rah_business_dreams_11.19

the business of my dreams: taking action

617.818.4239 robinahaas.com

the business of my dreams: taking action

bluesky your business 617.818.4239 robinahaas.com

____________________________________ (give your business a name) ____________________________________ (your name) a sole-proprietor clinician in Private Practice

Executive Summary This is where you get the floor and talk, talk, talk all about your business, your baby.

Start by introducing yourself, name, licensure, your target audience (who do you want to work with). Share with your reader what your audience gets out of working with you.

It helps too, to write a “tagline.” This is an outward expression of your brand identity... of who you are and what you offer clients. It helps you as a business owner clearly identify what you do and what you want others to know about you.

Some examples: “Just do it.” “Think different.” “The Quicker Picker Upper,” “All the News That’s Fit to Print” and how about this one, “Social Justice Heals.”

Share your expertise, what you bring to the table by way of your studies, training, and life experience (as you feel appropriate).

State your licenses, certificates, etc, even if they are not related to clinical or body work. All your efforts are important and say something about who you are and your diverse talents.

A CURRICULUM FOR SUCCESS

1. bluesky your business 2. your brand 3. your target 4. business model 5. business building 6. operations + best practices

Say when you began your business, your business’ status, and what your ideal business looks like in terms of number of clients, types of clients (individuals, families, couples, groups), days you are working, your work in the community, schools, workshops, trainings, and your presence in social media, and on the web.

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Why did I create this workbook?

I asked myself this question, after I wrote it, and in part, that is WHY I wrote it.

I am not the most organized person. Nor am I a person who finds sitting still very easy. In fact, when I was in school, I thought my name was “Robin Sit Down.” I remember wandering around the classroom, or my bedroom and home, beginning various projects, leaving them unfinished until I was ready to work on them again.

While my parents celebrated my creative process, my teachers and bosses found it frustrating and unnerving.

None of my habits caused a problem for me, until my grades started to suffer. Where I used to get As and Bs, I started getting Cs. My teachers explained to me that I wasn’t following the plan or the program. I heard this a lot, “Robin, get with the program!”

Soon I began to resist setting up a plan, or system, which meant I was not going to follow one imposed by others. I began to believe that I am “plan averse” and that I do not need a plan of action, which meant I did not imagine goals. I went through a period of time believing that things just sort of happened, they worked out, or they didn’t. Well, spoiler alert, things don’t just work out. In fact, we create our lives, and we are almost entirely responsible for how things work out.

I was asked a few months ago, “If I could go back in time and share lessons I have learned with my younger self, what would I say?” Here is what I would say. I would: • encourage myself to question my beliefs, ask myself “is that true?”.

• encourage myself to dream big and to get clear on those dreams. Write them down if possible.

• tell myself to not just hope to achieve my dreams, I’d tell myself to make a plan, figure out how I might get to my goal.

When I looked back on my life a few years ago, I realized I had a plan, and I did follow it, no matter how much I didn’t want to admit it. I was — and am — responsible for my life.

WOW, that was huge.

Once I realized this, I knew I could take hold of what was happening in my life and continue to dream, and make those dreams come true. I also knew I wanted to share this with others, and help them do the very same!!

Where to start?

This is what I want you to think about. Imagine you get up in the morning and even before you get out of bed, you feel excited about your day. Thoughts come in and out of your head telling you things like, “you are doing exactly what you want to do,” “you are fulfilling your mission, you have purpose,” “today will be fun,” “today’s obstacles will be but challenges, nothing stands in my way.”

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The reason for being To put it simply, your mission statement describes the reason your business exists. It is clear, concise, concrete and relatable. Answer these following questions, and you basically have your mission statement.

1.

2.

3.

4.

Why does your business exist? What does it provide?

In about 5 words and in the broadest sense, what do you do?

For whom to you provide your services?

What type of an entity are you, and with whom are you a part?

Here is another way to get in touch with your mission statement: “To

(people/clientele)

(competitive edge)

that have

(unmet need) , I am the

that has/offers

(unique point of

difference/specialty/experience) because of

(evidence, more

evidence, more evidence).”

Now you try...

“To am the because of

that have

,I

that has/offers .”

MISSION

“Without a mission statement, you may get to the top of a ladder and realize it was leaning against the wrong building.” ~Dave Ramsey

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GOAL SETTING

“The trouble of not having a goal is that you can spend your life running up and down the field and never score.” ~Bill Copeland

Objectives

Consider your business 6 months from now, what will it look like? What do you see for yourself? Get a clear picture of exactly what YOU want, remember this is your business, and you get to design and create it, change it, mold it, and grow it! Your objectives are the day to day, week to week, month to month activities and actions of your business.

Here are some questions to help you get started, feel free to stick to these, or go wild!

1. What is your definition of success?

2. What do you want to achieve in your life through your business?

3. What is your vision for your business? In 1 year, how will that vision have evolved?

In 5 years what does your vision look like?

4. What do you do that generates an income? What are your net revenue goals for your first year?

5. Who do you see yourself working with? Are there any specific unifying characteristics about your client base? Ideally, how many clients do you want to see each week? After a year, how many would you be seeing?

6. Will you offer products, groups, workshops? Which types, ideas, how many?

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The best goals are SMART Let’s say you have an idea of something you would like to accomplish, a goal or dream, or if it is around December 31st, we might call it a resolution. Here are a few examples: lose weight, get in shape, or expand your business. These are all admirable goals. The problem is that more often than not, people start out full force toward achieving their goal or resolution and then somewhere around the end of February or March, they either lose focus or interest and give up.

This phenomenon often occurs because people have not gotten S.M.A.R.T. with setting their goals.

S.M.A.R.T. is an acronym for a way to set goals that brings structure and clarity to the process. When you apply SMART goal setting, you increase the chances that you will achieve success.

SMART goals conform to the following criteria: SPECIFIC: What do you want to achieve with who, what, where and when. “I want to increase client referrals by +2 each month” MEASURABLE: Make sure you can measure your goal so that you can prove to yourself you have done it! “By the end of this year I want to have seen 10 clients in my practice” or “By Dec. 31st, I want to have 25 active clients on my case load” ATTAINABLE: Making goals realistic, meaning something you know you can accomplish, is super important. “I will reassess my business goal in 3 months, in 6 months” RELEVANT: goals should answer the question of WHY? Why do you want to do what you do? “I want to grow my client referrals so that I can make more money in my business” TIME BOUND: goals should be set with a start and end date in mind. “This goal starts today and ends on December 31st.”

SMART GOALS

“Learning how to set and achieve goals is simply a skill.

Once you learn this skill, the whole world is your oyster.” ~Khoa Bui

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KEYS TO SUCCESS

“A goal with a plan is just a wish.” ~Antione de Saint-Exupery

Planning for success.

Every plan must start with solid determination. Every plan must be backed with resolve. Every plan must be founded on a decision to succeed.

How do you know you will be successful? You decide you will be.

Reminder: to decide means to “shut off from,” deciding to succeed means to be closed off to any possibility of anything other than being SUCCESSFUL! Once you decide to win, you have completely shut down the option to fail.

“The road to success and the road to failure are almost exactly the same thing.”

- Colin R. Davis Now that you have decided to have a successful private practice, and have begun to build it, you can expect to experience obstacles. Obstacles come from one place, inside of you. While it may appear as though obstacles arise on the outside, they are but merely challenges. The only things that truly get in your way come from within.

Don’t believe me? Let’s examine this for a moment.

Say, for example, that you want to teach a class on a course of study familiar to you, say Gender Studies. And assume you have wanted to do this for over a year now. You might hear yourself saying a number of things explaining why this has not happened yet. Perhaps you hear: • “I don’t know how to write the curriculum.”

• “No one will hire me.”

• “I have no time to teach.”

• “There isn’t a need for me.”

Do these statements reflect an environmental challenge? Or do they reflect a limiting belief about yourself? Do they reflect a story you have carried with you for a while?

You can say “I don’t know how to write the curriculum.” Is it true? Can you absolutely know that it is true. On the outset, it may appear to be true. Chances are that if you have written a paper in graduate school, you CAN write curriculum. Most curriculum development begins with a concept, a paper, an idea and is based on research. The curriculum develops around what you want you decide is the “take away.”

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KEYS TO SUCCESS

“Life has no limitations, except the ones you make.” ~Les Brown

Conquering Limiting Beliefs

Try another one: “No one will hire me.”

Is it true? Can you absolutely know that it is true? Have you ever been hired for a job, or accepted to school? If so, then you already have proof that it is not true.

The obstacles originally thought of as being solid, true, and external are usually a result of self-doubt, or what I call, limiting beliefs. If you do not transform these beliefs, they will continue to form the foundation of your life. Begin to question them, and write down all the proof you have discovered that makes you a success!!!

Here is your assignment: Make a list of everything you have going for you that supports your successful practice.

Consider your internal drive, your passion, your creativity. Please include your beliefs and values about yourself, others, and your knowledge and experience of peoples’ capacity to change and expand. List your own life experiences of overcoming hardship.

What are your inherent talents, what skills do you bring to the table? Things like communication skills, organizational skills, creativity, flexibility, etc. Who you know can also be a key to your success. What are you doing to be successful (participating in this group for example)? What systems have you created already that lend themselves well to your current or future business (electronic billing, mobile banking, etc) List your KEYS TO SUCCESS in the box

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the business of my dreams: taking action

your brand

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Branding Your Business, Your Core Client Promises Each and every day we make an infinite amount of decisions. From what to have for breakfast, what to include in our morning routines, which shoes to wear, our preferred mode of transportation to get to work, etc. Whether you are aware of it or not, much of our decision making is affected by marketing and marketing is driven by branding.

What exactly do we mean by a brand? A brand defines the core values of a business and promises a unique experience for customers or clients. Branding is that connection between your business and your clients. In the case of clinical practices, branding is the value created by your business’ presence in the community.

Your brand is that clear and memorable statement of your promise to your clients. It conveys your commitment to those you serve, and it sets you apart from your competition.

How to identify your brand? We have just outlined the three components: your promise to your clients, your commitment, and what sets you apart from competitors.

DIFFERENTIATORS

A brand is the set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another.

– Seth Godin

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Branding Your Business, Your Core Client Promise Let’s take a look at a few examples of brand promises: Geico – “15 minutes or less can save your 15% or more on your car insurance” Allstate – “You’re in good hands” Lego – “Endless Play” All these brand promises express both the company’s commitment to their customers as well as something that sets them apart from others who claim to offer the same product or services.

Lego’s brand story if you will, promises “endless play.”

Lego is a toy company, and certainly not the only toy company. What makes them unique? What are they promising customers? What value are they providing?

Lego offers the world multicolored, interconnecting blocks of all sizes and shapes that can be combined in a multitude of ways, sparking creativity and fun that can last for hours. These blocks can be moved around so that what began as a house, can become a mobile home. In the end, the creator delights in what they crafted from foundation to completion.

CORE CLIENT PROMISE

“Always prefer the plain direct word to the long, vague one. Don’t implement promises, but keep them.”

C.S. Lewis

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Now you try it with your business. Think of things from your clients’ experiences, and by client, that could mean individual, couple, family, classroom teacher, audience, group, anyone you plan to reach.

What makes you different than what others in your business do?

What do you sell? Meaning the outcome for your client. In coaching, we sell dreams. Think about your initial questions for your clients, what are they hoping to get out of working with you?

What do you offer your clients? Everything from timely responses to initial phone calls, office environment, empathy, results

What do you offer your clients? Everything from timely responses to initial phone calls, office environment, empathy, results

DIFFERENTIATORS

“What you do makes a difference, and you have to decide what kind of difference you want to make.”

Jane Goodall

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What is your Unique Selling Point?

Better yet, what is a Unique Selling Point?

It is a factor that clearly distinguishes any product or service from its competitors. We often hear a company offer, “the lowest prices,” or “the speediest delivery,” and often these are coupled with a “money back guarantee.”

As clinicians we cannot offer a money back guarantee, nor would we offer to provide therapeutic services at a price that undercuts our colleagues.

What does differentiate us? And, who are our competitors?

Before I began my private practice, I worked in community mental health agencies and hospitals. I heard clients often say how they had to wait 3-4 weeks for a return call from the intake department and then had to meet with one clinician for an intake, before being assigned to a clinician, meaning me.

Clients spoke of feeling like “a number, or case” and not like a person.

In private practice, I promise to return calls within 24 hours, and I have control over the delivery on that promise. My clients meet with me, and together we decide if things feel like a good fit for the both of us. My clients and I are a team.

Your assignment is to write about what differentiates you from the others:

UNIQUE SELLING PROPOSITION (USP)

“In order to be irreplaceable, one must always be different.”

Coco Chanel

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SWOT ANALYSIS

“It is important to know the art of strengthening your strengths which would enable you to weaken your weaknesses and lay the foundation for availing the opportunities and negating the threats that come your way.” ~Vimarsh Munsif

The next step is something we as clinicians are used to doing, assessing. Only this time, you will be assessing yourself. No, no, no, don’t worry, you will not be diagnosing yourself, merely checking in with yourself to identify the opportunities available to you (and those you are aware of), your strengths, and areas for growth.

If you’re not familiar with it, many businesses use the term, SWOT analysis.

SWOT stands for “strengths” “weaknesses” “opportunities” and “threats”.

Take a few minutes to consider all areas and fill in the chart below.

Strengths: Weaknesses: Things you do well, qualities that separate areas for growth, resources limitations you from others, internal resources, assets, capital

Opportunities: Untapped areas/markets, underserved populations, emerging needs for your services, social media coverage

Threats: Changes to insurance companies, new regulations or requirements

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the business of my dreams: taking action

your market, your niche 617.818.4239 robinahaas.com

WHAT IS A NICHE, WHY A NICHE, WHAT IS YOUR NICHE? A niche is quite simply “a specifically defined segment of a population.”

What is your niche and why do you need to define it?

We will get to defining your niche in a bit, but first, why define it?

We do our best work with our clients when we get to know our clients best. The better we know our client, the better we can work with them. Well, the same is true for our audience in more general terms.

The better we know with whom we want to speak, the better we will be at speaking to them. Once you know to whom you want to speak, you know where to find them and how best to reach them.

When you know how you are going to reach your target audience, you know where to focus your marketing budget.

For example, if you work with retired individuals over the age of 70, your marketing dollars might not be would not be best spent in Facebook ads, and better spent in placing an ad in the local senior center’s newsletter.

YOUR NICHE

“We are creating a little niche for ourselves instead of working the whole canvas.”

Bernie Glassman

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Defining your niche is beneficial in other ways.

• Practice makes perfect (or nearly perfect) – when you specialize in working with a specific population or in a certain modality, you become an expert in with whom, or how you work. The old adage is true, you do hone your expertise and become known for it.

• Stand out in a crowd – let’s face it, there are a lot of clinicians out there, and in today’s world, people can easily search the internet for referrals, recommendations, and information about possible treatment providers. So how will you reach them? How will they find you? The more you become known for what you do, the more your name will come up on line, and by word of mouth.

• They told two friends, and they told two friends, and so on, and so on … -this is true too. As you become more known in circles of friends, people will start promoting or recommending you to their friends. This is the best type of marketing, and it is free!!

A myth about niches. Some have expressed concern that if they define a niche, they are closing themselves off to other clients, or that they will not be able to fill their practice.

To a degree that it true, if you market to 10% of the population, you will not be marketing to 90% of the population. However, that does not mean that you cannot work with anyone you want. For example, if my niche is “children between the ages of 6-12 years old struggling in school because of ADHD and behavioral issues” I might get a referral from a parent whose child is struggling with test anxiety, or a parent who wants help talking with their teen age child about creating healthier dating relationships.

YOUR NICHE

“Very narrow areas of expertise can be very productive.

Develop your own profile, develop your niche.”

Leigh Steinberg

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DEFINING YOUR NICHE Here are two different ways of defining your niche.

Method 1: The Inverted Triangle

The top of the triangle is the most broadly defined audience and the bottom of the triangle is the most specifically defined audience. Start by broadly defining your audience and move to the most specific way to define it.

1. Broadly define your demographic: this could be age, gender identity, sexual orientation, race, origin, etc 2. Narrow that demographic a bit more: age, gender, etc.

3. General and broad presenting problem: depression, anxiety, trauma, etc.

4. Why this person is struggling with said presenting problem: event, developmental stage, etc.

5. How the presenting issue shows up or manifests: negative impact at work, family, school, etc.

You might have something like this: “women of color between the ages of 25-45, single with children and a history of homelessness, who are feeling overwhelmed at the thought starting a career and trying to reconcile being a ‘good mom’ and also working.”

Or this: “teenagers struggling with gender identity, anxiety and depression, who want to come out to peers and begin transitioning medically.”

YOUR NICHE

“Defining your target market or niche is the single most important business decision you can make as an entrepreneur.”

Saskia Gregory

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YOUR NICHE

“Commit to a niche, stop trying to be everything to everybody.”

Andrew Davis

Method 2 : The “Practice of Passion” method Take a look at how you practice and what you studied. Are you most excited about the modality or theories you use in your work?

If so, defining your niche by modality could be your way.

Perhaps you practice using cognitive behavior therapy, or you are a solution focused clinician. These are not only valid ways of defining your target market, but highly effective ways of attracting clients. Insurance companies get lots of requests each day for someone who specializes in EMDR, or CBT. If you are what I call a “modality mixologist” and are passionate about taking a mind/ body approach to your work, and you incorporate yoga and meditation in your work with your clients, you might want to tailor your marketing and therefore define your niche by those seeking a “mindfulness based approach”.

I know a clinician who loves walking and has an office in a location where they can have sessions outside about 10 months of the year. They call themselves a “walk-ntalk therapist” and there is a market for that.

Your assignment: consider these two methods, which one works for you and write a short two – three sentence paragraph that defines your niche.

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the business of my dreams: taking action

the business model 617.818.4239 robinahaas.com

FINANCIAL PLAN

“Planning is bringing the future into the present so that you can do something about it now.” ~Alan Lakein

Let’s jump right in and get to work. Please have a pen and paper handy or your computer and get yourself ready to dream! At some point along the way you made the commitment to yourself to build yourself “The Business of Your Dreams.” Now is the time to pick up the ball, recommit to yourself, to your prospective clients, your community, your family, to whomever will be impacted by your dream come true!!! Your business is about YOU as much as it is about THEM. This section ultimately about pricing your services. We are in business to make money, that is the bottom line. People are willing to pay for your services; it is technically a barter system. Money is what our society offers in exchange for a service. And since we are talking about money, and time is money, we are also going to need to consider how much time you will be spending working.

Here’s an important thing to keep in mind, according to US Department of Labor the average person works 2,000 hours in a year. From where does that number come?

A quick online search yielded the following information. In 1938 Congress passed the Fair Labor Standards Act and limited the number of hours a person worked in a week to 44 and in 1940 Congress amended that act reducing the number of hours to 40, what is remains today. If we take that number and multiply it by 50 weeks (allowing for 2 weeks of vacation time) we get 2,000 hours.

We will be using that 2,000 later on in this section.

Let’s take a look at the components of a revenue model. Your model identifies: • what services you will offer • the value you assign to those services * what resources and tools you need to put in place to establish / sustain your business — and sustain your life * the system you use to achieve to establish and meet your revenue goals • how you will price your services We start at the top and work our way down the list of components.

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What services will you offer?

Consider what you want to be doing each day and also what you might offer once a month, a year, or once in a while. Think about the ways in which you see yourself interacting with your clientele.

Many people think of clinicians as working one-on-one with clients and while that is one service we might offer, it is not the only one by far. Your identity as a clinician is varied, and you get to define what being a clinician means to you and your clients.

If you were to think about yourself as a chef at a restaurant, you would have standard menu items, consistent offerings your customers would come to expect. You might also have weekly or monthly specials that would showcase your talents and new skills and interests. Seasons change, the needs of customers shift, and you would want to create new items to meet the demands of those you serve.

So, what is on the menu today? Next month? Down the road?

In addition to doing one-on-one therapy, do you also work with families, or couples?

Do you do a group once a week? Is there a workshop or seminar you’ve wanted to conduct? Is teaching at your alma mater in your future? Have you ever considered consulting to organizations or companies who share your vision and are unclear as to how to put their goals into practice?

These are just some of the many services you can offer as a clinician.

Now it is your turn. Give yourself a little time to dream and reflect, and then compile a list of all the services you would like to offer:

SERVICES

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WHAT TO CHARGE

“The worth of a thing is what it will bring.” ~English proverb

You now have a list of the ways in which your current and potential clients will engage with you.

Question #2, What value do you assign to those services?

Before you answer that, let’s consider what we mean by “value” and how that differs from what something costs, and that service’s price.

• Cost of your service is the amount you spend to produce that service or product.

• Price of your service is what you get, the financial reward for producing the service.

• Value is what your client believes the service is worth.

Even more simply put: price is the amount paid for a service, cost is the amount incurred in the production or provision of a service, and value implies what something is worth to someone who received or might receive that service.

Based on what you just read, you can see that value is subjective, and is ascertained from the client’s perspective. Which means that your service’s value varies from client to client and depends on how useful that particular service is to a particular client.

It may sound like you will never be able to determine the value of your services, but have no fear, actually you likely have most of the information you need to do so.

To answer the question, “what value do you assign to your services? Consider what your clients are willing to pay.” Remind yourself that you are offering a service that is high in quality, unique, and one that is in demand. Let’s face it, we offer health and wellness, who wouldn’t want that, who doesn’t need that?! In addition, you want to consider those with whom you are or will be working, and what, based on your knowledge of them, is important to them and what can they afford?

Also consider that if the value is based on the perception of our clients, consider things from their point of view. Remember too that just like in the real estate market, location is a factor. We all know that clients expect to pay more for treatment in offices located in high end parts of the city, and expect to pay lower rates in lower income areas and suburbs. Take a look at your own neighborhood. Is it a more or less desirable place to be as compared to a few years ago?

Also consider how much people need what you offer or will be offering.

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PROFESSIONAL RESOURCES

“Your greatest asset is your earning ability.

Your greatest resource is your time.” ~Brian Tracy

What resources and tools do you need to put in place to establish and sustain your business and your life?

Many years ago, a partner and I decided to move in together. We were living in different states in the US and both had our own businesses. They had an interior painting and design business and I was running my child and family therapy practice full time. I suggested we make our decision based on who had the easier move, meaning who had fewer tools and supplies to move.

At the time, I thought it was a simple decision to make, while my partner had paints and ladders and brushes and drop clothes and sanders, and …. I had a pen, paper, some toys, and lamp. I’d rent an office and I’d be all set. I did move, and happily set up my new office, which incidentally, my partner helped decorate.

Looking back, I realize I was only considering those resources and tools I used on a daily basis, and the truth is that as clinicians, we need only a few supplies each day to provide the quality services our clients seek.

When you think about it, WE are our greatest tool and resource needed to get our jobs done each day.

And as we all know, no person is a rock nor are they an island. We cannot exist on our own, we need support and help to maintain our businesses and sustain our own lives.

Think about people on whom you rely to keep your business going each month. To whom do you write checks or electronically transfer funds? On a monthly basis, what does it cost to run your business/do your job, and what does it cost for you to live?

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FORECASTING & BUDGETING

“I believe that the biggest mistake that most people make when it comes to their retirement is they do not plan for it. They take the same route as Alice in the story from “Alice in Wonderland,” in which the cat tells Alice that surely, she will get somewhere as long as she walks long enough. It may not be exactly where you wanted to get to, but you certainly get somewhere.” ~Mark Singer

If you look below, a businessperson (we’ll call them JD) listed the tools and resources they use to run their business each month, and the costs incurred.

Monthly Business Expenses Overhead/Rent: $1,000 Computer: $100 (for a new $1,200 computer) Health Insurance $150 Continuing Education $20 Business development $300 Billing $50 ____________________________

$1620/Month to run your business That comes to about $20,000 each year for JD to maintain their business.

You are now ready to take on the same challenge.Take some time and make your own list, along with how much you spend on that tool or resource. If the expense is a yearly one, simply divide that figure by 12 and include that figure.

Now consider what it costs for JD to live. Here’s what they came up with.

Monthly Living Expenses Rent/Mortgage $1,800 Transportation $400 Food/Entertainment $750 Clothing $200 Utilities $400 Pets $100 Discretionary costs $250 ______________________________ $3900/Month to live That comes to about $50,000/year to live. Add those together and you will see that JD needs $70,000/year to sustain both their business and to live.

Your challenge is to do just what JD did. Make a list of your monthly expenses or costs and add up the numbers. Add the two sums up and you have just answered sub question A. 617.818.4239 robinahaas.com

FORECASTING & PLANNING

What is your goal? How much do you want to make and what are the metrics you will want to meet and establish that goal?

We are going to use that figure, 2,000 hours. Let’s say you wanted to make $100,000 in private practice.

Now, let’s decide on an hourly rate.

I used $105/hour because it was a blend of out of pocket, low insurance reimbursement rates, and higher reimbursement rates. I did a quick search to get some average rates for our area. Again, this is a place to start and we will see later how to adjust to increase your income.

How many hours, billable hours, do you need to work in a year in order to gross $100,000 target income goal?

Let’s see: $100,000 yearly income/$105 per hour = about 953 billable hours (I am going to round this up to 955 for our example) Make sense so far? Yup, seems simple. But now what do you do with that information?

Well, in order to achieve anything, we need to break it down into the smallest, bite sized, morsels. Since we are looking at a year, let’s break this formula down to months.

We could simply divide 955 hours by 12 months … but I don’t recommend starting out like wildfire in the first month. Doing so leads to burnout. Instead of igniting a huge fire and have it combusted then burn out, we want to have things more like flowing water, smooth, and consistent.

This is a table of expected billable hours each month Jan 25

Feb 35

Mar 55

April 65

May 75

June 85

July 95

Aug 100

Sept 100

Oct 105

Nov 105

Dec 110

Look at the year broken down into 3rds: Jan, Feb, Mar, April: you would be working 180 billable hours @ $105 = $18,900 May, June, July, Aug: you would be working 355 billable hours @ $105 = $37,275 Sept, Oct, Nov, Dec: you would be working 420 billable hours @ $105 = $44,100 Get the basic idea? Also, remember that for every $1.00 we earn, roughly 30% goes toward taxes.

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PRICING

“Price is what you pay, value is what you get.” ~Warren Buffet

How will you price your services?

Essentially there are three ways to increase revenue: • increase the number of hours you work and bill for • increase the rate you charge for your services • increase the number of people who you serve in a given time frame Now we are going to look at the price you charge for your services, or better yet, how much do you NEED to charge in order to support your business, your life and your goals?

After doing some research it appears that on average, clinicians in private practice see or bill about 18 client hours each week, which equals 960 client hours each year (this takes into account a 2 week vacation). So, let’s take our buddy JD who needs to earn $70,000 to sustain life and business. We have to consider taxes as well, so in reality, JD needs to generate $100,000 in revenue. $100,000 a year divided by 960 billable hours year equals an hourly rate of about $105. $105 is the lowest hourly rate JD will want to charge for each client they see.

Does that mean you are all done? You are just getting started. You are armed with the information and knowledge, tools and resources you need to set your own hourly rate.

You might ask, I am?? Sure you are. Using the same formulas, plug in your own numbers.

See what happens if you charge $120 each hour, or consider you accept an insurance that reimburses at $92 for each client, if you also see clients who pay out of pocket, you will want to account for the difference between $92 and the $105 you (or JD) needs.

Are you ready to get even more creative? What happens if you run groups? Groups can allow you to generate more revenue each hour and to deliver services to more people.

If you offer a group that runs for 60 minutes and you charge each participant $30, and have room for 8 people in your group, that equals $240 for the hour that your group is in session. If you include an average of 60 minutes of preparation time for each group session you offer, you are still bringing in $120 for that group. Plus, you have 7 more people accessing your services than you would for an individual session.

What if you were to design a 3 hour workshop on co-parenting skills and charged $200 for it. If you had 6 people attend, you bring in $1,200. If you got great feedback, you might consider running it again or once every 4 months. That would potentially increase your revenue by roughly $1,200 each quarter because once you’ve designed your workshop, and it is going well, there are fewer non-billable hours required to run it.

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the business of my dreams: taking action

business building

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BUSINESS BUILDING Let’s take a look at where we’ve come.

• We started at the very beginning. At the beginning we explored your mission and your goals for your own business. You were challenged to dream BIG when considering your business, and you learned ways to address blocks or barriers that you, like all of us, face each day. The goal being that you come to realize there are no limits to what your business will look like, and where you can go!

• Next we explored what it is about you that makes you and your business unique — unlike all others who may offer similar services or products. You created your brand, and took a look at what you can offer those who might seek out working with you.

• Following these exercises, we examined niches, or your target market, the “who” you want to attract.

• In our most recent section, we explored the financial end of things.

Now that you have a better idea of how much money you want to earn, how you want to earn it, and with whom you want to work, how are those people going to find you and how are you going to let them know what you have to offer?

Next comes the part of deciding and mapping out just how you are going to let your prospective clients know that you are open for business, ready to take them on as a client, and what you can offer them. We are taking about building your business. And businesses are built through marketing.

In this section we will explore your marketing strategy and your marketing plan.

For many therapists the word “marketing” brings up feelings of angst. Often, they think they do know what marketing their practice is all about, or they may think they do not need to market their businesses.

BUSINESS BUILDING

“Opportunities don’t happen, you create them.” ~Chris Gosser

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Q: So, do you need to have a strategy and a plan?

A: YES, you do, if you want to build and sustain your practice and your life.

The first thing you need to do is to develop a marketing mindset.

Let’s take our friend JD. JD’s revenue model based on earning $100,000 a year in private practice is directly connected to their overall goal of having a successful full time private therapy practice in a year.

Here’s a little more information about JD. JD used to work as a clinician in their state’s child protective services. They were passionate about helping children and their parents or guardians build stronger connections. Their passion was directly linked to their own life experiences of having foster children of their own.

When they decided to go into private practice, their niche was clear, they planned to work with children and teens who struggled socially and emotionally in school and in extracurricular activities.

When JD and I began working together they, like many other clinicians, did not feel a strong desire nor need to create a marketing strategy much less a plan. Interestingly enough, they had hired me as a coach to help them create the business of their dreams. They expressed feeling stuck not knowing how to get clients, and how to let people know they were now open for business.

In one of our conversations, JD shared enjoying posting on Instagram. They also talked about a program they had developed to help their own children become more emotionally savvy and had been keeping a journal about their children’s progress.

They decided to do a weekly post on Instagram for parents, each week was a new tip on how to encourage childrens’ emotional intelligences. Within 2 months JD had a following of over 400 people and had met and exceeded their own business goals by the first quarter of their first year in private practice.

JD knew they had something to offer and JD wanted to be able to help. We all do, that is what we do as clinicians. However, we cannot help if no one knows who we are and what we do.

BUSINESS BUILDING

“If you really look closely, most overnight successes took a long time.” ~Steve Jobs

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Marketing is a clinician’s first line of helping. Marketing helps clients identify and locate the provider who is right for them and who will help them find relief. Your marketing efforts can also help your community by providing health and wellness services, and again, connecting people to your products and services. When I say, people, I mean all people, potential clients, agencies, other clinicians, physicians, other health care workers, school personnel, parents, partners, etc.

To help you get into the Marketing Mindset, I would like you to try this exercise.

Imagine yourself as a client in search of a new therapist or provider. As someone who is struggling with a problem and in search of a solution, consider: • What would you do first?

• From whom would you ask for help?

• How would you go about finding that person?

• Where would you look?

• Would you ask friends for suggestions?

Think about your process and the steps you might take to identity what you need, why you need help, and who you would ask to help.

Note your narrative here:

IMAGINE YOURSELF

“Character cannot be developed in ease and quiet.

Only through experience of trial and suffering, can the soul be strengthened, ambition inspired, and success be achieved.” ~Hellen Keller

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What you’ve written or considered is the first step in thinking like a marketing professional. Now put yourself back into the role of business owner, “how are you going to connect the products and services you offer to the people who need them?”

Before you have a plan, you need a strategy. Take JD for example. JD’s strategy was to create a presence on social media, in particular, Instagram.

Q: What will your game plan be to connect those who would benefit from working with you to your business?

Q: What are you going to do to let potential clients, businesses, and referral resources know about your business?”

Before you get overwhelmed with how to answer those questions for yourself, whether you know it or not, you have already gathered a lot of information you will need to write out your strategy. In the world of marketing, people talk about The 5 “Ps” of a marketing strategy: • Product • People • Price • Place • Promotion You already know what products you are offering, and to whom. In the previous section you determined how to price your products + services. How are you going to reach them?

JD wanted to connect with the parents and guardians and perhaps school staff members who might have a child struggling to make friends (that is the People). JD knew that social media was the way to go (the Place), not only that, they’d already has a small following of colleagues who liked their posts (Promotion).

STRATEGIES & PLANNING

“The difference between who you are and what you want to be is what you do.” ~Unknown

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Now it is your turn to focus on Place, People and Promotion.

Place • Where will your clients and consumers be able to find, access, and purchase your services and products? Consider what you are offering, and the ways in which you are delivering your services.

• Will you have an office?

• Will you be conducting sessions over the phone or online?

• Will you be writing and selling a book?

• Do you blog?

• Where can others find out about and attend your workshops or seminars?

Think about the answers to these questions and write them here:

PLACE

“Courage is about showing up and letting ourselves be seen.” ~Brene Brown

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People • Who else, or what other resources will be involved in getting your message to clients? Think about the people with whom you interact with during your workday.

• It is likely you speak with other clinicians or providers. If you work with children and families, you might collaborate with teachers or physicians.

• If you do not do your own billing, do you have a person who does it for you? Might they be a potential referral resource.

• Are you affiliated with a national or local association?

• Every person you interact with, or might interact with, is a potential resource.

Consider how the likelihood of you recommending a clinician that you know to a friend increases after having spoken with that clinician.

Write your answers here:

PEOPLE

“Know where you want to go and make sure the right people know about it.” ~Meredith Mahoney

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Promotion • How are you going to let potential clients know your services and products?

• How will others find out about you and all you offer?

• What are you going to do to inform and attract the people who will benefit from hiring you?

Write your answers here:

PROMOTION

“Networking is an investment in your business. It takes time and when done correctly can yield results for years to come.” ~Diane Helbig

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Using your answers above, I’d like you to write 3 marketing strategies, 3 objectives, ways you would like to let others know about your business.

To help get you started, here are a few examples: • Create a database of clinicians to whom I can refer and who can refer clients to me.

• Develop a weekly or monthly newsletter campaign about something I’m passionate about.

• Become empaneled on insurance companies and EAPs and maintain an active profile page.

• Network with local organizations, clinicians, agencies, and businesses.

• Create and maintain a presence on social media.

Now you try.

1) 2) 3) Do not forget, you are good at what you do, and you know others who are provide quality care for their clients, other clinicians and physicians are great resources.

Congratulations, you have just developed your marketing strategy.

MARKETING STRATEGIES

“Speak to your audience in their language about what’s in their heart.” ~Jonathan Lister

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MARKETING PLANNING

“‘Build it and they will come’ only works in the movies.

Social media is a ‘build it, nurture it, engage them and they may come and stay’.” ~Seth Godin

Using the objectives you have just identified, let’s create a plan for each objective.

What are you going to do to make these steps a reality?

Here is an example using JD’s strategy: “Create a presence on social media.”

• Create accounts on social media.

• Design and develop a weekly campaign that reflects my passion and that is linked to my niche.

• Create a date to launch my campaign.

• Announce my launch date ie, do “save the date” posts on my social media accounts and any list serve I am on.

• Launch and maintain my campaign.

Your marketing plan does not need to be complex, but it does need to be specific and achievable. Now you get to create your own marketing plan using your strategies.

Write 3-4 action steps for each of the strategies you created above.

Strategy #1 A) B) C) D) Strategy #2 A) B) C) D) Strategy #3 A) B) C) D) As you can see, your marketing plan is driven by your marketing strategy. Your marketing strategy is driven by your revenue goals and your revenue goals are driven by your business goals. Your business goals are driven by your mission and passion in life!

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MARKETING STRATEGIES

Once you have captured your potential client’s attention, you can always capture their email information for a future campaign (think monthly newsletter) which are now super easy and fun to create through sites like Constant Contact and Mailchimp.

There are others but these are the most widely used currently. I do not work for either company, I am simply familiar with both for them.

Your assignment: The next time you engage in a search for a new provider or product on line, go through the process or reading, responding to their call-to-action and filling out whatever forms or surveys they have, and do a role play. Imagine yourself as the business, only it is your business!!

Create your own lead generators and list them below.

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CREATING LEADS

Now that you have clarity on what you have to offer and to whom you want to offer it, you will want to attract folks to your business. It is one thing to let people know that you are open for business, that is a great start. It is another thing to connect more deeply or specifically with these people and to draw them toward your “shop”.

What is a lead? A lead is a person who has already expressed interest in what you have to offer, and possibly working with you. A lead generation is the process of attracting strangers or those who do not know about your practice or business, into someone who might want to work with you.

Some examples of lead generators are blog posts and other online content, having a presence at a health fair or other festivals, speaking engagements, or collaborating with others who do similar work.

Think of all the interesting and unique ways you can attract people to your practice and share with them your nuggets of wisdom and specialties.

As clinicians, most potential individual, family, or couples will seek you out because they have been encouraged by a medical provider, friend or family member, or some school personnel, or they have identified an area of growth within themselves. They will call or email you, and then you respond with either you have openings, take their insurance or your service is financially feasible, and book an appointment, or you don’t.

It is different with groups, workshops, and seminars. There, products require a more active strategy. People who start out as strangers to your wares, you hope to become those who will ultimately promote your wares.

You probably know the process because it is likely you have engaged in it yourself.

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Think of a time you decided to get a massage, or find a new hair stylist, or dry cleaner.

Your first step would be to do a search, choose your favorite search engine, type in a few key words and off you go. Your role in this process is to engage as a “stranger” because you do not know who offers what and where.

Let’s say that from there, you find a few cool looking websites of people in your neighborhood. On these websites you are invited to take a little survey about your new hairstyle, or physical strength and flexibility, or perhaps one site invites you to print out handy tips on getting stains out of linen shirts. Even cooler!!! And you click away. Next thing you know, you get an email for 25% off your next dry-cleaning order, or a free 30-minute massage when you book your first massage. What just happened? You have engaged in a “call-to-action”. The business website invited to take some action, which will increase the likelihood that you will remember them, gets you on their contact list, and created a deeper relationship between you and them.

Once you have clicked the button, or the “here” link, you will be transported to another page, “called a landing page.” On that page, you will be invited to complete a form with contact information, and any additional information that facilitates you taking advantage of some kind of offer. You have formally become a lead for that business.

Let’s look at it from the other direction where you are the business.

• How will seekers or strangers find you?

• What information will you initially share with these strangers to draw them In and let them know something about you?

• What will you offer as a call-to-action? A printable tip sheet about ways to reduce stress? How to travel during the summer or holidays and not break your bank?

How to care for aging parents? *As clinicians it is important to know whether the state in which you practice allows you to offer any services for free. It is not likely because of your liability as a mental health provider but check with your state licensing board and your malpractice insurance. While you may not be able to offer a free session, you can offer a free webinar, or in person 30-minute workshop where you provide information (think infomercials).

LEAD GENERATION

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LEAD GENERATION

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the business of my dreams: taking action

best practices 617.818.4239 robinahaas.com

REFLECT

“The more reflective you are, the more effective you are.” ~Peter Hall & Alisa Simera

Congratulations!

At this point, you have created the business of your dreams! You have a foundation upon which to grow and expand your business, and your life.

Before we dive into how to maintain and sustain your business, I invite you to take a moment and review what you have accomplished since we started this journey. If you are so inclined, think of what you learned about your dreams, hopes, and desires.

Consider your perspectives on money and how they might have changed. Think about how much you value your life and work now, as compared to when you started.

Feel free to write your reflections below:

I hope you are more than pleased with your work.

Now, let’s consider your business’ sustainability. A business exists in relation to its environment and what’s contained in that environment. Like any relationship, for a business to be successful it must adapt in order to meet the changing needs of those within that relationship. As you now know, your business serves not only its clients, but also, its community — and you.

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BEST PRACTICES

“Champions keep playing until they get it right.” ~Billie Jean King

As your business adapts to the changing needs of its environment, you will come to notice that there is a lot to keep up with. Having a solid system of operations will help you keep things on track and keep you on top of things: • What are the ongoing needs of your clients and community and how do they change as a result of your business’ success?

• What aspects of your business do you want to maintain; which need to change?

• What keeps your business afloat?

These and other questions are things you will want to consider in order to maintain your business. That which maintains your business both effectively and efficiently is what we refer to as Best Practices.

Your Best Practices, or rather your business’ best practices provide the framework for business and the way it functions. Best practices help you keep on top of things and moving forward in the direction you desire. A best practice is a process, a strategy or an operation that you can use to not only sustain your business, but to improve its functionality. The ideas, strategies, and resources you use to support your business do not need to be come from you alone (you do not need to reinvent the wheel). There are times when hiring someone or paying for a service is truly the more cost effective way to go. Your time is money!

Working for an organization, we often hear about best practices used in terms of clinical best practices, meaning all the aspects of our relationships with our clients and how we maintain those relationships. In fact, we have been trained to consider our clinical best practices, things like contact with clients, timeliness in scheduling with clients, documentation, boundaries with clients, office set up and décor, contact with collaterals, insurance reviews, quarterly reports, effective treatment planning, record storage, and collection of copayments.

When you think about it, the clinical best practices to support our ongoing relationships with clients also support and sustain the agency or organization legally, ethically, and financially and help the agency establish and sustain a stakehold in the community.

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The best practices you establish, and follow will do the very same for your business.

This time, instead of others deciding what the best practices are, you get to do that.

And remember, these practices not only sustain your business, but they sustain you and your life in healthy and effective ways.

The best practices for your business support you and work/life balance.

Best practices help you: 1) 2) 3) 4) 5)

Keep your costs down or reduce expenses Maintain revenue streams Improve the overall performance of your business Avoid or reduce mistakes, and Create sustainability for the life of your business

Since we are talking about supporting your business, go back to your Mission Statement and Goals including your revenue goals and with whom you want to work.

Think about what you do each day and how what you do supports those goals.

BEST PRACTICES

“The pursuit of excellence with unrestrained passion can lead to the accomplishement of wonders with unsurpassed joy.” ~Aberjhani

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Let’s break this down a little more.

Business Mission or Purpose: ____________________ What do you each day to support your mission or purpose?

What operations are most effective?

Which need to be adjusted or changed?

What is your plan to adapt or change to better meet your mission?

Core Client Promises: _____________________________ What do you each day to support and meet those promises?

What operations are most effective?

Which need to be adjusted or changed?

What is your plan to adapt or change to better meet the promises you made to your clients and yourself?

Niche: ___________________________ What do you do each day that affirms your niche or clientele?

What operations are most effective?

Which need to change or be adjusted or changed?

What is your plan to adapt or change to better affirm your niche?

BEST PRACTICES

“If you are in a position where you can reach people, then use your platform to stand up for a cause.

HINT: social media is a platform.” ~Germany Kent

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Revenue Goals: __________________________ What do you each day to support your goals?

What operations are most effective?

Which need to be adjusted or changed?

What is your plan to adapt or change to achieve success?

Business Building Goals: _________________________ What do you each day to support your goals to build the business you want?

What operations are most effective?

Which need to be adjusted or changed?

What is your plan to adapt or change to better meet your goals?

Those steps you take each day toward supporting your mission, your clientele, the promises you made to your community, your revenue goals, and toward building your business are examples or your own Best Practices!

This is your business, and you are the one who gets to assess what you do and how you do it. Remember, you are not alone in this and chances are others have been in your position as a small business owner, and there are many other small and larger businesses whose mission is to support you and your business.

BEST PRACTICES

“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” ~Jack Welch

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Business Insurance/Malpractice Insurance What types of coverage do you need? When you learn what you need, get it.

You do not want to get stuck without protection. Most clinicians in private practice have access to very affordable coverage through their national professional associations and unions and often the necessary coverage is $1,000,000 per incident/$3,000,000 per aggregate.

Your challenge here: Do some research, ask colleagues, do an internet search to find the most affordable insurance and get it.

INSURANCE

Insurance provides protection against a possible eventuality.

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WORK-LIFE BALANCE

“Never get so busy making a living that you forget to have a life.” ~Dolly Parton

There is no denying the importance of living a balanced life. Yet it seems difficult to define, and here’s why. The term suggests that there is some equality between working and living as if they are two separate distinct entities. The term suggests that you are either working, or you are living. While it is technically possible to be “not working” it is not possible to be “not living” and still considering how to live a happy life and have a business of your dreams.

Think of living in alignment. Living your life surrounded by others who share your values. Living your life doing what supports your values. Living your life in a way that brings you joy and fulfillment.

One way to tell that things are out of alignment is to pay attention to when you start to feel stressed, resentful, more tired, or cranky. When things are out of alignment, you are not honoring your commitment to yourself and your life.

In order to maintain a sense of alignment and fulfillment, we all need support. We need the support of friends, family, faith, creativity, fun, mental and physical exercise, and down time.

Write about how you are going to practice keeping yourself and your life in alignment:

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TECHNOLOGY

“Any sufficiently advanced technology is indistinguishable from magic.” ~Arthur C. Clarke

It used to be that clinicians could do their work with a pen and a pad of paper, and word of mouth brought in a steady flow of clients. That is not the case any longer. The digital age and the age of social media is here, and it is here to stay. We entered the age of technology years ago and we’ve become dependent on phones, computers, and tablets.

Competition is a factor in running any business, that means we need to let potential clients and customers know about ourselves. Ways to reach these potential clients is through websites, webpages, and social media.

For the most part, establishing a presence on social media requires a minimal financial investment. If you have limited experience in setting up a website, webpage, or social media accounts and pages, consider doing research, tapping into the resources available to you by way of friends or colleagues, or hiring someone to help.

Your challenge now is to write your plans to tap into the wonderful world of technology.

The “what”, website, Facebook, Instagram …?

Set your priorities. Which is most important to you? Which seems like a valuable investment in your time and money (time is money)?

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Tech planning How are you going to go about setting these accounts or sites up? Will you be doing it, will you hire someone? How much will it cost you to do that? Do you need to have photos taken?

Make a commitment to your business by establishing a time frame and action steps and write it down including dates for each action step.

TECHNOLOGY

“Plan your work for today and every day, then work your plan.” ~Margaret Thatcher

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HIRING

“Bringing great people onto your team is about demonstrating that size really doesn’t matter -people do.” ~Jess Campbell

This is your business and you get to build it from the ground up, you get to develop it in any way you choose. Do you need to hire others to help? No, not necessarily.

However, if you ask anyone who owns a business if they would try to do everything on their own, they’d likely encourage you to get help, hire others if you can, and share the wealth.

Most people in business have accountants to do their taxes. You might also consider hiring a billing person, or utilizing an electronic record keeping software that offers billing and support. When I decided to build my Life Coaching business, the first thing I did was to hire a Life Coach to help me build my business. That was one of the best investments I have made in my life.

Mother Teresa said, “If we have no peace, it is because we have forgotten we belong to each other.”

Ruth Reichl said, “Pull up a chair. Take a taste. Come join us. Life is so endlessly delicious.”

The other point is that, you don’t have to do it alone, all by yourself!

Make a list of services and people you may want to hire to help.

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Thank you.

A number of months ago, you began a journey with the intention of expanding your life and your business. At the time we said you were going to “blue sky your business.”

The hope is that during your own journey you were returned to your own self, your mission, your passion, and your dream.

I invite you to ask yourself “from here, where do you want to go?” Is this an end point for you, or is it a beginning?

You decide.

Congratulations and thank you for traveling this journey with me.

BEGINNINGS

“A story has beginning or end: .... experience from which to look back or from which to look ahead.” ~ Graham Greene

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