Clinical Manager - Psychotherapy

Clinical Manager

Two openings Chaska and Rosemount Full-time Salaried Benefits-eligible W2 This position may be eligible for student loan repayment.

We are a training institution with a clinical practice not a clinic that happens to train. The manager's chair is where that distinction stops being a tagline and becomes the work. A site does not hold itself, and a program does not hold itself; people hold them, and managers hold the people who hold them. If you read "manager" as a title that sits on top of an org chart, this is not your posting. If you read it as a discipline holding the commons and the conditions within which other clinicians grow, and the steady presence a team reads before it reads anything you say keep reading.

These are leadership roles for clinicians who are already strong in the room and are ready to become responsible for more than their own caseload. We are filling two: one in Chaska, one in Rosemount. Each site houses both an outpatient psychotherapy practice and an intensive outpatient program (IOP). The manager holds both.

Lorenz Clinic is a psychology clinic built on the values and norms of professional psychology, known across Minnesota for the density of its doctorally-prepared clinicians and for a model of care that treats the second-order problems holding symptoms in place. We treat systems, not symptoms. We locate the presenting problem in its relational, developmental, and systemic context because here there is no such thing as a problem that resides solely within the individual.

Three logics govern everything we do, in therapy and in leadership alike. We are systemic: people are understood in context, and problems are maintained by patterns rather than isolated traits. We are relational: change happens through lived interpersonal experience, not insight alone. We are developmental: growth unfolds over time and must be scaffolded, not forced. These are not clinical preferences we set aside when we manage. They are how we manage.

Professionalism is our superordinate value, understood as obligation rather than polish a duty to clients, to the field, and to the people we develop. Reflective practice is not a wellness amenity; it is our developmental spine. For the better part of two decades, Lorenz has been the psychotherapist's clinic one of the few practices clinicians would entrust with their own career, and in many cases, their own family.

Our outpatient and intensive outpatient programs are not two different philosophies of care. They are the same philosophy at two intensities. Both are organized around the same twofold focus:

• Corrective interpersonal experience. Clients come to us having learned things about themselves and others inside relationships, and they carry those learnings into every room they enter including ours. The work offers them a different experience of themselves and of other people than the one their history predicts. The relationship is the instrument.
• Treating the system the symptom lives in. Symptoms are adaptive responses inside relational contexts, not defects inside individuals. We treat the family, the developmental history, and the system that holds the presenting problem in place through family therapy and through a frankly systemic case formulation rather than managing symptoms in isolation.

The systemic, relational, and developmental approach is what makes Lorenz different. A manager here protects that approach at the program level: in who delivers care, in how groups are run, in whether family work actually happens, and in whether the clinical culture of the site stays faithful to the model when census pressure and operational fatigue push toward something shallower.

This is a clinical, supervisory, and management position, in that order of foundation. You will carry a clinical caseload, provide clinical and administrative supervision to pre-licensed clinicians, lead a site-level reflective container, and hold operational responsibility for an outpatient practice and an IOP at a single location.

Core responsibilities include, but are not limited to:

• Holding clinical and operational responsibility for an outpatient psychotherapy practice and an IOP at one site
• Carrying a clinical caseload as assigned, sufficient to keep clinical judgment current and credible
• Providing clinical and administrative supervision to pre-licensed clinicians
• Leading the site pod the reflective container in which the team's clinical experience is held and metabolized as a function distinct from your managerial authority
• Protecting the fidelity of the systemic, relational, and developmental model in both programs: in group culture, in family-therapy delivery, in case formulation, and in who is entrusted to deliver care
• Holding the IOP's clinical spine debrief, group quality, family work, and the upstream referral and screening rhythm that keeps census healthy
• Appraisal, performance development, scheduling, coverage, and the ordinary operational discipline a site depends on
• Participating in the Pod Leader Roundtable, case consultation, Grand Rounds, and reflective consultation
• Compliance with clinic documentation standards, managed-care contract requirements, licensing board rules, and the APA Code of Ethics

Clinical leadership at Lorenz is not administration with a clinical background attached. It is the next rung of clinical stewardship and like every rung, it asks something the previous one did not.

A clinician becomes responsible for a client. A supervisor becomes responsible for a clinician's development. A manager becomes responsible for the conditions under which an entire site's worth of clinicians and clients are held. Being excellent at the prior rung does not guarantee readiness for the next, any more than having had parents guarantees that one will parent well. We treat each transition as its own developmental act, and we hold it to its own standard.

The hardest thing this seat asks is the capacity to hold two registers in the same body without collapsing them. You will hold operational authority over schedules, caseloads, performance, employment. You will also hold a reflective container the pod where the team brings genuine clinical uncertainty and has it metabolized rather than solved. These are different modes. When a team cannot tell whether they are being led or assessed, the reflective function closes and the container fails. The managers who do this well hold a real internal distinction between what needs to happen here and what is here that needs to be held and the people they lead can feel the difference.

The manager who holds the pod well is, in the clinic's terms, three things at once. Reliable present consistently, boundaried, not leaking their own anxiety into the room, because every cancelled session and every drift left uninterrupted is a withdrawal from the team's trust that this space is what it says it is. Containing able to receive what the team cannot yet hold, its dread and its friction and its unprocessed difficulty, without being overwhelmed by it and without discharging it back into the room. And attending able to notice and accurately name what is actually happening with this specific person, in this specific moment, rather than running a generic script. A manager does not need to arrive fully formed in all three. The role is scaffolded by the Roundtable, by reflective consultation, by a written architecture precisely so that a good-enough manager can grow into it. What cannot be scaffolded is the willingness to be held while you learn to hold.

The strongest candidates are clinically strong, systemically oriented, and genuinely curious about their own impact on the rooms they are in. They treat supervision and management as crafts to develop, not boxes already checked.

You are a psychotherapist, not a counselor. Relational and systemic psychotherapy competence is required, and it is the non-negotiable floor for leading these two programs. The clinicians who fit here organize their work around the transformation of underlying relational and developmental patterns using the therapeutic relationship itself as the primary vehicle of change rather than around skills delivery, symptom management, or crisis stabilization. You can traverse a full case formulation, root the presenting problem in the client's relational field, work with rupture and repair, and treat your own reactions in the room as information about the system. You will be expected to grow that same register in others, and to protect it as the defining feature of both programs you hold.

You can lead IOP in the relational, systemic register specifically. Our IOP is not a higher-frequency version of symptom management. It offers corrective interpersonal experience and it treats the family system the symptom lives in. Competence in relational and systemic group psychotherapy and in family therapy is required including the judgment to protect group culture, to keep family work actually happening rather than quietly dropping it under load, and to hold the clinical debrief that an intensive program depends on for ethical and safety coherence.

You hold authority and reflection without collapsing them. This is the capacity the seat most depends on and the one most often missing. You can be the person who signs off on a performance review and the person who holds a reflective space where that same clinician brings real uncertainty and you can keep those two functions genuinely distinct rather than letting one quietly contaminate the other.

Competence within mentalization-based frameworks, reflective practice, or reflective supervision competence is required or a genuine willingness to develop it. We mean this precisely. You do not need to arrive already fluent in the pod