3 Things We Thought Would Be Easier:
Running an ABA business isn’t just about clinical quality and helping patients. It’s about navigating leadership, people, and policy with a level of responsibility few prepare you for. In this blog, inspired by the latest episode of ABA Business Leaders, April and Stephen share the surprising truths behind three core business areas they thought would be easy, and why reality had other plans.
It’s Not Just You—This is Harder Than It Looks
April and Stephen aren’t new to the game. They’ve grown a seven-figure ABA practice, coached hundreds of ABA entrepreneurs, and are...
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now helping leaders like you build practices that are ethical and sustainable. But even with all that experience, there were some things that caught them off guard.
The Myth of the “Simple” Policy
April and Stephen open up about the complexity of policy-making in a real-world ABA business. Policies must balance compliance, clarity, and culture, while staying adaptable for a growing team. And every policy you implement sends a message about your values, fairness, and leadership priorities.
One of the major challenges they faced was knowing what to do in the event that they didn’t have a policy for something. Channeling lessons from past experiences into handbooks, posters, and a great company culture, was a key part of keeping business operations safe and sustainable.
Boundaries Are Essential
One of April’s biggest realizations? Boundaries aren’t a luxury, they’re a leadership necessity. She reflects on how she found it easier to help her team set boundaries, whilst her own weren’t really on her radar. At the time, it felt like dedication, but as the business shifted what services it offered, she realised that she didn’t want to be a 24/7, on-call person.
It wasn’t until she hit a personal breaking point that she realized boundaries aren’t about being rigid or unavailable, they’re about creating the space to think strategically and lead by example. She now sees boundaries not as walls, but as necessary structures that protect her energy, her values, and her ability to show up for her team and clients with intention.
Plan For the Worst
Stephen also introduces a powerful tool that many ABA business owners overlook: FMEA (Failure Mode and Effects Analysis). Often used in engineering and healthcare, FMEA helps leaders identify potential points of failure before they happen, so they can proactively put systems in place to prevent them.
Stephen explains how applying FMEA in your ABA practice doesn’t mean you’re being pessimistic; it means you're building a resilient business that can weather challenges without falling apart. From payroll to policy, this kind of planning can save you stress, money, and your sanity when the unexpected strikes.
What Can ABA Business Owners Do Differently?
Here are some key takeaways for leaders facing these hidden challenges: ✔️ Revisit and revise your policies regularly. ✔️ Treat boundaries like business infrastructure, not just personal preference. ✔️ Recognize when you have to take the next step, and plan for growth. ✔️ Plan for the worst, so you can deliver the best possible outcome for clients, patients and staff. ✔️ If you're co-leading with a partner or spouse, set boundaries for when you can ‘talk shop’.
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Resources for ABA Business Owners ✅ Starting or growing your practice? Don’t miss our free ABA business start-up checklist. ✅ Want to connect with others on the same journey? Explore the ABA Business Leaders Membership—exclusive resources, community support, and tools designed for ABA entrepreneurs.
No One Has It All Figured Out—And That’s Okay
Running an ABA business is deeply rewarding, but it’s also more complex than many realize. Let’s normalize the growing pains, learn from one another, and build practices that support people, not just systems.
Ready to face the tough stuff with clarity and intention? We’re right there with you.
