We’re excited to introduce you to the always interesting and insightful Anastasia Chrysostom. We hope you’ll enjoy our conversation with Anastasia below.

Anastasia , thanks for taking the time to share your stories with us today Can you recount a time when the advice you provided to a client was really spot on? (Please note this response is for education/entertainment purposes only and shouldn’t be construed as advice for the reader)

Make it your own. I worked under multiple positions as second in command, running someone else’s ship. I was the practice manager of a large practice before opening this business and transitioning into full-time self employment. In that first year running practices under my own business I had to learn how to stop operating by rules that had become familiar to me and completely restructure the systems of operation to make them my own. This meant building my business to utilize my strengths and account for my weaknesses. When I started doing this, my client’s thrived, and we created so much more space for creative collaboration. I found even if you are offering a service that’s “been done before” it doesn’t mean you have to fit yourself into the same box and rules of operation that others have. We snuff out the spark that makes a business our own when we do that, and that’s precisely what your ideal client is looking for. My style of practice management isn’t right for everyone, but that doesn’t mean I go changing it to fit everyone’s needs. For my ideal client, my unique approach to the services they need click with them in the right way that brings out the best in them as a provider.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

I’m currently a graduate student at Mercer University, training to be a Licensed Professional Counselor. I plan on specializing in trauma, intimacy and relationship counseling, utilizing Brainspotting and Emotion Focused Therapy specifically, among other modalities. I’m Greek American and grew up in our family business on a small beach town in South Carolina.

I’ve known for a long time I wanted to go into the field of psychology, so I’ve been volunteering in the mental health field since I was seventeen. One of those volunteer positions when I was in undergrad led to a practice management position of a large private practice, at one point, managing seventeen therapists. Like many practices, it took a hit from COVID-19 and downsized shortly after. It was at that point I realized I could either start looking for a new job, or use the skills I had acquired to continue helping therapists. At that point I opened Halosydne Wellness Services, LLC. We are a small but powerful practice management team who helps therapists who feel overwhelmed in private practice find balance and sustainable growth both in themselves and their business, through holistic practice management, so they can enjoy being therapists again!

Now more than ever our communities need skilled passionate therapists. However, many aspects of the industry can quickly drain providers. Private practice can be a powerful setting for therapists to help their clients with their unique approaches, and with the right support, can be an environment where both provider and clients can grow and thrive. However, most therapists aren’t prepared for the business side of running their own practice, and many more don’t like those parts. Running a practice is wearing seven different hats on top of being a therapist, and it’s exhausting. So unfortunately, many providers close their doors in a few short years, and more and more are becoming so burnt out they are even leaving the mental health field entirely. This robs their communities of incredible clinicians. I found a second passion in supporting therapists in private practice, who have worked hard to build their caseloads, but are being run into the ground by the demands of their business. We offer different levels of services which allow therapists to hand over all the billing, scheduling, screening, paperwork, returning and answering calls, emails and messages and more, so they can focus on the part they love, the therapy. We even dive into rate setting, business coaching, goal setting for long term goals for their practices, and strategic planning to meet those goals.
One of the parts I’m most proud of, is within a few short months of being able to hand over the draining daily operations, seeing a therapist who was burnt out and exhausted, revive, with a new found passion for their calling and energy to drive to take the reach of their services beyond what they ever imagined before.

Any advice for managing a team?

One of the key aspects is leading by example. As a business owner, it’s important to set the tone by demonstrating professionalism, integrity, and ethical behavior, which inspires your team members to follow your lead. This means talking openly about my own mistakes and faults so we create an environment that welcomes vulnerability, and therefore inspires true collaboration, where team members aren’t afraid of saying the wrong thing or being seen as weak. This creates a space where real growth can happen for the whole team and the company as a whole as well. This also means having open and transparent communication, on both sides. I believe in being open, honest, and transparent in my communication with team members. I clearly communicate expectations, goals, and feedback, and I also encourage open communication from my team members. I specifically ask for feedback on how they are feeling in their role’s and their workload, if the systems we have in place are working for them or now, and their feedback on how we improve or change those systems to make their jobs easier and more efficient. I hate micromanaging. No one likes to be micromanaged, and I don’t have the energy to interest to micromanage anyone else. I give my team members autonomy and trust them with their responsibilities. I delegate tasks and projects based on their skills and strengths, providing the necessary resources and guidance, making sure I create an environment that feels safe for them to ask for help when they need it. This not only builds their confidence and skills, but also shows them that I trust their abilities and fosters a sense of ownership in their work. This also means acknowledging and showing my appreciation for their work efforts, talent and skill regularly, and both directly to them and publicly. I truly value everything my team members offer my company and who they are as individuals, and it’s important to me they know I recognize that genuinely, and not as a means to manipulate them into overcommitting themselves to me or my company.

I encourage my team members to have boundaries with their work and rest. I don’t want them ever to overextend themselves or ignore their need for rest in order to get tasks completed. Boundaries go hand-in-hand with accountability. If my team members are working efficiently, with proper breaks and opportunities for self-care, and still feeling overwhelmed and are behind on tasks that need to be completed, then this is an opportunity for growth. Whether I am seeing this pattern or if they are bringing this to my attention, I approach it from a place of empathy and curiosity so we can find solutions together that work for their needs, and the needs of the business, and my needs as the owner. That includes setting clear expectations that are reasonable for that team member to manage and meet on their own, but also recognizing when additional help needs to be hired. Not how can I cram more onto this person’s plate.
Lastly, I want my team members to feel they have opportunities to grow with my company. This means communicating to them regularly what my intentions for expansion and growth are and what positions will need to be filled in the future. If they express interest, I want them to have the first shot, and I’m willing into invest in training and offer mentorship along the way, so they can have the support to meet their own goals while helping me to reach the company goals. And those goals always include adding more recourses that care for the wellbeing of my team.

How’d you build such a strong reputation within your market?

Building relationships and being willing to offer help when needed and not gate-keep my recourses. I love making connections and helping others do so to. I’ve actively seen how communities thrive when providers have strong relationships with one another. It results in incredible collaboration and impactful community outreach endeavors. I’m always happy to help a collogue by sharing any information or knowledge I have that may benefit them, brainstorm problem solving solutions, or connect them with the right people who will compliment and elevate their skills and services as providers.

Contact Info:

• Website: https://halosydnewellness.com/
• Instagram: @halosydnewellness
• Other: Mailing List: https://halosydnewellness.com/freebies

Image Credits
Natha Pasha Photography