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Wendy, welcome to private practice in the WTF era. I'm Wendy Kendall, chartered psychologist and private practice designer, and if you're also waking up every morning going, WTF is happening now and then trying to run your psychology practice on top of it, you're in the right place. Welcome to episode two, why your referrals are down and how to redesign your offer suite to respond for years, the one to one session was the stalwart of private practice for many kinds of mental health practitioners, you could be pretty sure that if you set yourself up, hung out your metaphorical shingle, and were willing to take different referrals, you'd fill your calendar. And that's not to downplay that some practitioners always had it harder. There are sometimes structural and even geographic reasons why that model never worked equally for everyone, but for many people, one to one was pretty reliable over the last year or so that's been changing. More lulls, more practitioners telling me their referrals have dropped off, that referral partners haven't been coming through in the same way, and that fare rates are becoming harder to get. So the reliable treadmill is squeaking and faltering. Balancing on top of this squeaking treadmill are the practitioners who've been through some things this last five plus years. And you know how sometimes it's not what someone says but the way that they say it that sticks in your mind? Well, one of the psychologists I've been working with said something to me at the start of us working together that has stayed with me. She told me, I have to stop offering therapy, because it's killing me. I'd rather give up being a psychologist entirely than continue offering therapy. And just to be really clear, this isn't someone who doesn't care about her clients. It's not someone who went into psychology for the wrong reasons. This is someone who's given so much of herself into a system that takes and takes and takes that she is beyond depleted. She's at the end of the runway, and her story is not unusual. I think it's one version of something a lot of us are living with in different intensities. I would say about one in four psychologists who book a coffee chat with me say almost in a whisper, sometimes really struggling with shame, I don't want to offer therapy anymore, or they need to scale it back significantly. And it's not the clients themselves. It's not the work of being a psychologist, it's the delivery model. It's become less of a groove and more of a grinding rut. And this experience isn't unique to people who offer therapy, either. It may be educational psychologists who are absolutely through with offering statutory assessments, psychologists who are through with medical, legal work, occupational psychologists who are absolutely done with assessment centers. And that last one's me, by the way, by way of confession. I'm not quite sure who I'm apologizing to, but I genuinely still feel slightly squeamish saying it, because I wouldn't want any of my former colleagues or clients to feel like I didn't enjoy working with them. I always did, but the model it's now like running nails down a blackboard I was done with delivering that way a long time before I was able to step off the treadmill. So every time someone makes a similar confession to me, and it does feel like a confession when I ask what they'd rather be doing instead, they mostly know immediately. They don't hesitate. Sure they have ideas, they have approaches, they have ways of working that they genuinely believe would serve the people they most care about, but they just can't get there because they're stuck. They're stuck on this treadmill, and often what they're thinking of. Feels at the moment, fragmented. So this isn't a crisis of commitment to clients or the profession. It's a crisis of model fit for us as professionals. But I want to talk about what I'm calling the triple squeeze when it comes to referrals, it's not just about how we feel about it, but the model is being squeezed in other ways as well, and they're very real. Almost every conversation I have now is about one of these factors, if not more than one of them. So what's causing this referral model, this one to one time for money, money model. What's causing it to squeak and for the wheels to fall off for some people, especially because I want to make the case that many of us that what many of us are experiencing isn't personal, as I mentioned in the first episode, this isn't a personal problem. It's not a failure of your resilience, and that means it's also not just going to be fixed by better marketing or SEO or sorting out your therapy, directory, profile or whatever. It's a structural issue, and it's coming from three directions at once. It's coming from below, first of all, in the form of commoditization. Platform. Therapy services are paying UK therapists sometimes as low as 18 pounds a session, 18 pounds in addition, BetterHelp, for example, which was fined in the US for sharing client mental health data with Facebook and Snapchat, among others for advertising purposes, because, apparently, your client's struggles are a marketing opportunity. This platform has helped pioneer what author Elizabeth cotton calls therapeutic Tinder in her newly released book Uber therapy, you swipe right for a therapist, skip the deep, uncomfortable work, get something that looks like therapy, but at a platform price, and by the way, that FTC case in the US was illuminating the better help fine went as follows, the Federal Trade Commission announced its proposed order on March 2 2023 requiring better help to pay $7.8 million to consumers to settle charges it had revealed sensitive mental health data, including email addresses, IP addresses and health questionnaire information to companies including Facebook, Snapchat and Pinterest for advertising purposes after promising to keep such data private, and the data breach is bad enough, but what this case showed is that the therapeutic experience is being mined for as much value as can be found, even if it means commoditizing that private data. Meanwhile, insurance companies are bringing provision in house at reduced rates or offering or prioritizing intermediaries who are also offering reduced rates to practitioners, and in the meantime, anyone can offer weekly therapy has literally become true. The offer itself has been commoditized. So if you're competing on the same ground as a platform that's paying 18 pounds a session, you're already in a race to the bottom that you didn't choose to enter. Second factor, the model is being squeezed from above. There is an element that our models are inadequate for the times that we're in at the same time, and this is the part that I don't see business coaches talking about the standard one to one offer is not
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necessarily well placed to hold what clients are actually bringing these days, no whether that's economic precarity showing up as trauma, whether that is climate disaster, grief. We've even seen that in the UK with fires and floods, whether. It's political trauma, whether it's the fallout from AI taking jobs, the models that we have were not designed for this. You know, we named this in the first podcast. We have this complex horizon two, the split screen that we talked about in episode one, the standard 50 minute weekly session wasn't designed in or for this era. It was designed for individual problems in relatively stable systems, and we're now holding something that's more akin to collective grief in collapsing systems. The American Psychological Association zone Population Health Science summit in 2023 issued an urgent call for psychology to move beyond a solely individual level focus and become accountable for population level impact. So this is not just about a critical, so called outsider position anymore. The profession's own leadership is saying the one to one model isn't anywhere near enough. The NHS 10 year plan published in 2025 says the same thing, prevention, community, cross sector partnerships. So the question, which neither the APA summit nor the NHS 10 year plan doesn't fully resolve, is whether the vehicle for that transformation is automation and digital delivery. Of course, there are people out there who continue to strive for that, or whether it's psychologists and other practitioners working at levels three and four in communities and systems, if you remember the nested circle models. I'll put a link to an article I wrote about it in the show notes. But if you remember Derek Mowbray's model of psychological work, which I referenced also in episode one, level three, which is strategic work, and level four, which is regenerative co creation, part of this transformation in services that the APA and the NHS are asking for could also be met by psychologists working at levels three and four in communities and systems and in comparison with automation and digital delivery, those are very different answers to the same question. For what it's worth, I can see a place for both, so long as there's more governance and guardrails for the automation and digital delivery to prevent some of the abuses that we've seen in the private sector. So I believe we have as practitioners, as a profession, and historic opportunity to step into this opportunity as practitioners, to create those diversified practices that can meet communities in the moment. And either we will step into that or the commoditizers will. So what's it going to be? The third place that this model is getting squeezed is from the side with the pure seduction of the treadmill. High demand made and still makes the one to one model incredibly easy to get on. Referrals can come in, the diary fills up, the income arrives, and it feels like it's working. But the same demand that makes it easier to get on makes it very difficult to get off, because getting off the treadmill requires time, space, financial breathing room, and the treadmill consumes all three of those. The research on this is quite damning. Over half of psychotherapists internationally report moderate to high burnout. That's the finding of a systematic review of 40 studies covering nearly 9000 psychotherapists in the UK. A BPS survey of more than 5700 psychologists found that one in three said their work was emotionally exhausting, and that rose to almost 90% among those working in the NHS, more than 40% felt worn out by the end of the day. 10% had already left the profession entirely because of overwork stress or feeling undervalued. This was data from the BPS that was published. In 2022 so my summary is really that I believe the wheels are coming off the one to one treadmill. It's not because anyone out there is running it wrong. It's because it's designed for a world that is fragmenting, that doesn't exist in its previous form. It's designed at a price point that's being undercut for a degree and a type of complexity that that model was never really built to hold in conditions that make it extremely risky for promoting burnout. So nevertheless, let's also look at something else with that model as well, which is the internal economics of it. So the maths that we often don't talk about, whatever your legal setup, whatever your rate, the one to one time for money. Model has a ceiling. There's only so many hours in a day. You can only see so many people, and the ceiling is lower than most of us want to admit. So I'm going to run through some figures and look at what the diary needs to look like in order to build a decent turnover where you can cover your costs of running the practice, your CPD, your income, your business taxes, National Insurance costs, additional support where necessary, and maybe even make decent pension contributions. This, for want of a better figure. This is often quoted as around 100,000 a year turnover, and it's a decent that makes for a decent but modest take home pay after all of those costs, if you're the breadwinner in your family, you will likely need at least this, if not more, especially depending on where you live in the country. So let's have a look at some of these figures. For 80 pounds a session, and this is all based on 100,000 a year turnover, 48 weeks of working, which allows only four weeks off total for holiday, illness and quiet periods. And most practitioners I know need more time off than this to cover children's illnesses, their own illnesses, school holidays, caring responsibilities, including for partners and for elderly relative. So 48 weeks is also optimistic, right? We're also assuming zero cancelations, and Lord knows, that's not what happens anyway. Let's have a look at some of these sessions to get that 100,000 turnover if your session rate is 80 pounds an hour for your session, you would need to run 12 150 sessions in a year. And based on that 48 week assumption, that's 26 sessions a week at 100 pounds a session, that becomes 1000 sessions a year. That's 21 sessions a week at 120 pounds a session that's 833 sessions a year, that's 17 sessions per week, at 150 pounds a session that's 667 sessions a year, and that's 14 sessions per week. So 17 sessions a week at 120 pounds for 48 weeks of the year with zero cancelations. And you know nothing beyond the four weeks in terms of sick weeks zero. You know quiet August, where you're still in work, but everyone else is on holiday, or, you know, July and August, frankly, and that's what the ceiling looks like. And on top of that, it doesn't leave you with a lot of time and energy for much else when you factor in the additional work that goes around this. So whether it's writing letters or writing up your case notes. I know people have Heidy these days, but there are. There's often additional work, certainly that my clients tell me about, that they have to do around sessions anyway.
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Let's add in another factor on this, which we also don't talk about so much, and that's inflation. Like we had so many years where inflation wasn't an issue, but now it's more of an issue if you haven't raised your rates since early 2023 and by the way, there are, there is downward pressure on those rates. You, you and I have all heard about this if, but if you haven't raised your rate since early 2023 you. Because raising rates feels uncomfortable, because clients are stretched, because the market is being undercut, then cumulative UK inflation over that period has been around 12 or 13% and what that means in real terms is, if your 2023 rate was 80 pounds, the real value now, in terms of its buying power, is 71 pounds. And if you wanted to earn the same in terms of buying power, compared to 23 you'd now need to be charging 90 pounds. And what that translates into is you need to now carry out an extra well just above 3.1 sessions a week. So you were on 26 sessions a week. Now you're on 29 if you're charging 100 pounds, the real value of that now is 89 pounds. The rate you would need today is 113 that's an extra two and a half sessions a week. If your 2023 rate was 120 pounds, the real value of it now is 106 the rate you need today to get the same purchasing power compared to 2023 is 135 that's an extra 2.1 sessions a week. And if your 2023 rate was 150 its real value now is 133 the rate you would need to charge today for the same buying power is 169 and that comes to an extra 1.6 sessions a week. Now that was all worked out, and please feel free to check my figures, because I'm not a mathematician either, but it's worked out based on the cumulative CPI and based on ons data. So 7.3% in 2023 2024 it was 2.6% 2020 percent. 2025 2.5% if you're still charging 120 pounds per session, and you haven't raised it since 2023 you're running two extra client sessions every single week, just to stand still in real terms, and that's not to grow, just to maintain so that's another element of the ceiling inflation means that ceiling gets lower every year if you don't act. You can lay the Uberization of therapy on top of this. You know, whether it's an algorithmic swipe left in terms of matching with therapists. It's the Datafication of distress, what Elizabeth cotton calls attrition by design. It's building a parallel market that is competing on price and convenience, that doesn't care about the values or the depth, the values or the depth or the relationship, the whole thing is being optimized. The whole market is being optimized for volume, not outcomes. So at this point, I want to tell you a tale of two oceans, a red ocean and a blue ocean. So I'm leaning into the good old occupational psychology here, and it's a strategy framework that I want to borrow, because I think it describes our organizational design predicament with some unusual precision. It's called the Blue Ocean Strategy, developed by two business school researchers, Reni mourn and W Chang Kim. And it's a simple idea, a red ocean is a market where lots of competitors are fighting over the same customers with the same offering, more or less the same offering. The competition space margins are getting squeezed the whole time. Everyone's essentially offering the same thing, trying to do it slightly cheaper, slightly faster, and the ocean is red because of the feeding frenzy, and it's metaphorical blood in the water. A blue ocean, on the other hand, is where organizations are moving into uncontested market space where you're not competing with everyone else on the same terms, because you've created something distinctive enough that the comparison doesn't apply the standard one to one therapy offer weekly Session protocol based priced in the same range as every other therapist in your area, is firmly, I would say, a red ocean. It's becoming more red by the month as platforms undercut on price, insurers standardized provision, and anyone with a qualification hangs up a shingle. Offering the same thing. But there's something more specific I want to say about why, and it connects back to the levels of psychological work most of us who came through in depth professional training, whether it's doctoral level, clinical psych, ox psych, Counseling Psychology, we were educated to work at least that level three of Mowbray's model, complex, discretionary, multi theoretical interventions, the kind of work that requires genuine professional judgment, not protocol application. And to be fair to Derek Mowbray, he's been saying we need to do this as as a profession. We need to work move away from level two and into level three. Since 1989 he's been arguing for it. I say now we also need to move beyond that into working together cross sector to co create system change, which is the that regenerative level four anyway, be that as it may, the one to one treadmill predominantly demands that level two work. It's structured, protocol based, reproducible, whether that's CBT for anxiety and depression, whether it's EMDR, for trauma. And I have great respect for all of these offers, for all of these models, for CBT, for EMDR, for for all of the models out there. There's not a criticism of the models. It's about how when we're offering it in certain ways we are more open to being in that red ocean territory or red ocean, they are evidence, but critically, they are reproducible, which is exactly why they can become standardized, Automated to greater or lesser extents and competed on price. So level two, whatever your level two is for your particular flavor of psychology, I've seen this with assessment and development centers, for example. You know, it's now red ocean territory. It's what platforms can replicate, what algorithms can triage, what 18 pound a session services can scale, and many of us are stuck delivering it because that's what the treadmill demands, not because that's the limit of our capability. It's the level three and four work, work where we will find further blue oceans, that complex, discretionary, deeply relational, work resists commoditate commoditization by its very nature. You can't Uber eyes, genuine strategic leadership on a topic. You can't algorithmic, algorithmically match someone to a practitioner who's leading through their consulting on systemic change, like it's not a swipe right situation, that work requires the kind of professional judgment that took years to develop, and also deep and trustful relationships, and those are genuinely irreplaceable. They're extremely hard to commoditize. Does that mean one to one therapy referrals will stop entirely? No it and it's very unlikely, but the market is definitely fragmenting. It means the wheels will eventually come off the treadmill for those who've built everything on it. So what I'm really concerned about is, how can we as a profession make that transition in a more controlled and intentional way? And I believe we need to be doing it. The time is upon us. The question isn't whether you have what it takes to work in the blue ocean. Your training almost certainly qualifies you and your experience. The question is whether your practice is designed to empower you to get there, and that's what we're going to be working on in episode three of the podcast.
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So I want to talk now about what often comes up when I talk about us moving into this level three and four work, which is about how we dance with imposter feelings. And if there's one thing to recognize intellectually, it's that your capability sits at level three and four, but it can be quite another thing to actually step into working there and to kind of feel confident about that emotionally. What I hear again again when psychologists start thinking about moving beyond the. 101 to one offer is a particular kind of hesitation, a voice that says, but it's just little old me. Who am I to say these things? Do I actually have what it takes to do this new work, to be seen as credible doing it? What are people going to think? What my colleagues going to think? And that's this imposter feeling. It's very specific. It's not about doubting your clinical competence. It's about the gap between the container you've been working inside, which has its own established credibility markers its own recognized form. And there's something bigger that you can feel yourself moving towards, where the credibility hasn't been publicly established yet for you to do that. And then there's the the M word piece on top of that, the marketing piece, because the reality is in a commoditized market. If you don't market more actively, your referrals will slow a little bit at first, maybe intermittently, and then more quickly. And we we've seen that the insurance referral Cliff EAP is undercutting rates the insourcing like bringing provision in house, these aren't future threats. They're here with us already. So there's pressure to market. But if you're marketing a one to one therapy offer, you're not that you're not that excited about anymore, in a commoditized field where you're competing on price against the likes of the 18 pounds a session platform that marketing can start to feel like you're dancing on a stage for the wrong show. You dread it. You put it off, you write the post, you delete it, you write again, because part of you is like, well, this isn't the thing I want to be doing so much anyway, so I'm just putting it out there for the sake of it. And those experiences combined can leave us teetering on a sense of disillusionment about psychology altogether. But I want to make a distinction about being disillusioned with psychology, which is possible, but the reality is, I don't talk to people being who are disillusioned with psychology. They're often disillusioned with certain delivery models of psychology, and those aren't the same thing. So the discipline and the container are different, and that distinction makes a big difference. So let me give you an example of what I mean. I received a message in the last few days from a psychologist I'd spoken to a couple couple of years ago, and she wanted to thank me for a conversation we'd had one of the coffee chats that I run, and she said something I'd mentioned during that coffee chat had stayed with her ever since, and it had helped her in her own words, articulate and own what she was trying to achieve in her practice. And the phrase that I'd said to her was about her practice, resourcing the local community, and that's something that is key to everything I stand for. I truly, fundamentally, I will die on this hill that a well designed practice isn't just about a service transaction, it's infrastructure. It's part of the social and economic infrastructure of our communities. Our practices actively build the psychological capacity of people and places around them, and for me, resourcing the local community is the level three and four framing in four words. Now, this was just something I said in a in a coffee chat, in a conversation, you know, she kind of kind of heard it in passing, almost, but it stuck with her, and it stuck with her until she was ready to act on it. She had the language she needed, and it anchored her in the value of what she was there to do. So that gap between what you consider foundational and what lands as a revelation for someone else is an essential story point, the thing that you carry so naturally that it just comes out in conversation, the way you see and name things that are obvious to you because you've been living with them for years. That isn't that. Ground that is the offer. It's what's irreplaceable. It's what no platform can replicate at 18 pounds an hour. That's a real blue ocean. And my former mentor, who is regenerative practitioner and author, Carol Sanford, sadly passed away in 2025 she called it being non displaceable in the market, because it's being expressed uniquely and essentially by you, the practitioner. It is your distinctive edge, and it's harder to feel like an imposter when you're working from your own distinctive edge, from that essential story in your practice, because you're not performing someone else's version of credibility, you're standing inside your own. So what starts to change when you're living from this direction forward? What does redesigning your office suite actually involve? And I want to be honest that this episode now is the kind of diagnostic. It's not the blueprint. The Blueprint is what we build together in the sprint, which is taking place in March, and details are in the show notes. But let me have a look at let's have a look at the framework, because there's a temptation when you start thinking about diversifying your practice, to end up with what I call the collection of busy more things, more offers more directions, and suddenly you're running on six different treadmills instead of one. That's not the goal with this diversification, the goal is a practice that is coherent, that is integrated, that stacks value, that creates room to breathe rather than consuming that room, and that moves you deliberately toward your blue ocean rather than accidentally moving you away from it. And that requires four things in roughly this order. You will have heard me say this before if you've listened to any of my other podcasts or been on any of the other design workshops that we run safe based first, whether that's your efficient systems, a rhythm of life that lets you rest and do work you love and enough financial stability that you're not making decisions from scarcity, It's based on easy to get work that isn't life draining, and it's not just about the boring bit you do before the real work starts. It's a foundation that makes everything else possible. The next part of building your office suite is to get into the essential story of your practice. Why your practice exists, your particular lens on this work not a niche, but a way of seeing and a way of being with that's your distinctive edge, and it shapes every offer you build, and every client you attract, and every room that you walk into.
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And I want to be really clear, this isn't just about a branding exercise for me anyway, this is where it gets genuinely exciting, and where working with an applied psychologist like me is categorically different from working with a business coach or a marketer, because what also starts to emerge here when we slow down enough to look are distinctive practitioner methodologies, ways of working that a practitioner has been Developing through years of client work and theoretical grounding, often without realizing that's what they're doing. And my job is to spot those emerging methodologies, help you name them, and help practitioners to nurture them into new products and services that are grounded in evidence, grounded in client work and genuinely yours. They're not borrowed frameworks. They're not someone else's model with your name on it, something that could only have come from you and that you can own. And many practitioners I've worked with through the accelerator have gone on to trademark their methodologies. That's not just about a practice. That's about the creation of intellectual property. It's a business asset that compounds over time, and that in itself also can't be replicated by a platform. It's not going to be undercut by a competitor. Or replaced by an algorithm, and that is what non displaceable actually looks like. Once you know your essential story, we're into mapping the transformation so you can start to see how you help clients move through real, transformational journeys of healing, restoration, transformation and growth, and from that, you design an office suite that is coherent rather than chaotic. So not one thing, not a collection of random things, a set of doors into the same distinctive work, meeting people at different points in that journey with different products and services. And the final phase of building out this office suite is is to do with your courageous leadership, and that is what I call the brave practice era. So we're moving from WTF era into brave practice era, stepping into your leadership brand as well as your practices brand and your you might be building in public as I'm as I'm recounting this story too. I've literally got practitioners that I'm working with, who I know are out there doing that right now. Being visible isn't just about a single offer. It's not showing that you just do this one thing, or that you have a range of things you do, but you're a practitioner with a distinctive point of view on what this work can do in the world. And you know, thinking about those practitioners, I'm just thinking about this, how this has been running. So someone who's been off the treadmill for several years running on very efficient systems, safe base, well established rhythm of life, sorted, and she's ready for her brave practice era. Or, in fact, it's an evolution, a further evolution of a brave practice era. And what we're doing together isn't about throwing everything at the wall. It's getting precise about which direction to pursue. First, what makes it distinctive, what to build, what to launch with, what the three to six month roadmap looks like, but fundamentally, what we've also discovered as we went into the work that she's been doing, and the emerging framework is that she is offering a paradigm shift on her area of expertise, and this is where you start to create categories. And this that's like deliberate blue ocean design. It's not accidental diversification, not a collection of being busy, but a coherent practice built around a way of seeing and a way of being with that only you can bring so the practitioners who are most financially stable and most professionally alive are the ones who stop trying to replicate what everybody else does and start building from what only they can bring and that thing you know how to do that nobody else in Your network does quite like you. That's not a niche. That's the beginning of a new methodology, a new lens on the world, and from a practice point of view, it's your route to a blue ocean. So if you want to have a look at almost any of our TPPA alumni, Dr Hannah Bryan. Dr Tammy olayori. Dr jidal Hakim. Dr, Emma offered. Dr Claire Mulligan, Foster, Michaela Thomas. Dr Becky quick, Michelle Minikin, Dr Mehdi Alam Mohamed, the list goes on, because almost 100 practitioners have transformed their practices through the accelerator program. And you can look at any of them, and you will see what I mean. You can map this in what they are putting out into the world. Clear Blue Ocean practices all very different to one another, even if they're, you know, the labels and the credentials might be the same. They have their distinctive edge, and they are becoming more so as they grow, they're becoming joyously non displaceable in the market. So. Want to really emphasize there is a blue ocean for you, but you can't swim in it while you're staying stuck on the treadmill. If you would allow me to mix my metaphors. So just to come back to where we started, to the psychologist just said she'd rather give up this work entirely than continue offering therapy. Well, we continue talking and working together. And what emerged, as it almost always does, is that she didn't want to leave psychology. She wanted to leave the container she'd been working inside, that 50 minute hour that, you know, insurance panel, the treadmill that had taken everything she had and asked for more. She knew exactly what she wanted to build instead, but she couldn't see how to get there from where she was standing. She's now rebuilding her safe base without any therapy in sight, and she's surfacing her essential story in a new website, and is often the case, she's been sharing with me her particular lens on how she helps people, and it looks to me like an exciting evolution of the EMDR informed coaching model. And that's not a story about burnout, although burnout was part of the picture. It's a story about model fit, to me as an occupational and coaching psychologist, model fit is a design problem, and that means it has design solutions. So if you want to work through what your redesign practice could actually look like, whether that's the offer architecture, the financial modeling, the positioning, the route into the blue ocean that's genuinely yours. I'm running a five day practice redesign sprint in March, and it's five days, not five solid days like send some material out in the morning. We have a live session later on in the day, etc, but it's working through the actual design sprint. And the link will be in the show notes. So you know place I start. I know one of the emails I wrote about this episode is, you know why I sometimes feel like an imposter. I've been trying to fit into what I do. I've been trying to fit what I do into a way of working that was never designed for it, and I want you to understand that that is hard won clarity, recognizing that you've been that you may have been feeling like an imposter, that you've been made, that you may have been trying to fit into a way of working that you know just doesn't feel right for you anymore, is hard won clarity, and that clarity is where the redesign can begin. I'm Wendy Kendall. This is private practice in the WTF era. Thank you for listening, and I'll see you in the next episode.
