When COVID-19 hit, counseling practices everywhere faced the same question: How do we keep serving clients when the entire world has changed? (Another way to look at this: how do I keep serving clients when MY entire world has changed?)
For group practice owners, the stakes were even higher. They weren’t only caring for clients. They were also responsible for staff, finances, and the survival of the business itself.
In my research with female group practice owners, this period revealed remarkable resilience, creativity, and adaptability. Here’s what they shared about navigating one of the biggest disruptions the counseling profession has ever faced.
Rapid Telehealth Expansion
Before 2020, telehealth adoption in counseling was slow. Overnight, it became the primary way to deliver services.
Owners described challenges such as:
- Learning new technology quickly
- Navigating constantly changing insurance regulations
Training staff on telehealth platforms while managing their own anxiety
One participant reflected, “We went from zero telehealth sessions to our entire practice online in a week. It was terrifying and incredible at the same time.”
The result? Many practices found telehealth expanded their reach to rural clients, busy parents, and college students who might not have accessed counseling otherwise.
Financial Stress and Creative Solutions
The pandemic disrupted referrals, insurance payments, and client attendance. Owners had to think like CEOs, not just clinicians.
Strategies that helped included:
- Negotiating rent or utility relief for office space
- Applying for small business grants and loans like the Paycheck Protection Program (PPP)
- Cross-training staff so fewer people could handle more administrative roles during layoffs or furloughs
One owner shared, “It was the first time I truly felt like a business owner, not just a counselor. I had to learn financial survival skills fast.”
Supporting Staff Through Uncertainty
Counselors themselves were grieving, adjusting to remote work, and balancing personal stressors. Owners prioritized communication and emotional support to keep teams connected.
Some held:
- Weekly virtual team meetings for updates and encouragement
- Informal check-ins to address burnout and isolation
- Flexible scheduling to accommodate staff caregiving needs
As one participant put it, “People needed empathy as much as they needed paychecks.”
Lessons That Stuck
Even as offices reopened, owners kept many pandemic adaptations:
- Hybrid models offering both in-person and telehealth sessions
- Streamlined administrative systems adopted during the crisis
- A stronger emphasis on work-life balance for staff and owners alike
The crisis forced owners to rethink efficiency, flexibility, and sustainability. These are changes that have strengthened practices long-term.
Takeaway: Crisis Can Spark Innovation
COVID-19 pushed counseling practice owners into uncharted territory. But the lessons learned about technology, leadership, and adaptability are shaping a more resilient, accessible, and client-centered counseling landscape.
The next blog in this series will look at how practice ownership became a catalyst for personal growth, transforming not only businesses but also the people leading them.
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Ready to take your counseling practice to the next level? Brave Play offers consulting, CE trainings, and supervision tailored for group practice owners. Click here to learn more!
References
The Lived Experiences of Group Practice Ownership by Female Licensed Professional Counselors (Doctoral dissertation, Walden University). Walden Dissertations and Doctoral Studies, 12983.