Changing spaces...

The first ninety days of a new job can sometimes feel like attempting to take a refreshing sip of water from the proverbial fire hose.

New people.

New language.

New workflows.

New spaces.

This period marks a transition from an environment where you have achieved mastery—where your competence has been validated and your formulas for success are well-replicated—to one that feels akin to a toddler learning to take its first steps.

In truth, there is little that can be done to fully mitigate this sense of foreignness. Navigating this journey relies heavily on your ability to remain present in the moment and to embrace the uncertainty ahead. It requires a curiosity that transcends the ego-driven display of competence—often perceived as the know-it-all demeanor—and instead fosters a deep appreciation for the wisdom embedded in others' lived experiences, thereby connecting to a shared vision for the future.

However, there is something unique about embarking on this journey at Two Chairs: the culture.

What drew me to Two Chairs is its values, especially the emphasis on being "in it together," assuming good intentions, and intentionally creating an environment of psychological safety. The mental health field has long upheld a "client first" mindset, which is commendable. Two Chairs, too, upholds a "center-the-client" core value. The challenge arises when organizations overly focus on external values, often neglecting the well-being of the care providers. Unlike other professionals who rely on various devices and tools, the primary tool of a therapist is the therapist themselves. The work of holding space, active listening, processing traumas, validating experiences, and navigating conflict is emotionally arduous. Neglecting the therapist's experience is a risky game that endangers the well-being of the client.

Forbes defines workplace culture as: “The shared values, belief systems, attitudes, and the set of assumptions that people in a workplace share,” and I can't say that I've experienced a culture like this one.

In my first ninety days, the consistency of the culture at Two Chairs, regardless of who I spoke to, made me think, "This is simply too good to be true." I wondered if Ashton Kutcher might jump out and reveal I was being Punk'd. But the shared values and alignment toward a clear mission were evident from the interview process and were consistently reflected through "demo days" and in-person on-site get togethers.

It was evident when, during one of my interviews, my daughter was home sick, and I had to interview with her on my lap. I certainly didn't look "interview-ready," and my squirmy child didn't help my focus. Yet, the interviewers didn't bat an eye. There was no judgment. In that moment, they accepted the struggle of a mom with a sick child, who they still believed was skilled enough to do the job.

It was evident during a meeting when the leadership team embodied the "act-and-adapt" value by clearly and humbly saying: "We messed up," followed swiftly by soliciting input on how to do things differently and how to approach the problem from a different lens.

It was evident when the CEO sought my input on how things were going, asking for feedback and offering support.

I know this might sound like an advertisement. When I started writing, my objective was merely to capture my experience as a mental health leader adjusting to a new role in a new space. It was about "Changing Spaces." But what I didn't prepare for was discovering how much a value-centered organization—one humble enough to recognize room for growth, flexible enough to adapt quickly, and truly person-centered—can be such a healing space.

And if it sounds like an advertisement, then so be it.

There is immense power in healing spaces for those in this world charged with walking the healing journey with others. From what I can see, Two Chairs has nailed it through owning and living it's values.