The Marketing That Built Your Practice Will Stop Working the Day You Hire
You filled your caseload faster than you expected. The waitlist got long. People kept referring people. So you did the obvious next thing and brought on an associate.
And then the inquiries kept coming, and they kept asking for you.
This is one of the most common walls in service-based growth, and almost nobody sees it coming. The reputation that got you full was personal. It was built on you, your name, your relationships, your way of working. Now you need it to transfer to someone else, and reputation does not transfer on request.
Rebecca Gerlach hit this wall about a year into building Being Human Group, her Michigan-based therapy practice. Her solution was not more marketing. It was a different kind of marketing entirely.
The Rebrand Nobody Warns You About
Rebecca filled her solo caseload in four months. She had come out of nonprofit work where she’d already built a clinical program, so she knew what a growing practice needed structurally. What she did not anticipate was the marketing problem.
Her first instinct was the one most owners have. Market the associates individually. Give each clinician their own visibility, their own draw, their own pipeline.
It did not work.
What worked was a full rebrand around the practice itself. About a year in, she redid the website and made a deliberate structural choice: her associates went to the top of the page, and she went to the bottom.
That is not a design decision. That is a positioning decision, and it costs something. You are voluntarily reducing your own visibility in the business you built, because the practice has to be able to earn trust without you standing in front of it.
Here is the shift underneath it. When you market individual associates, you are not running one business. You are running five or six small ones, each with its own audience, its own pipeline, and its own turnover risk. When an associate leaves, that marketing investment leaves with them.
When you market the practice, every hire inherits the reputation on day one.
Three Things That Actually Fed the Pipeline
Rebecca’s growth did not come from a single channel. It came from three, and only one of them was paid.
Paid ads, used as a bridge. She ran Google Ads heavily for about six months during an expansion. Not permanently. It was a bridge across a specific gap, and once organic search caught up, she stopped.
SEO as the long game. After the ad period, the practice invested in search. Today, she says, it’s almost all website-driven. This is the quiet compounding asset that most practice owners underinvest in because it doesn’t pay off in the quarter you build it.
Network, treated as infrastructure. This is the one she almost dismissed as luck. It isn’t. She maintains relationships with other practitioners in a heavily saturated market, and those relationships produce cross-referrals in both directions.
The mechanism she named is worth sitting with:
“I don’t operate out of a scarcity mindset with this. There’s plenty of this work for everyone. I think that’s what gets in the way sometimes for people, when they think they have to grab everybody or serve everybody.”
Her team is coached to say no to poor-fit clients and help those clients find the right provider elsewhere. Counterintuitively, that is part of why the practice stays full. People refer to a practice they trust to tell them the truth, and that word travels.
Hiring Was the Only Thing That Actually Bought Time Back
For years, Rebecca could not step back. She was doing the supervision, the day-to-day management, most of the operational load.
Eighteen months ago she hired a clinical supervisor. That person now runs most of the team’s supervision and handles some of the marketing. It’s the single change that let Rebecca move into building training programs.
Notice what did not create that freedom. Not automation. Not systems documentation. Not better time blocking. Those things matter, but they redistribute your work. Hiring is what removes it.
And her framing on the hire itself is precise. Right fit for her personally, right fit for the role, and someone who genuinely believes in what the practice is doing. She named organization as the specific skill she needed, because she knew it wasn’t hers.
The Ceiling She Chose
The most useful moment in the conversation is the one that runs against the usual growth script.
Insurance billing is her biggest operational pain, and she does most of it herself. She has outsourced it before. It cost more than it saved. Asked what would need to be true to make outsourcing worth it, she said the practice would have to be much bigger.
Then she said she doesn’t want to be that big.
She worked briefly at a practice employing two hundred clinicians and described it plainly. You don’t know anyone. She wants a practice where the team actually knows each other, and she’s willing to absorb an operational cost to keep it that way.
That is not a lack of ambition. That’s a constraint chosen on purpose, with the tradeoff priced and accepted. Most founders who stall at a size never make that decision consciously. They drift into it and then feel bad about it.
There’s a real difference between a ceiling you chose and a ceiling you hit.
The Second Audience Problem
Rebecca is now building training programs on psychedelic-assisted therapy, drawn from her clinical work and eighteen months in an IV ketamine clinic.
The programs sell to therapists. The practice serves the public. Two audiences, two messages, one brand.
She knows the eventual answer is probably separation, either two businesses or two websites. She hasn’t done it yet, and her reasoning is disciplined: she wants more demand before she splits her infrastructure. In the meantime, she’s built the new audience through speaking, four or five CE events for other therapists in the past year.
That sequence is correct. Build the audience, then build the container. Reversing it is how founders end up maintaining a second website nobody visits.
What to Take From This
If you’re at the point where your caseload or client roster is full and the obvious next step is to hire, plan for the marketing rebuild before you make the hire, not after. The visibility problem arrives faster than the revenue does.
If you’re already there and struggling to get clients to accept anyone but you, stop marketing individuals and start building the practice’s reputation as the thing people trust.
And if you’re avoiding a decision about how big you actually want this to be, make it on purpose. Rebecca’s advice at the close of the conversation was to lean into the fear, be comfortable with some risk, and ask people who know more than you do. Her exact words: you can’t do it totally alone.
Growth stops being about effort at a certain point. It becomes about what you’re willing to decide.
If you’re navigating the shift from being the practice to running one, that’s the work we do at Hakkola Horizons. Book a Growth Clarity Call and let’s look at where you actually are.
Full Transcript
Christine: Welcome to FoundHer Rising, the podcast for women founders in wellness, coaching, and consulting who are ready to build businesses that create freedom, impact, and income. I’m your host, Christine Hakkola, business coach, former psychotherapist, and mentor to women scaling service-based businesses.
[Guest introduction incomplete in source recording]
Christine: …based in Michigan. She supports adolescents and adults using an integrated and trauma-focused approach. Becca, welcome to the show.
Rebecca: Hi, thank you so much for having me.
Christine: I’m so happy to have you. We spoke briefly before we started recording and I already have so many questions buzzing in my mind. But as we do on this show, let’s rewind to the beginning. Tell us about how you got started in private practice.
Rebecca: Sure. I initially started in private practice after I had built a clinical program for a nonprofit and sort of learned that I could do that. I was also pretty burned out working for nonprofits and ready to be on my own and do something a little bit different, and be able to do things my own way.
Christine: What was the specific appeal to you about doing things your own way? What were you excited about?
Rebecca: I was excited about being able to work with people that I wanted to work with, and in a way that felt more authentic to me. In therapy, most of all, the relationship is most important. So being able to be myself, and work with clients who want to be more themselves, is really important.
Christine: I so get that. You mentioned that not only did you open your private practice, but very quickly you shifted from solo one on one and founded your current business, Being Human Group. What inspired that shift, and especially so early on?
Rebecca: I had a client list early on and needed people. I filled up in four months.
Christine: That went really fast. What do you attribute that to?
Rebecca: Being fairly well connected already and having done this work for quite a while, I think, really helped.
Christine: What was your focus in terms of who you served, either clientele, your niche, types of therapy that you utilized?
Rebecca: Previously I had worked primarily with adolescents, providing trauma-focused therapy, and worked with more challenging clients, I guess you could say. I think that was helpful too, because I am pretty willing to work with most people.
Christine: It has a big demand on you.
Rebecca: It’s shifted a bit over time. I see much more adults now. So it’s changed a bit, but still trauma-focused. I’m an EMDR therapist, and I think that’s helpful as well. Most of our team is EMDR trained as well, because that’s often something people are looking for.
Christine: So let’s focus on team. You were four months in and your caseload was already full. Talk to us about those next steps. What did you do next, and how did you know what to do?
Rebecca: From building out the clinic that I had been working at previously, I had some idea of what needed to happen. I was working with a biller at that time. I do our billing now, but at that time I was working with a biller who helped me get them added on and get that process going. I had already been in supervisory roles, and so that part felt natural as well.
Christine: You came with a wealth of experience that made you really well positioned for this.
Rebecca: When you’re in nonprofits and you have some experience, you get more and more experience, if you’re anywhere decent at your job. You get to do all the jobs. So I did definitely come into this with a wealth of experience already, which was helpful.
Christine: Because grad school certainly doesn’t prepare you to run a business.
Rebecca: No. No, no.
Christine: I hear that so often from the women I support, whether they’re therapists or coaches or consultants or whatever field they come from. Whatever their training was taught them how to deliver the service, but not how to be self-employed and run their business. So you had a few key things that made you perhaps a little bit more well-equipped than the average person. How’d you find your first team members and start to build an associate practice?
Rebecca: They had previously been interns at the nonprofit that I had worked at, and they were wanting to come over to the private practice side as well.
Christine: So it was your network.
Rebecca: Yep.
Christine: One of the biggest challenges that I hear from therapists specifically who are growing an associate practice, but it can apply to any industry, is that many of them go in thinking, well, I had no trouble filling my caseload, and people inquire all the time, and I have a big waitlist. So I’m just going to have an associate and send them there. But a lot of times what I hear is that it’s not so easy, because they’re no longer delivering the service exclusively. And oftentimes I hear, they don’t want to see my associates. So there’s this whole rebranding, repositioning phase for your marketing. Talk to us a little bit about what that was like for you, and what were some of the unexpected challenges?
Rebecca: That was definitely tricky, and that definitely happened. We redid the website about a year in and put myself kind of way at the bottom of the page, and put everyone else up at the top.
Christine: Kind of hide yourself. Don’t look at me.
Rebecca: I really started trying to get my associates to think about who do they want to work with, who do they want to speak to, who do they want to go after, so we can connect with them, so we can include that in our marketing, so we can better broaden our spectrum of what we were doing.
And what’s also been super helpful for me is almost everyone that I’ve hired has been an intern here first, or has been an intern with me somewhere along the way. So I’m getting to know them in that process as well, which is super helpful to then help them build out as they’re ready to. It’s essentially a year-long job interview for them. But also I’m then getting a well-trained clinician at the end who knows how our practice works, knows what the expectations are, and is able to work with the population that we’re serving.
Christine: They’re already bought into your culture and what you’re building. I can definitely see the benefit of that. Now, were you advertising each therapist individually, or did you find that you kind of had to rebrand the clinic as a whole?
Rebecca: It was more of a rebranding as a whole. I tried to do some individual marketing that way and that didn’t work super well. We did run Google Ads pretty heavily for about six months when we expanded further, and that helped quite a bit. Then since then, we’ve done a lot of SEO on our website. I don’t do anything with Google Ads anymore. It’s almost all website-driven.
Christine: I imagine you kind of hit the tipping point where there were enough folks that word of mouth was working and you were getting high on Google. That’s fantastic. And I assume the way you share it is the simplified version. It’s usually a little more tricky. But I want to highlight this because it’s so common, whether you know it or not, Becca.
So many wellness practitioners and service providers go through this issue when they start to expand and bring on associates. The success they had early on selling themselves, the person behind the service, doesn’t translate most of the time when you build an associate practice. And the phases that I see folks go through are exactly what you described. They bring on an associate. They realize it’s not as easy to convince people to see the associate as themselves. Or they start by marketing the individual associate, but very quickly they start spinning their wheels around that, because it just doesn’t work the same way. You have associate turnover. You have multiple associates. Now you’ve essentially built yourself five or six different businesses that you have to promote.
Most of us learn that the hard way. What you eventually came to is what I see work for the vast majority of clinics. They rebrand, and the reputation is built upon the clinic, not just one individual. Was there anything else that you tried that just didn’t work very well for you, or anything else that did work besides the Google Ads?
Rebecca: We do some in-person drop-off marketing stuff. Our interns will take little merch bags around at the beginning of the year. I don’t know how well that actually works, but we do that anyway. We also participate in different community events. So we’ve tried to be more integrated in the community and in those events, to have that presence that way as well, which has been helpful.
We’re not the biggest clinic in the area by any means, and we are in an area that’s pretty heavily saturated. But I also haven’t had any problems filling anyone.
Christine: What do you do specifically? Because that’s not the case for everybody.
Rebecca: I think some of it is luck.
Christine: That’s not really what I find. There’s probably some humbleness there.
Rebecca: I think the network that I have is also huge. And I think that I have been able to maintain relationships and be connected with folks in a way that is helpful, and allows for cross-referral, and allows for, we’ve kind of got this specialty, maybe other folks have something else, and how can we support each other?
Christine: Yes. We hear about that a lot when you listen to business and marketing shows or classes, how important it can be to have a specialty. Because the more clear you are about who you serve, the easier it is for folks to identify you.
Something I want to touch on, that it sounds like you do almost effortlessly but is really not common, is this. When I see businesses that have grown beyond one on one, whether that’s an associate practice or programs or courses, the two big umbrellas that I see typically work are paid ads, which worked for you, or what we call outreach, aka networking. But it often starts as cold outreach if your network isn’t really robust.
When I see people who experience a lot of success early on like you did, that network and those personal connections sound like they’ve been huge for you. And there are things that I think most people don’t realize they can actually build. Going to networking events and being involved in the community and just being a face and having real life conversations can make a massive difference.
Rebecca: Absolutely.
Christine: Tell us a little bit more about your experience, and specifically what you have found has worked well.
Rebecca: I think what seems to have worked well is, and part of it too is, I don’t operate out of a scarcity mindset with this. There’s plenty of this work for everyone.
I think that’s what gets in the way sometimes for people. When they think they have to grab everybody or serve everybody, and that’s not the case. I’m quick to help our team identify, if this person is not the right fit, that’s okay. There’s someone else that is. That rightness of fit does matter.
And I think that’s helped in our ability to remain full as well, because people know that they’re not going to get stuck, or they’re not going to come and have a bad experience. If this isn’t the right fit, then we’re going to help you find somebody that is. And I think that word gets around, too.
Also, being able to coach our team on being comfortable networking and maintaining relationships and putting themselves out there a little bit as well. And doing that early on, because that’s not something that we’re taught in grad school. At least I wasn’t. It was not something that was super comfortable to me in the beginning at all. And I hope that it is more comfortable to our newer team members, because we’re having them do it much sooner.
Christine: And I imagine having it modeled and taught, rather than just being told that it’s something they’re supposed to do.
Rebecca: Yes.
Christine: Before we keep going, I want to say something. If you’re listening to this and thinking, I’m in that season right now, I’d love to talk to you. FoundHer Rising isn’t about polished success stories. It’s about real growth. Hiring decisions, the revenue plateaus, the identity shifts that happen when your business starts stretching you. If you’re building something meaningful in wellness, coaching, or consulting, and you’re willing to have an honest conversation about what scaling actually looks like, apply to be a guest. The link’s in the show notes. I’d love to meet you. Okay, back to the episode.
I’m so glad that you brought up this piece about the right fit. It’s something that I see a lot of business owners really struggle with, especially early on. When we’re first starting out and the business is not very busy and we really need clients, there’s this tendency to just take on everyone and try to do all the things. The problem being that there are people and there are problems that we are all, as service-based practitioners, best suited to serve. And we know implicitly and intuitively and through our experience that we’re going to have better outcomes when we’re serving the right people, who we’re trained to treat, who have the problems that we enjoy solving.
Talk to me about how hard or easy it was for you, especially as you’re building a team, to say no to folks who were the wrong fit. Knowing that you need to build your business, but also you’re balancing staying in integrity.
Rebecca: I think at different times it’s felt easier and harder. I think it changes. I think overall it’s important to me. It feels important to me.
And I’ve been in environments where that’s not the case, and you do have to serve everyone, or you do have to try to make yourself be the right fit even if you’re not. Or provide services that are maybe not the right level of care, or not quite the right thing for that person, just because that’s what it is. Sometimes the systems are what they are. But we’re in a position where we don’t have to do that. And so I think that’s important.
I also think it’s important to know what level of care private practice is, versus what someone might actually need. And there’s an ethical piece to that too that I think is important.
Christine: Absolutely. I appreciate your perspective on looking at it as a balance. It’s not always an easy decision, but it sounds like your compass has always told you what is the right decision. So let’s fast forward a little bit. We’ve been talking about building a team, but I know that today you’re doing a little bit more than that. What does your business look like today? What are you offering?
Rebecca: So today I am also building out courses around providing psychedelic-assisted therapy. It’s something I had the opportunity to learn a few years ago now myself. And I worked in an IV ketamine clinic for eighteen months and had very much hands-on experience as well. So I’ve been providing training around that and coaching around that for the last couple of years now.
Christine: Can I ask, how did you get into that?
Rebecca: I think being a trauma therapist sort of led me there. It’s research I’ve been following for a while. And then when the opportunity came up to work at the clinic and to have additional training, not only with ketamine but with psilocybin and MDMA as well, I jumped. I was like, yes, I absolutely want to do this. It’s so impactful and so profoundly healing for people.
It’s also not for everyone. It’s one of those things that you have to be mindful of too. It’s not for every therapist, it’s not for every client. But it can be incredibly healing and incredibly impactful for folks. And it’s something that I think therapists are definitely interested in, but don’t necessarily have access to people that are doing it, or people that feel comfortable offering it. So there’s definitely a need there as well.
Christine: How do you see the inclusion of psychedelic-assisted therapy, and even the programs you’re starting to offer now, changing your business? What are you noticing?
Rebecca: For me personally, it’s changing my focus a bit. I am stepping out of the day to day a little bit more and doing some of these bigger picture things, which I didn’t feel like I could do for a long time. So I’m really excited to be able to do that now.
To be in kind of a separate space. I’m still seeing clients, I’m still doing that work. I think I always will. I really enjoy it. But I’m doing less of that and more content creation, more training, more building out with other folks.
Christine: So you said a phrase that I imagine perked the attention of many of our listeners. You said, I’m stepping out of the day to day. To founders at all stages of business, that phrase often comes up as an aspiration. My goal is to one day be able to step out of the day to day, either in full or in part. And most of the folks that I speak to, it’s more of an in-part situation. They don’t want to stop doing their business. They just want to scale down the load.
Tell us a little bit about what your experience has been, and specifically, how did you step out of the day to day? Was it through systems?
Rebecca: About eighteen months ago, I hired a clinical supervisor, and she’s amazing. She is now providing most of the supervision for our team. I had been doing a lot of that before, and so now she’s doing that. She’s also handling some of our social media marketing and some other day-to-day things that were on my plate and now they’re on hers.
She’s very happy in her role. I’m very happy that she’s in her role. And that’s really allowed me to take a step back, because she really has it. She believes in this too. And that matters. That matters to me. I think that matters to our team. I wouldn’t have been able to do that otherwise.
Christine: That’s awesome, and it’s the piece that I was expecting you were going to say. Because when people start to expand and grow their business, and especially when they experience the freedom to be able to step back even a little bit, most of the time that’s through hiring. It’s one of the first things that happens. We can automate, we can delegate to systems, we can put other things in place, but the hiring almost always needs to happen.
A lot of practitioners, and some of our listeners, may have some feelings around hiring. There’s a lot of fears there, a lot of misconceptions, many folks who have had a bad experience. What was your experience going through the hiring process, and what advice do you have for someone who’s considering that?
Rebecca: Again, I was lucky, in that it was a person that I knew, and a person who was looking to expand her supervisory role. She was working for a friend’s practice as a therapist and was moving into a supervisory role in that position as well. So now she’s sort of the clinical supervisor for both practices, which is ideal for her and where she’s at with life, and is ideal for both of us. It gives us that space.
But I think being able to have someone who is organized, and she’s honestly much more organized than I am. Everyone on my team is more organized than I am. I think that’s important. And it’s just the right fit. Again, just like rightness of fit with clients, rightness of fit with team members can be challenging too, and can be hard to find. I’ve been lucky to have that through those previous relationships, and continuing to get to know people and bring them on in those roles.
Christine: You’re touching a lot of points that I personally think are really important. Making sure that you’re hiring someone, and I would make an argument in general that you don’t have to know the person for a really long time, but taking the time to get to know the person you’re considering hiring so that they’re the right fit with you, energetically, personality-wise. And the piece that you mentioned that I really want to highlight is they’re the right fit for the role. Their skills, their experience, what they’re looking for. It sounds like it matched exactly what you needed in your clinic.
What’s been the hardest part of hiring and growing your business, and now launching trainings and programs? What’s either a big learning curve, or is stressful, or maybe you didn’t anticipate you would have to face so much?
Rebecca: I think as I’m shifting marketing to focus on not the practice but courses, that’s been challenging. Something that I’m like, okay, wait a minute now, how do I move over here to this audience? It’s a different audience. The practice is for lay folk and the trainings are for other therapists. So feeling that out and trying to figure out how to do that effectively has definitely been a challenge.
And in terms of the practice, I think insurance billing is probably the biggest pain that we deal with on a day-to-day basis.
Christine: Have you hired someone to do that?
Rebecca: I’m doing most of that.
Christine: Is that something you consider outsourcing in the future?
Rebecca: I have outsourced it, and it’s so expensive to outsource that it’s not worth it.
Christine: Interesting. What would need to be true to make it worth it for you?
Rebecca: We’d have to be a lot bigger.
Christine: Have you run the numbers to figure out the size, and whether that would be feasible in the future?
Rebecca: I don’t want to be that big. I don’t want to be a very large practice. There are other risks and other things that that sort of opens you up to that I’m not super interested in. So I’m happy being sort of small to medium, and staying in that place where it feels very manageable and feels like everyone can know each other and connect with one another as team members.
I worked briefly for a very large practice and you don’t know anyone. They’re employing two hundred clinicians and you don’t know anybody. You’re kind of in and out and not necessarily connected. That’s not what I want.
Christine: I know some folks who have faced a similar challenge, and one of the options that some decide is right for them is to move away from insurance billing altogether, or find other creative solutions. What have you explored, and what do you know to be true for you and your business?
Rebecca: I think accessibility is important. That’s why we don’t, at this point. We’re also in an area where I think people really expect to be able to utilize their insurance. Depending where you live, sometimes there are different expectations people have. And where we are, that’s it. It just is what it is.
From an accessibility standpoint, it is important. It does matter. I’ve thought about moving to totally sliding scale, and I know another practice owner in another state who’s done that. It can work. I think sometimes that’s trickier with associate clinicians.
I think that if it was just me, if I was back to just solo, I wouldn’t mess with insurance at all and I would just be cash pay. It would be easy.
Christine: But that’s not one of the luxuries we have. Things that are maybe more complex as a solo practitioner but easy to manage when there’s one person don’t apply when there are a lot of other people, because then that complexity is exponential with all of those extra people. Does it feel to you like you being the one doing all the insurance billing is sustainable? Or do you suspect that you’ll have to get creative about other solutions in the future?
Rebecca: I think for now it is. For the most part it doesn’t take too long, and we don’t have too many complications. I do have someone that does credentialing for us, so I’m not doing that process, because that’s kind of a pain. There are pieces of it that get farmed out here and there. And financially that’s made more sense for us as well.
Christine: I want to shift gears and talk about the growth of your trainings and your programs. You mentioned the biggest thing coming up for you right now is recognizing that now you’re actually serving a completely different audience. The clinic grew and exists to serve the public. And now these trainings and programs really are a different audience. Now you’re serving therapists.
One of the things that I see a lot of practitioners come to the realization around is that what works best for them is to actually separate it, either into two different businesses or two different websites, keep that apart. Talk to me about where your head’s at and what you’ve been considering.
Rebecca: I do think about that. I have not done that as of yet, but it is definitely a thought. I think eventually that probably will be what needs to happen. But as of right now, I’m not there yet.
I think what’s been helpful, over the last year, is I had the opportunity to speak at four or five different events that other therapists had planned, like CE kind of events. I was able to do that, and that gave me a different audience and a different marketing tool and all of that. That’s been really great. So I’m hoping to continue to do more of that as well.
Christine: When you look into the future, you said you think that’s what needs to happen, or that’s what you’ll choose to do, but you’re not there yet. What feels like it needs to be in place, or needs to be true, for you to feel ready to take that next step?
Rebecca: I think I need more time to grow that and develop it. And I’m not quite there.
Christine: And waiting for the demand. That makes a lot of sense. So speaking of the future, as you continue to look even a little further out, perhaps when you do have a separate website for your trainings, and your audience is bigger and the demand grows, what are you most excited about and looking forward to?
Rebecca: I genuinely enjoy teaching and coaching. So being able to expand into more of that, and do more of that in a way that feels sustainable and feels exciting and new, is exciting and something I’m looking forward to.
Christine: Do you see your practice getting to a point where perhaps you appoint a clinic manager, or you remove yourself entirely to focus on that? Or do you see yourself keeping a foot in both worlds?
Rebecca: I think probably, for the most part, keeping a foot in both worlds. I do think eventually it’ll get to that point, but not for another fifteen years probably.
Christine: One of the things I’m appreciating, Becca, about speaking with you is that you strike me as someone who’s just very grounded and really thoughtful about her decisions. I just really appreciate it. When you think about the folks listening, and many of them working in the direction of what you’ve already accomplished and building, what advice do you have for them? What do you feel has contributed to your success that you would want to pass along to other people?
Rebecca: I think you have to be able to lean into the fear that you have, and into the unknowns. You have to be comfortable with risk to some extent. And I think you also have to be open to talking to people and collaborating with people. If you don’t know, ask. Find people that do.
That’s something that’s been super important to me along the way. I am quick to find somebody that knows the answer. Whether it’s for advice, or just the things that I’m not able to do. And I’m really comfortable doing that. And I think that matters. I think that’s been really, really helpful in this process. You can’t do it totally alone.
Christine: I think that’s fantastic advice. Thank you so much. Thank you for your journey and your wisdom. I have a feeling that there are folks listening who are curious to hear a little bit more about who you are and where to find you, whether it’s just in general or about your psychedelic-assisted trainings and programs. What’s the best place to find you online?
Rebecca: On our website. So beinghumangroup.com is the best place to find me. All our contact info is there.
Christine: Fantastic. Thank you so much, Becca.
Rebecca: Thank you. Thank you so much.
Christine: Thank you, listener, for tuning in to FoundHer Rising. If today’s episode resonated with you, follow the show, share it with another founder, and leave a quick review. It helps more women find these conversations. You can connect with me on LinkedIn or learn more at HakkolaHorizons.com. Until next time, keep rising, and keep building the business that gives you freedom to live, lead, and create on your terms.
