If you’ve ever realized in a quiet moment that you might be the problem—this one’s for you.

Running a group practice isn’t for the faint of heart. You build systems, you hire great people, maybe you even implement something like EOS. And yet… things still don’t flow. Projects stall. Team members circle back to you for every decision. You feel like you're drowning in CC’d emails and half-written spreadsheets.

Welcome to the bottleneck trap.

If you've ever said, "Yeah, we already kind of do EOS," this is your invitation to pause, take a breath, and ask: Do we really?

It’s one thing to say you’re doing EOS.
It’s another thing entirely to feel the impact in your day-to-day leadership.

You’ve done the work.
EOS is humming.
Your team is solid.
Metrics look good.

And still… you’re bored. Or disconnected. Or low-key fantasizing about selling it all and raising goats in the mountains.

Welcome to the post-clarity funk.

If you’ve ever thought, “Didn’t we already fix this?”, you’re not alone.

Group practice owners get caught in a loop — the same conflicts, the same dropped balls, the same communication breakdowns. You solve it once, maybe even twice. But somehow, it keeps showing back up. What gives?

We’ve all been there. You hold the meeting, lay out expectations with care and precision, get a few nods and maybe even a “thanks for the clarity”…and then? Nothing.

The same issues crop up. The same questions resurface. The same tasks get skipped. And you start to wonder: Is it me? Is it them? Or is the entire system secretly rigged to make you feel like a failure?

Welcome to the Owner’s Room.

If you’re a group practice owner or leader and the word “structure” makes your skin crawl, you’re not alone. Structure often gets a bad rap — especially in mental health spaces — because it’s been equated with micromanagement, rigidity, and robotic systems that strip away humanity.

But here’s the truth: structure, done right, is freedom.

Let’s talk about feedback—the kind that doesn’t spiral into awkward shutdowns or emotional explosions.

Most group practice owners want to give feedback that’s helpful and kind, but they get stuck. Maybe it feels too personal. Maybe the team’s gotten defensive in the past. Maybe you’ve tried the whole “global email about expectations” and it backfired. (We’ve all been there.)