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Scaling Your Therapy Practice By Hiring A-Players | STP30

Welcome to another episode of "Scaling Therapy Practice"! In this episode, James Marland and David Hall dive into the topic of hiring and making good hiring decisions. They discuss their own experiences and challenges when it comes to hiring the right people for their therapy practices. Join them as they explore the dynamics of objectivity, optimism, and confirmation bias in the hiring process. Get ready to gain valuable insights into finding the best fit for your team and avoiding common pitfalls. Let's dive in!

The Illusion of Gut Instinct When Making Hiring Decisions

Trusting Your Gut James Marland reflects on his past hiring practices, where he relied heavily on his gut instinct. He believed that his experience in interviewing and working in mental health gave him the ability to discern the truth from lies. Trusting his gut was a very bad way to make hiring decisions. We want to like people. Our job is to hire people, which means we overlook red flags in the hiring process.  David Hall adds that the “trusting your gut” approach lacks objectivity and can be influenced by personal biases. He states, "Intimacy and objectivity are mutually exclusive. The closer you are to something, the less objective you become."

The Danger of Personal Bias When Making Hiring Decisions

David Hall shares his own experience of being overly optimistic and trying to see potential in candidates who were not qualified for the job. He highlights the importance of maintaining objectivity in the hiring process, even though therapists are trained to believe in people's ability to grow and change. James Marland agrees, noting that confirmation bias can blind hiring managers to red flags and lead them to make poor hiring decisions.

Using an analogy of planting a tree, James Marland emphasizes the importance of finding candidates for your therapy office who not only have the right skills and personality but also fit well within the specific environment of the therapy practice. He points out that sometimes a great candidate may not thrive in a particular setting, and it is crucial to recognize this early on. Candidates need to match the “soil” in your office for them to thrive. 

Warning, Don’t Hire Just to Fill Your Open Therapist Positions

David Hall reveals his personal goal of reaching a specific number of clinicians in his practice and quitting the hiring process altogether. He explains that he often brings candidates in for interviews with the hope of solving the problem of filling positions. However, he acknowledges that this mindset can lead to confirmation bias and a tendency to overlook potential issues. He also shares his experience with job posting boards, emphasizing the importance of word-of-mouth recommendations for finding quality candidates.

Balancing Objectivity and Personal Investment When Hiring for Your Therapy Office

There is a real challenge with maintaining objectivity while being personally invested in the hiring process. The role of a hiring manager can blur the lines between job performance and personal reflection. David Hall shares his compromise, where he focuses on finding a solution to his hiring needs rather than viewing it solely as his job. This mindset helps him separate personal investment from the objective evaluation of candidates.

What makes this challenge even harder is the shortage of therapists. Hiring can be a time-consuming and challenging process, particularly when there is a shortage of quality candidates. A way to add some objectivity is to get a recommendation from a trusted person in the industry. Exploring alternative methods, such as word-of-mouth recommendations and networking, to attract the right individuals. It is important to resist the illusion that posting a job will automatically attract the perfect fit. Instead, focus on finding the best among the available options.

Creating a Stellar Team for Your Therapy Practice

Building a successful therapy practice requires more than just excellent clinical skills. It also involves assembling a team of talented individuals who share your vision and dedication to providing exceptional client care. But hiring the right people can be a challenge, and making poor hiring decisions can lead to personal and professional pain. In this episode, James Marland and David Hall discuss their experiences with hiring and share valuable insights on scaling a therapy practice by hiring A-players.

When to Say No to Hiring Someone for Your Therapy Office

Making hiring decisions can be emotionally challenging, especially when personal connections come into play. David Hall reflects on the pain he has experienced due to poor business partnerships and hires that didn't work out. He emphasizes the importance of objectivity and the consequences of allowing personal bias to cloud judgment.

David shares a story where he turned down a candidate for a job but later learned that they had found success elsewhere. This experience brought him consolation, as he realized that saying no can sometimes lead to better outcomes for both parties involved. James adds that it's crucial to trust the data and behavioral interview questions you use. Make decisions that align with a resounding "hell yes" rather than settling for a lukewarm "maybe." Remember, you are preprogrammed to overlook red flags. 

Be Open to Different Perspectives

While the "hell yes" principle generally holds true, David reminds us that hiring decisions should also consider individual circumstances and expectations. He shares an example where his friend hesitated to hire a candidate who seemed awkward during the interview. However, after considering the potential client base and their preferences, they realized that the candidate's quirks could actually be seen as disarming and appealing to the clients. 

David acknowledges that not every hire will have clear warning signs. Sometimes surprises happen despite thorough interview processes. The key is to reflect on the expectations, maturity, and alignment of values during the hiring process. It's impossible to eliminate bad hires entirely, but by using discernment and minimizing the risks, you can reduce the likelihood of making poor hiring decisions.

Strive for a Team Mentality

James and David discuss the importance of finding candidates who genuinely enjoy the tasks associated with the job they're applying for. James recalls his experience of hiring virtual assistants who genuinely loved their work and didn't consider any task beneath them. This team-oriented mindset is crucial for a thriving therapy practice.

David shares an example from his practice, where pre-licensed therapists are often hired as employees, which is a controversial practice in the industry. He believes that the traditional mindset of therapists needing to suffer and overwork themselves can hinder positive client care and therapist development. Instead, he looks for candidates who demonstrate humility and are willing to grow within the practice.

Small Indicators of Team Player Mentality

Sometimes, seemingly small behaviors can reveal whether a candidate is a good fit for a team-oriented practice. David mentions how he values something as simple as maintaining cleanliness in the office kitchen. When some candidates resisted participating in mundane tasks like emptying the dishwasher, they exhibited a mindset that undermined the team mentality he sought.

James adds that it's not about the dishes themselves; it's about the behavior and attitude of being a team member who looks out for others. This mindset reflects the kind of individual who is likely to thrive in team-oriented therapy practice.

Identifying A-Player Behaviors for Your Therapy Office

The first step in building a high-performing team is to identify the behaviors that lead to success in your therapy practice. As James Marland puts it, "So spend some time writing down the tasks that need to be done. Like what are the things that lead to success in your office, and then what are the behaviors that get those tasks done?" Think about the behaviors that define a successful therapist in your practice, such as not canceling appointments, being dependable, and maintaining a well-organized calendar.

Pro-tip: You can learn from your existing A-players in the team. Observe their quality and quantity of work, the reports they produce, and the results they achieve.

Using Behavior-Based Standards for Your Hiring Decisions

It's not enough to just know the behaviors you want in your team; you need to actively use them in your hiring process. James Marland emphasizes the importance of filtering out bad hires by using behavior-based interview questions. Instead of asking generic questions like "What would your boss say about you?" focus on asking about real-life scenarios related to the specific behaviors you are looking for. The best predictor of future behavior is recent past behavior in a similar situation. See Manager tools for free tools on behavior interview questions. Check out our blog post on Job descriptions to filter candidates for an example of behavioral interview questions. 

Pro-tip: Use a three-part question format: Start with a helpful lead-in, follow with an open-ended question about handling a specific situation, and then focus on the desired behavior.

No Hiring Is Better Than Hiring Wrong

When faced with poor candidates, it's better not to hire at all than to hire the wrong person. Hiring a wrong fit can lead to more problems and costs than leaving a position vacant. Remember, it's essential to find someone who aligns with your mission and exhibits the necessary behaviors for success in your practice.

When Hiring, Default to No and Look for "Hell Yes"

Make "no" their default response in the hiring process. Only say "yes" to candidates who are a "hell yes" fit for your practice. Trust the data gained from the behavior interview questions and don't overlook red flags just because you need someone quickly. Remember, the pain of a wrong hire far outweighs the temporary inconvenience of leaving a position open.

Pro-tip: Don't rush into decisions. Take the time to assess candidates thoroughly and look for the ones who genuinely excite you.

Make Your Next Hire Your Best Hire

In the hiring process for your office, take those small steps that lead to significant growth. Building a dream team for your therapy practice is an ongoing process of finding the right people who embody the behaviors that align with your mission. Don't be afraid to be selective and patient; your perfect A-player is out there!

Hiring Tips

  • Don't rush, pick the best, not just the first!
  • Friends' referrals can lead to the coolest hires!
  • The data is the boss, not your biases. 
  • Ask questions to uncover their recent behavior
  • Default to “no” and hunt for red flags
  • Choose candidates that make you shout "hell yes!"

 

Links and Resources