At some point many practice owners consider growing beyond themselves — bringing in associates or employing other practitioners. It's how a practice grows past the ceiling of one person's hours, and it can be hugely rewarding. It also multiplies the responsibilities: now you're responsible not just for your own standards and obligations, but for upholding them across other people's work too.
Done well, it takes real thought: the right people who share your standards and values, clarity on the arrangement (employment versus contracting has real implications worth getting advice on), how quality and consistency are maintained across practitioners, and a culture that holds as the team grows. The practices that struggle here usually rushed it — added practitioners quickly to meet demand, without the structure to support them.
The reward is a practice that serves more patients, runs beyond your personal capacity, and is worth more. The risk is dilution — of quality, culture, or compliance — if the foundation isn't there first.
Grow your team deliberately, on a foundation that can hold it.
The employment-versus-contracting question carries real legal and tax implications — general education here, professional advice for your situation. Building and leading a multi-practitioner practice is part of the [Practice Management course].
Explore the Practice Management course
Free starting point: the practice team & roles checklist.
Annie
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