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I fully support Sharon's perspective on this critical issue. As a Supervisor, I firmly believe that Residents must be exposed to the full scope of what it takes to become a competent counselor. Competence goes beyond just clinical skills—it also includes understanding and managing the business aspects of a counseling practice.

This includes learning how to run a business, manage financials, handle client billing, and navigate the various administrative tasks that are integral to a successful practice. These skills are essential for any counselor who intends to work independently or manage a private practice in the future.

Learning these business skills should not be an afterthought or something left to chance; it needs to be an integral part of the training process, conducted under the supervision of a knowledgeable and experienced trainer. Supervisors have a responsibility to ensure that Residents are well-prepared for all aspects of their future roles, including the business side of counseling.

Furthermore, placing the entire responsibility for the business management of a Resident’s practice solely on the Supervisor is not only an unnecessary burden but also a significant deterrent for many qualified and caring LPCs who might otherwise contribute to the field of supervision. The added liability, time commitment, and complexities involved—such as managing tax structures and other financial responsibilities—can discourage potential Supervisors from stepping into these roles, which ultimately limits the number of new entrants into the profession.

Given these considerations, I strongly support the idea of allowing Residents to manage their own client billing and other business aspects of their practice. This approach not only fosters independence and practical experience for the Residents but also alleviates some of the burdens on Supervisors, making the supervision process more sustainable and attractive for experienced LPCs.