Pros
The other clinical supervisors are highly talented and hard working. They are highly supportive and collaborative. Additionally, BlueSprig provides ample opportunities for CEUs.
Cons
You'll quickly find out that you're working for a company that values image, branding, and scope of influence first and foremost. It's all about being seen and hyping company values and expressing how elite an organization you work for. It all becomes pretty vacuous and superficial. All the pictures and videos of swag on LinkedIn don't compensate for overworked clinicians and RBTs. The appeal quickly loses its luster about a month in when you realize that this company is just as corporate as all of the others. Maybe it differs by region. This is a company that boasts a level playing field for all but POC are treated as diversity tokens subject to palpable microaggressions while non-POC are questioned about their career goals and ambitions. I believe this only recently started getting rectified. However, POC aren't the ones in high levels of power or title. Leadership teams are only clinical directors and operations managers, so BCBAs on the clinical supervisors, from experience, are treated as the revenue generators. Caseloads and assessments are assigned haphazardly and boundaries are often pushed or asked to waver. Clinical directors are as supportive as they can be but are also swamped with their own multitude of duties. Supervisor BCBAs are not given opportunities to access the resources provided by the company, only those considered "leadership" and so upward mobility is very challenging if not non-existent. Either you're constantly spinning a thousand plates trying to accommodate all of your billable requirements and trying to find time to do you practically unpaid non-billable work, or you're not even aware that those opportunities exist. The leadership teams end up coming across cliquish and elitist and tend to rarely be communicative or transparent about operations, often leaving the supervisor teams to fend for themselves. Non-clinical leadership members often feel empowered to speak to clinical matters in which they are not competent. The operations are often inefficient. If you watch the Aubrey Daniel's presentation of 13 management practices that waste time and money, they check every one. At the end of the day, it's only a select few that make and maintain a name for themselves in the organization. Additionally, in the region in which I practiced, success was literally boasted as how many billable hours were logged for a week, which leaves something to be said for quality of practice. You're praised for doing reports late into the night, working on weekends, and working long days to meet the needs of your families, yet you're also told that work home life balance is very important. No clinician worth their weight in gold would in good ethical conscience cut corners in their practice, and it comes across that this empathy is preyed upon, even relied upon, for organizational growth and expansion, especially since the organization cut wages and changed the pay structure entirely amidst the height of the pandemic but still had resources to facilitate two separate company acquisitions and open up and operate many new clinics across new regions. Turnover of BCBAs and RBTs was very high-- the most senior clinical supervisor by the time I left had been there no more than 3 months. TL;DR: more need for support, balance and manageable work loads, upward mobility and being given opportunities for such, and need actual clinician specific positive reinforcement to be built into operations.
