Therapists Beware – Reading Between the Lines of a ‘Supportive’ Employer
- Brainz Magazine
- Nov 10
- 5 min read
Written by Aziza Sobh, Registered Psychotherapist
Aziza is a Registered Psychotherapist and Founder of Day by Day Psychotherapy, based in Burlington, Ontario. She is committed to supporting adolescents, adults, and couples in navigating a wide range of challenges. With an academic background in Kinesiology and Psychology, Aziza integrates a holistic approach into her practice.
Whether you are just starting out or have been practicing for years, there are certain signs every therapist should look out for before joining a private practice. Work environments play a crucial role in how we thrive, grow, and sustain success as clinicians. Where you work and who you work with matter deeply. As therapists, much of our work happens in the quiet space of the therapy room, which can make the profession feel isolating at times. Yet, behind the scenes, there are real opportunities to connect, collaborate, and learn from others in the field. The scary part? Not everything is as it seems. What may look like a supportive and collegial environment on the surface can sometimes conceal deeper red flags.
Respect for clinical autonomy
As therapists, it can sometimes be challenging to feel comfortable and confident in our skills and capabilities. Imposter syndrome often creeps in, convincing us that we are merely cosplaying a career we know nothing about. Yet, we must remember, we are where we are for a reason, no matter how others may try to make us feel. We have invested years in our education, clinical training, and professional growth to arrive at this point. It takes a secure and supportive employer to help navigate these moments of self-doubt, not one who reinforces a parent–child dynamic or uses your vulnerability to assert control. Already, the power dynamic can feel delicate, especially when you are working as an independent contractor rather than a traditional employee.
One of the most unsettling dynamics that can arise in clinical settings is when a boss begins to micromanage clinical decisions under the guise of being “helpful” or “supportive.” This often happens subtly, masked by a soft tone, kind words, or an overly nurturing demeanor that, on the surface, feels collegial but underneath carries passive-aggressive undertones.
You might notice it when your clinical judgment is second-guessed in ways that are not collaborative but controlling, or when “feedback” begins to sound more like direction. It is especially confusing when this comes from someone who presents as warm and approachable, yet uses that warmth to maintain authority rather than a genuine connection. Over time, this erodes your sense of competence and autonomy, two things essential for any therapist’s growth. This kind of dynamic can leave you questioning yourself constantly, “Am I actually doing something wrong, or am I just being made to feel like I am?” And that is the dangerous part, when leadership operates in a way that blurs the line between mentorship and manipulation, you start internalizing their uncertainty as your own.
A secure clinical leader does not need to disguise control as kindness. They trust your training, respect your clinical process, and create space for you to grow, even if that means you approach things differently than they would. Secure leaders celebrate autonomy because they recognize that competence grows from experience, not compliance. They offer guidance, not supervision-as-surveillance. Most importantly, they understand that confidence is not built through micromanagement, it is built through mutual respect, transparency, and trust.
Fair and transparent financial practices for therapists
One of the most common red flags in private practice settings occurs when clinics take a large percentage of a therapist’s session fee, often 50% or more, while providing minimal tangible support in return. A fair fee split should always reflect the actual services and infrastructure being offered, not merely the perceived value of affiliation with a clinic’s name or reputation. For example, a 50/50 split may be appropriate if the clinic provides meaningful operational support, such as consistent and high-quality referrals, comprehensive administrative services (e.g., billing, scheduling, insurance submissions), fully furnished office space and clinical resources, and active marketing and promotional efforts.
However, if you are expected to generate your own clientele, observe unequal referral distribution among colleagues, and take on administrative responsibilities such as processing payments or managing client communications, all while noting that administrative staff appear to report primarily to the clinic director, and yet are still required to forfeit half of your earnings. In that case, the relationship is no longer collaborative. At that point, it transitions from partnership to exploitation masked as mentorship.
Workplace culture and communication
A clinic culture dominated by gossip or unnecessary competitiveness can quickly erode trust and morale. When therapists are pitted against one another, or when mistakes are met with punitive responses rather than constructive feedback, the focus shifts from providing quality care to self-preservation. In a field that depends on reflection, empathy, and collaboration, this behavior is a clear red flag. Even more concerning is when a leader presents themselves as supportive of learning from mistakes, but in practice reacts harshly or dismissively. This is a warning sign to reconsider your position. Healthy workplaces foster open communication, encourage learning from errors, and celebrate collective successes instead of cultivating fear or rivalry.
Boundaries are essential for both therapists and clients, yet some practices subtly, or overtly, expect clinicians to be available beyond agreed-upon hours. Constant messages, last-minute appointments, or pressure to extend your schedule can quickly lead to burnout. It is equally important to set an expectation that your employer respects your boundaries.
Respect should be mutual, while they may expect you to honor theirs, it is inappropriate for them to overstep the boundaries you have established. A supportive employer understands that maintaining clear professional boundaries is crucial not just for your well-being but also for providing effective care to clients.
Conclusion
Choosing the right workplace as a therapist is about more than just location, pay, or the number of clients. It is about the culture, values, and support you will receive as a professional. By paying attention to red flags such as gossip, punitive responses to mistakes, boundary overreach, or dismissiveness toward burnout, you can protect your well-being and ensure your growth in the field. Likewise, green flags, mutual respect, clear boundaries, and a supportive, collaborative environment where you do not fear making a mistake, signal a practice where you can thrive. Remember: your work environment shapes not only your professional success but also the quality of care you provide. Taking the time to evaluate potential workplaces carefully is not just wise. It is essential.
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Read more from Aziza Sobh
Aziza Sobh, Registered Psychotherapist
Aziza Sobh is a Registered Psychotherapist and the Founder of Day by Day Psychotherapy, a private practice offering counselling services to individuals aged 13 and older and to couples. Holding dual degrees in Kinesiology and Psychology, Aziza is passionate about advancing understanding of the interplay between mental and physical health. With aspirations to pursue a doctorate, her work focuses on raising awareness of the long-term impact of mental health concerns on physical well-being, especially among women.
