Alcohol Problems, [00:09:00] Severe Aggression, Antisocial Behavior, Drug Problems, Psychosis, Paranoid Ideation, Manic Activation, and Grandiose Ideation. That’s a lot. It organizes them into three 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/products/spectra.

    All right, let’s get back to the podcast.

    In my mind, there are some situations where you can hire without a long wait list or without booking way far out. And here are some of those situations.

    One is that you somehow have a guarantee of lots of referrals in the future. Maybe you signed a contract with a local agency and they’re holding onto those referrals until you have a clinician [00:10:00] to see them. Maybe you have a handshake agreement with a local medical practice to send you referrals when You have a clinician. Maybe you deliberately try to hire someone who brings a lot of referrals with them, or you’ve determined they’re responsible for bringing in their own referrals, doing marketing, and so forth. If you somehow have a reasonable guarantee that you’re going to get a lot of referrals when you hire, then that could be a good situation to just go ahead and pull the trigger.

    Another situation might be that you hire someone who doesn’t “need to work” and can wait while you build up their caseload. If you go this route, just try to be transparent with folks. I like to give them a worst-case scenario for how long it’ll take to build their caseload so that they’re not waiting around and thinking they’re going to be making money before they do.

    Another reason you might be willing to hire without [00:11:00] referrals is you are willing to invest a potentially large amount of money and time into marketing via Google ads, a warm relationship campaign, that kind of thing. So if you just buckle down and you know, like I’m going to be spending a lot of money on advertising and doing whatever I need to do to fill this person, then it could work.

    And the last reason I’m going to give is, if you have a financial cushion to float the rent and increased admin cost for a new employee, it might be worth doing it. The biggest concern with a lot of these or with this situation is that you end up upside down because you’re paying someone even if they aren’t bringing in work. This also includes any compensation that you would have to pay for training and onboarding. Of course, we’re not necessarily talking about clinical compensation. Hopefully, you’re not paying them a [00:12:00] salary before they’re seeing clients, but you will have to pay for training and onboarding. And those costs sometimes add up. But if you have a financial cushion to float it, you might feel more confident to hire without those referrals.

    So where does this leave us?

    As you can tell, I am a big fan of the more conservative approach to hiring where you bank a longer wait list to give some guarantee that you’ll have some appointments to fill your new person’s schedule.

    And this is the way that we approach it. We typically will hire someone new and then backfill their schedule with folks who are booked further out. So these are folks who have already booked appointments with us and we will call them and say, Hey, a pleasant surprise. We have a new staff member. You can get in sooner.

    Now, this is a little more work on the admin side, but again, this is the process that we have come up with in our practice. You could always hire a staff member and then book [00:13:00] their appointments as the calls come in. I think that is a little tougher because again, it doesn’t let the person start with a full schedule, whereas backfilling before they start from an existing pool of scheduled clients allows them to hit the ground running whenever you would like them to, rather than just waiting for calls to come in and filling their schedule organically. So I like that approach.

    Full disclosure though, this is my MO. I trend into slight hoarding behavior to feel a sense of security. This applies to money, booked appointments- our waitlist is a sense of security for me, stocking our pantry and refrigerator, and honestly many other things. So just putting that out there, this is a personality trait or quality for me and that may not be true for you. You could be in a situation or niche where hiring before you technically have people on the books could be a great option. [00:14:00] But it’s just another example of how important it is, I think, to notice how your personality or emotional functioning or viewpoint is going to influence your business. And that’s something that I’m aware of and acknowledging and know that it’s playing a role for me. Either way, make sure that you have the time to train and onboard your new personnel so that they have a successful transition into your practice.

    All right, y’all happy hiring.

    All right, y’all. Thank you so much for tuning into this episode. Always grateful to have you here. I hope that you take away some information that you can implement in your practice and 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, Spotify, or wherever you listen to your podcast.

    [00:15:00] If you’re a practice owner or aspiring practice owner, I’d invite you to check out The Testing Psychologist mastermind groups. I 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 thetestingpsychologist.com/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.

    The information contained in this podcast and on The Testing Psychologist [00:16:00] website is 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 the host or guests of this podcast and the listeners of this podcast. If you need the qualified advice of any mental health practitioner or medical provider, please seek one in your area. Similarly, if you need supervision on clinical matters, please find a supervisor with expertise that fits your needs.

    Click here to listen instead!

  • 455. Should You Hire First or Build Referrals First?

    455. Should You Hire First or Build Referrals First?

    Would you rather read the transcript? Click here.

    Today we’re tackling an age-old chicken or egg question: do you hire first and hope the new clinician gets busy, or do you build out a lengthy waitlist before hiring? As usual, the answer is “it depends”! We’ll talk about when it makes sense to choose one strategy over the other, and when to forget about hiring altogether.

    Cool Things Mentioned

    Featured Resources

    I am honored to partner with two AMAZING companies to help improve your testing practice!

    PAR is a long time supporter of the Testing Psychologist podcast, and I will continue to bring you featured items from their catalog! Listen to each episode for specific product recommendations and links. Learn more at www.parinc.com.

    TherapyNotes is the leading EHR system for mental health practitioners. I’ve used TherapyNotes for over 10 years, and it just keeps getting better. Use this link and the promo code “testing” to get two free months and try it for yourself! www.therapynotes.com/testing

    The Testing Psychologist podcast is approved for CEU’s!

    I’ve partnered with At Health to offer CE credits for podcast episodes! Visit this link to access current and past episodes available for CE credit. You can use code “TTP10” for a discount on ALL the course credits you purchase from At Health!

    About Dr. Jeremy Sharp

    I’m a licensed psychologist and Clinical Director at the Colorado Center for Assessment & Counseling, a private practice that I founded in 2009 and have grown to over 20 clinicians. I earned my undergraduate degree in Experimental Psychology from the University of South Carolina before getting my Master’s and PhD in Counseling Psychology from Colorado State University. These days, I specialize in psychological and neuropsychological evaluation with kids and adolescents.

    As the host of the Testing Psychologist Podcast, I provide private practice consulting for psychologists and other mental health professionals who want to start or grow psychological testing services in their practices. I live in Fort Collins, Colorado with my wife (also a therapist) and two young kids.

    Ready to grow your testing services? Click below to schedule a complimentary 30-minute pre-consulting call!

    [x_button shape=”square” size=”large” float=”none” href=”https://app.acuityscheduling.com/schedule.php?owner=13476033&appointmentType=2843005″ target=”blank” info=”none” info_place=”top” info_trigger=”hover”]Schedule Your Call[/x_button]

  • 454 Transcript

    [00:00:00] Hello everyone. 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 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/therapynotes and enter the code “testing”.

    This podcast is brought to you by PAR.

    Use the Feifer Diagnostic Achievement Test to hone in on specific reading, writing, and math learning disabilities and figure out why academic issues are occurring. Learn more at parinc.com/feifer.

    Hey folks, welcome back to The Testing Psychologist podcast. [00:01:00] Let’s talk about some money. It’s another business episode focusing on finances.

    The longer I do this, the more convinced I am that having a good handle on finances drives everything in your practice. Unless you’re running a practice as a hobby with no regard for profit or financial sustainability, you have to know your numbers. The trouble is that many people don’t know how to start getting a handle on finances. And today we will talk about the financial model that I use in our practice and how it can be helpful in your practice.

    Now, if you are a practice owner and you would like some support in running, growing, starting, or scaling that practice, I’d love to help you out. We’re in the middle of Group Mastermind cohorts. Cohorts typically start in July and January. So at this point, if you are interested in consulting, we could talk about doing some individual work one-on-one, dive deep, and figure [00:02:00] out what might be most helpful for you. You can go to thetestingpsychologist.com/consulting and check it out.

    All right, let’s talk about this financial model.

    All right everyone, let’s dig into it.

    Before I totally dive into it though, I want to encourage all of you to go check out the YouTube video that accompanies this episode. There will be a link in the show notes to the YouTube video. In that video, I walk through the model that I use. I do a screen share and plug in some numbers, tweak the model a little bit, and just show you how it works. I think it’s really hard to describe a spreadsheet and talk about numbers in general on an audio podcast. So that video is a great accompaniment.

    [00:03:00] Let’s talk about it. I’ve made a lot of financial mistakes in my practice over the years. You’ve probably heard about these mistakes if you’ve listened to the podcast for any amount of time. It goes from ignoring the aging for the first 3 to 4 years and racking up about $90, 000 in unpaid bills to paying people too much to overspending on office snacks. Y’all know those organic pretzels cost a lot. There are many pitfalls for mental health businesses. Testing materials are going up. The list is endless.

    Around 2018, I started to hit a breaking point and began having conversations with friends about whether running a private practice was worth it, by which I meant, I’m not making enough money to justify this whole thing.

    I just want to pause and emphasize that there is no shame in struggling with finances. I consider myself to be a relatively financially savvy person in terms of investments, [00:04:00] money management, and so forth, but creating and sticking to an actual financial model in practice was very hard. And like any other skill outside of clinical work, we were not taught this stuff in grad school. Don’t get down on yourself if it does not come intuitively. There is learning involved and that takes time.

    Since then, I have sought help from several financial professionals to get on track. It’s an iterative process. I’ve gone through a number of models to dial in the finances for the practice and I think I’ve finally arrived at one that fits my needs. And so this model that I’m going to talk through and that I’m going to show you in the video was a collaboration between myself and Jennie Schottmiller at Simple Profit. She is a financial professional and an accountant, and she helped tweak this model to make it picture-perfect. I want to make sure and give her a shout-out. She runs an amazing Facebook group for [00:05:00] finances and financial help for mental health practice owners. She’s also a social worker, so she gets it from both sides. She’s been on the podcast before. I’ll provide all those links in the show notes, but shout out to Jennie for helping tweak and perfect this model.

    What exactly is a financial model? That sounds fancy, right?

    It’s a fancy phrase for a budget. I’ll be at a somewhat complex budget. The bottom line is that a financial model should tell you how much you’re making and can expect to make, how much you’re spending, and how much “extra” you’ll have. This is relatively simple for a solo practice, but it becomes really important when you start hiring folks, expanding office space, and/or considering significant purchases or changes in your practice.

    The model that we’re going to talk through, I think is probably most helpful for those of you who have employees or contractors of [00:06:00] some sort, whether it’s admin or clinical, and those of you who are considering expansion. It could still be helpful for solo practices. It might just be a little bit of overkill.

    What are the components of my model?

    I try to keep it pretty simple. I think I’ve mentioned here before, maybe not, but in the software company that I started, Reverb, we have an extensive financial model. I’m talking, you open the spreadsheet and it is 20 different sheets with calculations, thousands of rows, and a lot of predictive power. It’s a super complex model. That is not what I’m talking about here. For a practice like ours, I try to keep it pretty simple.

    Within the main spreadsheet, there are three main separate sheets. One is called payroll expenses, one is called predicted revenue or the cost of each employee, [00:07:00] and one is called the full budget. Let’s walk through these.

    The payroll sheet; this sheet details the hours of compensation and benefits for all of your employees. You can tweak it to make it fit for contractors. That’s a pretty easy fix. At the end, by which I mean the right-most row, it gives me a salary number. So this is what the employee is going to make per year. And that’s what goes on their offer letter. But it also gives me a true employee cost number, which is how much an employee costs the practice, including compensation, payroll taxes, and all the benefits that you’re going to throw in.

    I’ve talked here before about how a lot of practice owners get tripped up because they will calculate someone’s salary. That’s great. Like, let’s say that person is making $100, 000 a year, fantastic, but they forget to include the extra [00:08:00] expenses that go along with that, like payroll taxes – that’s going to add about 8%, benefits, that’s going to add anywhere from 2 to 7% or maybe more. And so you end up costing more for each employee than just their salary. So this spreadsheet gives me the true employee cost number, not just their salary. So that’s the first sheet. Pretty straightforward, right?

    The next sheet I’m going to jump to is the full-budget sheet. This is also pretty straightforward. It’s a summary sheet that has your total income and expenses. Now, the work that you would do on the spreadsheet is that you’re going to fill in the major expenses. For our practice, these are rent, testing materials, software, office supplies, marketing, and legal and professional services. If you remember from conversations with your accountant, [00:09:00] these are the big categories you’re going to have to group all your expenses into. There are certainly more. I’m not saying this is all of them, but these are the major expenses. The way I have the sheet set up, you can sub in and out the different expenses, you can change them, you can add rows, and so forth, but these are the major expenses that you’re going to input and it will give you the monthly and annual cost of each of these expense areas. Then, I go ahead and add a 5% buffer or multiplier to the expense category, just to make sure that I’m overestimating expenses. I’d rather be conservative and overestimate and then be pleasantly surprised than underestimate and be unpleasantly surprised.

    Let’s take a break to hear from a featured partner.

    Y’all know that I love Therapy Notes but I am not the only one. They have a 4. 9 out of 5-star rating on [00:10:00] trustpilot.com and Google, which makes them the number one rated electronic health record system available for mental health folks today. They make billing, scheduling, note-taking, and telehealth all incredibly easy. They also offer custom forms that you can send through the portal. For all the prescribers out there, TherapyNotes is proudly offering ePrescribe as well. And maybe the most important thing for me is that they have live telephone support seven days a week. So you can actually talk to a real person in a timely manner.

    If you’re trying to switch from another EHR, the transition is incredibly easy. They’ll import your demographic data free of charge. So you can get going right away. So, if you’re curious, or you want to switch, or you need a new EHR, try TherapyNotes for two months, absolutely free. You can go to thetestingpsychologist.com/therapynotes and enter the code “testing”. Again, totally free, with no strings attached, check it out and see [00:11:00] why everyone is switching to TherapyNotes.

    The Feifer Diagnostic Achievement Tests are comprehensive tools that help you help struggling students. Use the FAR, FAM, and FAW to hone in on specific reading, writing, and math learning disabilities, and figure out why academic issues are occurring. Instant online scoring is available via PARiConnect, and in-person e-stimulus books allow for more convenient and hygienic administration via tablet. Learn more at parinc.com\feifer.

    All right, let’s get back to the podcast.

    The other component of the full budget sheet is it will ultimately calculate how much you’re going to owe in taxes, how much profit you’re going to have- those are related, and how much you are going to take home annually and monthly as the owner of the practice.

    All right. The third sheet is called [00:12:00] the predicted revenue sheet. This is where I think the magic happens. This sheet will also calculate the cost of each employee relative to your expenses and it’ll let you know how much each employee is covering your overhead, so to speak. So once you calculate your expenses and estimate how many hours your employees will be billing and their average compensation, you’ll be able to figure out what percentage of revenue is dedicated to expenses for each employee.

    Let’s bring this to life a little bit. If you have three employees billing $200, 000 a year, that is $600, 000 in total revenue, right? Let’s just say that your expenses total $150, 000. So expenses are going to equal 25% of your total revenue. That is 150, 000/600, 000 = 25%.

    [00:13:00]  Now you can calculate whether each employee is covering their share of expenses, which lets you figure out which employees are most profitable and which ones are less profitable.

    Taking our example, we know that each employee is generating $200, 000 a year in revenue. We know that expenses will be 25% of that. So about $50, 000 per employee. So each employee now has essentially $150, 000 “leftover” to cover their salary benefits and hopefully have some profit leftover.

    If the true employee cost for employee number one, that is salary plus benefits is $132, 000, then you’re going to have $18, 000 leftover for profit, which is about 9%. Again, lots of numbers here. I know that. Definitely go check out the video. It’ll bring it to life a little bit more. If you’re [00:14:00] paying employee number two a little less, and their true employee cost is $120, 000, then you’re making $30, 000 in profit, which is 15% on that employee. 

    And if you’re paying employee number three a lot, maybe they’re a leadership team member or very experienced, or you want to keep them and you decide to pay them more to try to do that, let’s say you’re paying them $151, 000, or they cost you $151, 000, then you’re actually going negative for them because remember they are not covering expenses, right?  Their true employee cost is eating into the amount that we need to cover expenses, but that’s okay because the other two employees make up for it. And this third employee is a valuable member of the team who takes a lot off your plate, let’s say.

    You can see the value in this kind of model. [00:15:00] It’s very helpful for folks who want to know if they can afford to give people raises or how much to pay people at hiring time, whether to start with a salary or whether they can afford to rent a larger office and any number of other things. That’s the cool thing about it. I think it’s pretty easy to change up some of these numbers and get an instant feedback mechanism for the impact of changes in cost or salary or compensation and whatnot.

    Now, as usual, like I said, when talking about finances and spreadsheets on a podcast, this is very difficult. It can be complicated. So again, I’ll just encourage you make sure and go to the link in the show notes to check out the YouTube video to watch this video, where I will be screen sharing the model and talking through each component of the spreadsheet.

    And if you are not a financially minded person, that is 100% okay. I’m happy to chat with [00:16:00] you. There are also plenty of other professionals who can chat with you, but this could be an awesome topic for what I call a strategy session. This is just a one off consulting call where we meet for an hour. I’ll be happy to help put in the inputs for each sheet here and get you a working financial model. I think we could easily do it within 30 to 60 minutes. So keep that in mind. And again, you can go to thetestingpsychologist.com/consulting to set that up. I look forward to maybe working with some of you on finances. And if not, I think this is totally doable on your own, check it out and enjoy manipulating some of those numbers.

    All right, y’all. Thank you so much for tuning into this episode. Always grateful to have you here. I hope that you take away some information that you can implement in your practice and in your life. Any resources that we [00:17:00] 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.

    If you’re a practice owner or aspiring practice owner, I’d invite you to check out The Testing Psychologist Mastermind Groups. I 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 thetestingpsychologist.com/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.

    [00:18:00] 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 the host or guests of this podcast and listeners of this podcast. If you need the qualified advice of any mental health practitioner or medical provider, please seek one in your area. Similarly, if you need supervision on clinical matters, please find a [00:19:00] supervisor with an expertise that fits your needs.

    Click here to listen instead!

  • 454. The Importance of a Financial Model

    454. The Importance of a Financial Model

    Would you rather read the transcript? Click here.

    Today is another business episode focusing on finances. The longer I do this, the more convinced I am that having a good handle on finances drives literally everything in your practice. Unless you’re running a practice as a hobby with no regard for profit or financial sustainability, you have to know your numbers. The trouble is that many people don’t know how to start getting a handle on finances. Today, we’ll talk about the financial model that I use and how it can be helpful in your practice.

    Cool Things Mentioned

    Featured Resources

    I am honored to partner with two AMAZING companies to help improve your testing practice!

    PAR is a long time supporter of the Testing Psychologist podcast, and I will continue to bring you featured items from their catalog! Listen to each episode for specific product recommendations and links. Learn more at www.parinc.com.

    TherapyNotes is the leading EHR system for mental health practitioners. I’ve used TherapyNotes for over 10 years, and it just keeps getting better. Use this link and the promo code “testing” to get two free months and try it for yourself! www.therapynotes.com/testing

    The Testing Psychologist podcast is approved for CEU’s!

    I’ve partnered with At Health to offer CE credits for podcast episodes! Visit this link to access current and past episodes available for CE credit. You can use code “TTP10” for a discount on ALL the course credits you purchase from At Health!

    About Dr. Jeremy Sharp

    I’m a licensed psychologist and Clinical Director at the Colorado Center for Assessment & Counseling, a private practice that I founded in 2009 and have grown to over 20 clinicians. I earned my undergraduate degree in Experimental Psychology from the University of South Carolina before getting my Master’s and PhD in Counseling Psychology from Colorado State University. These days, I specialize in psychological and neuropsychological evaluation with kids and adolescents.

    As the host of the Testing Psychologist Podcast, I provide private practice consulting for psychologists and other mental health professionals who want to start or grow psychological testing services in their practices. I live in Fort Collins, Colorado with my wife (also a therapist) and two young kids.

    Ready to grow your testing services? Click below to schedule a complimentary 30-minute pre-consulting call!

    [x_button shape=”square” size=”large” float=”none” href=”https://app.acuityscheduling.com/schedule.php?owner=13476033&appointmentType=2843005″ target=”blank” info=”none” info_place=”top” info_trigger=”hover”]Schedule Your Call[/x_button]

  • 452 Transcript

    [00:00:00] Dr. Sharp: 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 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/therapynotes and enter the code “testing”.

    This episode is brought to you by PAR.

    The new PAR training platform is now available and is the new home for PARtalks Webinars, as well as on-demand learning and product training. Learn more at parinc.com\resources\par-training.

    Hey everyone. Welcome back to the podcast. Welcome back to [00:01:00] another business episode. Today, my guest is talking about positive leadership with me. My guest is Nicole McCance. She is a psychologist (retired) turned business coach for therapists scaling to a group practice. She expanded her private practice to 55 therapists and multiple 7 figures in three years with toddler twins at home. No easy feat.

    Nicole sold her clinic in the 4th year and then retired as a psychologist in her 5th year. She now teaches therapists and mental health professionals how to help more people, make more money, and have more freedom following her proven method. Part of that method is positive leadership.

    So we are talking about that today. And as you all know, if you run a practice of any size, leadership is one of the most challenging aspects of growing a practice. We were not taught how to run a business in graduate school and we certainly weren’t taught how to be an actual leader of that business.

    So Nicole and I talk about her [00:02:00] framework for positive leadership, which she takes as a marriage between positive parenting and positive psychology. It is a clearly defined four-step process, like many of her approaches, and it’s meant to help us engage in a positive leadership style. So we talked through the approach and many other things during the conversation.

    So without further ado, I hope you enjoy this conversation about positive leadership with Nicole McCance.

    Nicole, hey, welcome to the podcast.

    Nicole: So happy to be here.

    Dr. Sharp: Thanks for being here. I’m excited to be talking with you. You are all over social media, so I felt honored and starstruck when you reached out to [00:03:00] connect.

    Nicole: As you were, guys.

    Dr. Sharp: I really do. I’m like, oh, good example. That’s a whole other conversation of how you use Instagram to promote a mental health business, but we’ll save that maybe for another day. Today, we are talking about positive leadership in a practice, which I am very intrigued about.

    So I’ll start with a question that I always start with, with folks, which is, of all the things that you could care about and focus on and spend time and energy on, why positive leadership?

    Nicole: Maybe I’ll start with who I am because it ties into the answer to your question. I’m a psychologist who’s retired and saying that out loud still surprises me. I was in private practice for 15 years and truly knew in my soul that I was born to do this and never thought I would ever do anything else. And then I became pregnant with twins and I just [00:04:00] couldn’t work more.

    I was working all the time, evenings and weekends, I’m like, how do I be a new mom and work evenings and weekends? How does that work? And that’s when I scaled into a group. And this was when they were two, because I was so sick of watching them, mummy pulls in and they’re going about a half an hour later.

    So I was able to scale in three years to 55 therapists, built a big practice. And then my most exciting thing is it was automated and then a psychiatrist wanted to buy it. So here I am now retired, built and sold a group practice, and now a business coach, as you know.

    And so here’s the answer to your question, in order to scale, you need to influence people. In order to scale, you need a team, a tribe around you. By definition, you can’t just scale with just you. That’s why I did it. We didn’t just not learn business in graduate school, we also did not, you and I have talked about this, learn a thing about being a leader or a boss. So that’s why that’s important.

    [00:05:00] Dr. Sharp: Yeah, it’s super important. It’s all about relationships. You can’t do anything without relationships with people and how you influence and lead. It’s a really challenging role to play.

    Nicole: Yes.

    Dr. Sharp: Absolutely.

    Nicole: Yes. On top of all the other hats, right?

    Dr. Sharp: Yeah. Seriously. Tell me about positive leadership, let’s start with a working definition and how you might describe this to folks.

    Nicole: And how I came up with it. There was members in my coaching program and they would say, okay, I understand, Nicole, you’re helping me build an automated group practice. That’s great. Thanks for the manuals. I have the SOPs. I have it all streamlined. This is amazing. You taught me that, but wait, they’re not doing the things. I have the processes but they’re not actually doing the things.

    It was one coaching call and she said, okay, he’s leaving his room messy all the time, and it’s upsetting the next therapist because they share a room, real problem. This [00:06:00] happened in my clinic too. So her next question led me to talk about this. She said, do I just write him up?

    In my head, I was like, oh, I feel like we need to talk about leadership because that’s not going to work. I love positive parenting, the dynamics of positive parenting. There’s no power differential choices and I love positive psychology. So to me, that’s where positive leadership comes from.

    The definition in my head is that people want to do good. They do. They want to please you. They want to reach that. They want a clean room. Who doesn’t? But it’s like, how do we tie into and influence them and motivate them to get to the same goal?

    Dr. Sharp: Sure. That’s a great example. It sounds like from your community, I would imagine you had some experiences yourself in your practice where positive leadership qualities either could have come in handy or did come in handy. Can you think of anything off the top of your head, [00:07:00] like some of the challenging moments or two of the more challenging moments when this popped up for you?

    Nicole: I love the messy room example. That’s why I use it because I had it. There was somebody in the clinic who, he would leave everything everywhere, even his coffee. I’m a very tidy structured person so my brain didn’t understand that.

    At the beginning, instinctually, we’re so busy as owners that I wanted to send a quick message and it would be fixed and it wasn’t, so this is why I have a four-step framework that will go over, that I learned that, oh, okay, well, when I do these four steps, I get to the goal and when I don’t, I don’t get to the goal.

    Dr. Sharp: That is a good example. It’s one of those little things that we don’t think about, but I feel like that happens 1,000 times a day in different ways, whether it’s a messy room or whatever, leaving the cup in the sink or [00:08:00] whatever it may be and it’s like, how do you deal with this as a leader? It’s not like the person is sleeping with their client or verbally abusive to their coworkers, but it’s still a problem you have to solve.

    Nicole: It really is. Even think about kids, punishment does work, but short term. That’s how we were raised or I was raised in the 1980s, very like am the parent, but it doesn’t work long-term as a boss, of course. I can get into what I learned, the four steps that work, if you want.

    Dr. Sharp: Yeah, let’s bridge to that.

    Nicole: Okay. So jumping on a call face to face, people take it a bit more seriously when the leader’s like, hey, and not in a bad boy kind of way, but like, hey, listen, I just wanted to connect. So number one is showing up curious. The other person won’t be defensive if you’re curious and maybe confused. Like, hey, I know [00:09:00] this is in our manual about cleaning at the end of the shift but I’m just a bit curious, tell me a little bit, because I’ve noticed this keeps happening. Tell me more. It disarms the conversation, I believe, when you show up curious.

    Dr. Sharp: I totally agree.

    Nicole: And they want to fill in the gaps, right?

    Dr. Sharp: Yeah, I think people do like asking or being asked questions rather than being told things.

    Nicole: Exactly, yes. So right away, that disarms the power differential in some ways. And then secondly, and this is my favorite part, get to the resistance. They know what to do. They were trained. They read a manual. They may even signed an employee handbook. They know what to do. They’re a smart person. We’re lucky that we work with professionals but there’s something in the way and what is the resistance?

    A good example is some of my members will bump up against their therapist not communicating the [00:10:00] 24-hour cancellation policy in session or not getting the credit card because that feels weird. And the resistance underneath is actually just, oh, I don’t love having money conversations with the clients. And then boom, we got to the resistance. Let me support you. Let’s come up with something.

    So in this case, messy room, the resistance could be a few things: what if this is a sign of burnout? What if stuff is all over the desk and he leaves tells me because I showed up curious, he tells me, you know what? I’m so glad you asked. I have a newborn at home, and here I am just not asking the questions.

    If I didn’t show up curious, I wouldn’t have known that maybe he would have left because he would have burnt out and I wasn’t paying attention.

    Dr. Sharp: Right. I think that an underlying message or idea and being curious too, it gives people the benefit of the doubt. It’s like one of my colleagues in my accountability groups, she says, you get wrapped up in [00:11:00] your story. We get wrapped up in the story, like you’ve already created a story for him of why the office is messy. It’s never good, at least for me, it’s like when people cut you off in traffic, it’s never a good reason, so when you come in curious, it gives them the benefit of the doubt. You actually get to learn a little bit about what’s going on in their life.

    Nicole: Yeah. You’re going in a bit more open or maybe he’s not overwhelmed at home and burnt out, maybe he has ADHD and he’s never told you. There’s neurodiversity and he doesn’t see the cup. You see the cup; his brain does not see the cup. You were open enough that he felt safe, psychological safety, the key to culture, that he felt safe enough to say, actually, I’ve been meaning to tell you, boom, boom. And now we’ve actually deepened the conversation and we can support him.

    Dr. Sharp: Yes.

    Nicole: That’s number two. Then number three is coming up with a goal. Number four is timeframe. Because here’s the [00:12:00] thing, we’re not just going to show up curious and support them through the barrier, but because it still has to be get done. And so the goal is key and rather than sharing the goal, so the goal would be something like, in the next two weeks, let’s work together to meet the goal of clean room.

    What is goal? Let’s define it. And then timeline, but rather than you coming up with the goal, because that could feel like you’re telling me what to do, which some personalities don’t love. I’m one of them sadly, have him come up with the goal because then it’s a great idea. When they come up with a goal, it’s a great idea. When you do it, it’s bossy.

    Dr. Sharp: Yeah, exactly. I feel like this is one of those ideas that sounds amazing, we’d love to have other people come up with things and whatnot. I find that to be hard sometimes in reality. I wonder if you have developed any strategies over the years to [00:13:00] make that easier.

    It’s not like we’re trying to trick people necessarily, but I feel like there is an art to turning it back to them and letting it be their idea without it being obvious, you know what I mean? I’m curious how you approach that. Can we deepen that a bit?

    Nicole: For sure. So for me, honestly, with having a business coach, because I forget the frameworks. When I was a clinic owner, I had a business coach, which is truly why I became one because I’m like, you need one. Having, like you said, accountability partner, having that coaching, it’s like, oh yes. Okay. Right. I’m going to come in with these frameworks.

    To me, I’ve really trained my brain to talking questions because I know that it creates influence talking questions and it’s collaborative. The underlying sense is, I know we’ll get to where we’re going faster if we link arms here and it’s collaborative rather than me doing what I [00:14:00] secretly want to do, which is just be like, can you please do this? Thanks.

    Dr. Sharp: Of course. Right. Yes. I use this line with my kids sometimes, which is, how can we tackle this? What do you think we should do?

    Nicole: Oh, I love that. There you go. There’s so many similarities between clinic ownership and parenting and not in a way that there are children at all, but there are just so many similarities, because it’s like, there’s the power differential; I want you to do this. I find we tend to parent how we lead.

    Dr. Sharp: I agree. For me, I’m curious if this resonates with you, but for me, I’ve recognized over the years, it’s definitely like, how do you respond when you don’t feel in control and what’s your reaction to that? Are you clamping down and trying to get more rigid and control it more, or are you opening up and collaborating? What do you do when you don’t feel in control? I don’t know if that …

    Nicole: Oh, I love that. I’m a self-proclaimed control freak. If there was a [00:15:00] contest, I would win.

    Dr. Sharp: I don’t know. I’ll give you some competition there.

    Nicole: So I think the business coach, that was the biggest thing for me, is letting go, learning that that actually gets you to where you’re going faster but it was constant learning.

    Dr. Sharp: Sure. So step 3: setting a goal, hopefully, getting them enrolled in that process, like you said.

    Nicole: They said it.

    Dr. Sharp: Right. And then number four, you said was timeframe, is that right?

    Nicole: Exactly, timeline. I was talking to a member about this yesterday, and she’s like, I feel hopeless. It’s just not happening. I’m sick of having the combo to the point that it might be easier to let them go. And so when we talked about timeframe, she’s like, oh, I like that. The fact that like in seven days, there’ll be some sort of resolution, either you do it or you don’t. Then we talk about the next steps. So I think a timeline helps with anxiety.

    Dr. Sharp: Yeah, I think [00:16:00] so. That sounds good. That leads to another question for me, which is, what do you do if this doesn’t work? How many chances do you give people? How many times do you go through the cycle? How many goals do you set and what do you do when they’re not reached? What’s the other side of this?

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    Alright, let’s get back to the podcast.

    Nicole: Your B players will bring down your A players. Even your C, hopefully, don’t have C players, but your B and C players will bring down your A players. So holding on to somebody, especially if they’re a toxic personality or just not a good fit or they’re disrespectful, they’re not respecting you, that’s the person that’s speaking up in a rude way in the meetings, those got to go and fast because that’s a culture cancer and it will spread.

    The people that’s a bit harder though with those that are like, they’re actually a good therapist, Nicole and she’s lovely, she just doesn’t do her notes or she doesn’t sign her notes. Those are harder because it’s like, I think that’s personal but in the end, I say, is it keeping you up at night? Is it costing you anything; money, time, energy, and if it is, it [00:19:00] is not worth it.

    You created this to surround yourself with great energy. That’s why you went into group practice. Don’t be that person that has the job that they hate. You’re the boss.

    Dr. Sharp: That’s a great point. Don’t be that person that has the job that they hate.

    Nicole: Which is millions of people in this very moment.

    Dr. Sharp: Yeah, it really is. We get wrapped up in owning a practice and leadership and it’s easy to forget that we have some choice in the past.

    Nicole: Yes, 100%. Yes. Isn’t that empowering? I think we need to write that down on our mirror though so we remember every day.

    Dr. Sharp: Right. You are choosing this.

    Nicole: Yes. Love it.

    Dr. Sharp: Yes, for sure. Maybe I’m bridging a little too far here, but it sounds like you’re saying, hey, if you go through this process and the person does not meet the goal within the timeframe, then it might be time [00:20:00] to move toward a termination or a separation, whatever you might call it, or giving them the opportunity to work in a place that’s a better fit.

    Nicole: You got it, exactly. It does not feel better to be like, you know what, they’re just not a fit here. Don’t feel bad for them. They will thrive, it’s just not here.

    Dr. Sharp: Right. I think that makes sense.

    Nicole: Can I just say something? Because you had said something really powerful earlier that I think when something goes wrong, when something’s not done, there’s an error, things aren’t flowing because we’ve worked so hard to create this structured practice, as humans, we have a bias and that is, we blame the other person. Almost always there’s a name for it. Is that the attribution bias? No.

    So I would like you to ask yourself the next time you’re frustrated and that could be in five minutes, hopefully not that soon, but it could be in five days, is this a people problem, a leader problem or a [00:21:00] systems problem? People, that’s the one we always go first, leader or systems. And guess what? Pop quiz, Jeremy, which one it usually is, people, leader or systems?

    Dr. Sharp: I’m going to say, leader.

    Nicole: You know what? No. That’s the good news, thank God, it’s not us.

    Dr. Sharp: That’s my self-deprecation coming in. I always blame myself. I’m like, this is my fault for not communicating appropriately.

    Nicole: You know what, though, that’s a good leader, to take responsibility first though. It’s the systems. There’s like, they weren’t trained well, not onboarded well, the manual is not clear. You have a system for communicating, but if you go back and read that email, what you said in your head and they read was different. It’s a system.

    And guess what? That’s great news because we can put one in place and work on it and things will be smoother. So I love asking myself that every time. And then the second place I go, even though I want to go to them secretly, is I go to myself, leader. Okay, what did I do? Because that’s empowering. I can change me.

    [00:22:00] Dr. Sharp: Absolutely. That’s such a good point. I think about the million things that happen in an office day to day, at least in our office, we joke with my leadership team but it’s like, you almost do need a policy for everything. It’s a weird setup in our office, we have a sink in the waiting area, a tiny sink, but then we also have a sink in our kitchen area.

    And so our thing is like, put your used cups in the sink. Well, I don’t like them in the front sink. I want them in the back sink but that wasn’t written down anywhere, but of course, I would look at the cups in the front sink and be like, oh my God, why are they putting the cups in the front sink? Making it super clear saves the problem.

    Nicole: Exactly. Just one word, the word kitchen, saved you, kitchen sink, okay?

    Dr. Sharp: For sure. It’s just that idea, as leaders, I think it is incumbent upon [00:23:00] us to define what we want and make sure people are aware of it because if they don’t know what rule they’re breaking, then it’s almost unfair to be upset with them.

    Nicole: Yeah. For me, my brain works in processes. So if you could train your brain, because mine is fully trained now. If an error happens, I always ask what system needs to be put in place for this. It happens once, what system needs to be put in place, but on the Kolbe, you and I have talked about before, so Kolbe, my friends, is like a strength assessment, I’m high in process.

    I test people before I work with them because if they’re low in process, it can be harder because it’s harder. They don’t love structure and you need a structured clinic.

    Dr. Sharp: That’s a really interesting thing to talk about. Let’s detour for a second, when do you give them the Kolbe in the interview process?

    [00:24:00] Nicole: I have a six-step hiring model. It’s the last step. Let’s say they go through all the steps, so they’ve been screened, interviewed, references, working interview, all the things. Then you’ve got your top two candidates and you’re like, oh gosh, I don’t know. They’re both so good, top two, top three, the Kolbe costs $55. We don’t give it to every person, of course, but your top two candidates then do not hire them until they do the Kolbe.

    Dr. Sharp: How do you present it to them?

    Nicole: I get asked this a lot because I also suggest other personnel like the Big Five test that happens way earlier. People love to find out about themselves. I think it’s just because our profession, they’re always excited, I’m going to pay for a test for you to learn about yourself, does that interest you? And they’re like, yeah.

    Dr. Sharp: And they know it’s part of the hiring process, I assume.

    Nicole: I think that’s really key. We have HR experts in the program. [00:25:00] We are allowed to use strengths tests and personality tests just we can’t discriminate. It has to be tied to the role.

    Dr. Sharp: Yes. And so you share the results with them once it’s done, whether you hire them or not, they get their profile and they get to…

    Nicole: You can create your clinic profile so their results end up in your portal, which is great. And then I’m pretty sure it’s also, they’re sent to them as well and it’s amazing. They love it. Comes with a little video. I remember getting my Kolbe results and feeling so validated. So it’s a cool experience for them.

    Dr. Sharp: Yeah, certainly. I thought about that for a long time, how to incorporate some kind of assessment in the

    Nicole: Of course, you would.

    Dr. Sharp: Okay. That sounds good. I like that. I think that makes sense. I know some other practice owners who use, gosh, what is it? Predictive Index is another one that some people really like, [00:26:00] but I think there’s something to that, when you find out the kind of person that works really well in your practice, why not try to duplicate that person and enhance the chances they’re going to do well.

    Nicole: Yeah. This is a work marriage, let’s get them going through multiple steps before we say I do, because it’s a lot to get out of that. It’s stressful when it ends, let’s prevent that.

    Dr. Sharp: Yeah, that’s a great way to think of it. It is stressful. This is good. The positive leadership approach makes a lot of sense. It seems like you’ve thought about this pretty deeply, I suppose. I can tell you have steps and systems and protocols.

    Nicole: And honestly, a lot of it came to how I influence my kids. I have one kid, Lucas, and he doesn’t like to be told what to do ever. So I’m like, okay, how do I get him to do what I want him to do? Like his homework and putting on his socks in the morning, brushing his teeth, and it [00:27:00] is having him cut the choices and the goals and it works. And I was like, oh, what if this works with adults too? And lo and behold, it does.

    Dr. Sharp: Right. People like choices, I think.

    Nicole: Yeah. And to feel empowered.

    Dr. Sharp: And to feel empowered. Yes, exactly. I think about the journey to get here; it sounds like you hired a coach to help with this leadership development process. Should that be part of every leader’s journey, in your opinion?

    Nicole: Yes. 100%. Maybe people are born leaders, I was not one of them. It was hard to trust people. And by definition, if you don’t trust people, you don’t have a team. And that comes from my childhood, people not being there for me. So I walked around my life being like, well, I did [00:28:00] everything on my own up into this moment and now I need to rely on other people.

    I’m a different person truly. It’s like, you can go to therapy, definitely, go to therapy too, because that’s going to be the piece, like the CBT piece catastrophizing, work through that. I think you need two things; a therapist and a business coach, but the business coach was like therapy, learning like, wow, I can trust other people and make a bigger difference here.

    Dr. Sharp: Yeah. How did you find your coach?

    Nicole: Oh my gosh, I went through a lot. None of them were therapists and that was important to me, which is actually why I became one, because I’m like, okay, nothing like this exists where they grew a group and they’re a therapist, definitely not in Canada.

    So I went through four, we’re picky. I think we’re particular picky people because we’re in the psychology field. So in the end, I wanted a [00:29:00] mastermind with people who had made over seven figures on their own. I just felt lonely. I loved that it was women at the time. I wanted to be surrounded by powerful women and they were all on, they were in different industries but I didn’t care. It was amazing. I felt we all had a lot of the same issues, funny enough.

    Dr. Sharp: It is interesting, the commonalities. I wrestle with that sometimes; I’ve done a lot of coaching over the past several years too. I wrestle with how much it should be folks within our industry versus people who are outside of our industry. I think both have been beneficial to me It’s just where you’re at in your journey and what you might need at that point of time.

    Nicole: Exactly.

    Dr. Sharp: This is good. Are there any resources around positive leadership or leadership tools in general that have been helpful for [00:30:00] you that folks can check out?

    Nicole: Yes, the Culture Code, put that in the show notes by Daniel Coyle. It is amazing. I would say is the book to read for anybody who’s leading, even if you have one person. He gives a lot of sports analogies like basketball analogies, sports teams that win. It’s phenomenal.

    The biggest takeaway though, is connection. That it doesn’t matter that as much as we think to have games night, people always want to, they’re always asking me, what do I do for culture and games night? What else like this trivia and like this thing and that thing, a book club, not really, what matters is that you care, that they feel that you care and that builds connection and they will root for you and your vision.

    The other big piece that I’ve learned from the book but also working with 700 therapists and helping them all grow in the last two years is if you know their goal; their [00:31:00] personal goal, their lifestyle goal, and their career goal, it can fit inside your bigger group practice goal, why would they ever leave? They can grow and you will grow, but it’s knowing and asking yourself, listeners, do you know Susie down the hall working right now, do you know her lifestyle goal? You should.

    Dr. Sharp: I like that. Connections what it’s all about across the board. That makes me think, did you ever read the book Radical Candor?

    Nicole: Yes. Love it.

    Dr. Sharp: The whole framework of that book is, if you need to give difficult feedback to someone, they have to know that you care and you have empathy for them. And that is not built in 20 seconds when you come in and you’re like, hey, I care about you now, let’s do this. You have to work at that over time and it’s these little connecting moments and [00:32:00] getting to know folks and spending time with them.

    Nicole: And thank goodness, we’re in the psychology field. By definition, we’re good people, people. We studied them, we went to school for a long time. So I would say the best boss are therapists. We’re lucky. Typically, with high EQ.

    Dr. Sharp: That’s a nice positive way to frame it. Yes. As we start to wrap up, I am a big fan of repetition to help people encode and retain this information. So give me the four steps again, brief description of each, and then we’ll start to fade out and let people.

    Nicole: Perfect. So positive leadership, that’s the key and it’s rather than punishment and writing them up, how do you actually influence them? Is meeting them where they’re at and knowing that people want to do good. Just walking into the meeting knowing, okay, they actually want to make me happy, how do I connect with them in a way to get to the goal? Number one.

    Get face to face, in person’s even better, jump in [00:33:00] face to face and show up curious and all of a sudden, they will not be defensive. Then you’re going to get to the barrier. There’s something there. If we think they want to get to the goal, then there’s a barrier there and dig in but it takes time to dig in. It takes connection and psychological safety for them to share.

    And then three, get them to define the goal. They come up with it. Obviously, you’re guiding them. The goal is the clean room. How do we get there? And then lastly is timeline. That’s going to help with your anxiety, knowing like, okay, this will be solved soon. And if it’s not, then there’s bigger decisions to make.

    Dr. Sharp: That sounds great. Thank you. You do a lot of work with folks, what if people want to work with you or just learn more, what’s the best way to get in touch and check out what you’ve got going on?

    Nicole: Yes. I have a podcast, my podcast, friends, called The Business Savvy Therapist. You can find me there. I also have a free masterclass every single week, How to Build A 7-Figure Group Practice, it [00:34:00] is free and I’ll throw the link in the show notes.

    Dr. Sharp: That sounds fantastic. Well, like I said at the beginning, thanks for reaching out and coming on. It was great to connect with you and hear some of these thoughts and hopefully inspiring for folks to hear from someone on the other side of what this is like. So thanks, Nicole.

    Nicole: Thanks for having me.

    Dr. Sharp: All right, y’all. Thank you so much for tuning into this episode. Always grateful to have you here. I hope that you 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.

    If you’re a practice owner or aspiring practice owner, I’d invite you to check out The Testing Psychologist mastermind groups. I have mastermind groups at every stage of practice development; [00:35:00] 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 thetestingpsychologist.com/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.

    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 [00:36:00] 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 the host or guests of this podcast and listeners of this podcast. If you need the qualified advice of any mental health practitioner or medical provider, please seek one in your area. Similarly, if you need supervision on clinical matters, please find a supervisor with an expertise that fits your needs.

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  • 452. Positive Leadership w/ Nicole McCance

    452. Positive Leadership w/ Nicole McCance

    Would you rather read the transcript? Click here.

    For most of us, leadership is the most challenging aspect of growing a practice. Not only we were we not taught how to run a business in graduate school, but we certainly weren’t taught how to be an actual LEADER of said business. My guest today, Nicole McCance, figured out the leadership formula and scaled to a multi-seven figure practice before selling it and retiring. During our conversation, we focus on Nicole’s idea of “positive leadership,” a concept born from positive parenting and positive psychology. Like many of her business strategies, Nicole developed a clearly defined, four-step process to help us engage in positive leadership. We talk through her approach and many other things during this conversation. Enjoy!

    Cool Things Mentioned

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    About Nicole McCance

    Nicole is a Psychologist (retired) turned Business Coach for therapists scaling to a group practice. She expanded her private practice to 55 therapists and multiple 7 figures in 3 years (with toddler twins at home). Nicole sold her clinic in the 4th year and then retired as a Psychologist in her 5th year. She now teaches therapists how to help more people, make more money, and have more freedom following her proven method.

    Get in Touch

    About Dr. Jeremy Sharp

    I’m a licensed psychologist and Clinical Director at the Colorado Center for Assessment & Counseling, a private practice that I founded in 2009 and have grown to over 20 clinicians. I earned my undergraduate degree in Experimental Psychology from the University of South Carolina before getting my Master’s and PhD in Counseling Psychology from Colorado State University. These days, I specialize in psychological and neuropsychological evaluation with kids and adolescents.

    As the host of the Testing Psychologist Podcast, I provide private practice consulting for psychologists and other mental health professionals who want to start or grow psychological testing services in their practices. I live in Fort Collins, Colorado with my wife (also a therapist) and two young kids.

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