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Helping children with autism reach their full potential

CEO-to-CEO: The Math of Recruiting

Hi-5 ABA Franchising ABA therapy

Dear CEO:

Alongside our roles as visionary/architect for our businesses, and the necessity of full-scope oversight, talent acquisition is a primary function for every CEO.

Building an organization is fundamentally about developing an environment conducive to the growth of personnel who provide goods and services to clients and customers.

The better the environment, which includes recruiting, training, and career-nurture, the longer the right people will want to stay with you and help you to build. An ideal, harmonious work culture is one in which employers and employees collaborate to help one another grow.

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Quality Services

Providing quality services to a growing number of people requires a dynamic perspective which incorporates ongoing development of systems and personnel.

For perspective, let’s consider a business model with which are all generally familiar—a school. We can make it a private school in a growing small town which has more would-be students than other available schools to accommodate them.

The owner (or principal) of the school is tasked with a two-variable goal—(1) provide quality education to (2) as many students as practicable. Expanding quality services in an ABA practice (or any other service business, for that matter) involves the same two variables—quality services to as many clients as is practicable. Calculating what that equation looks like is part science, and part art.



Every entrepreneur wants to grow. Growth is the natural order of things. As the saying goes—“if we aren’t growing, we’re dying.”

But growth involves suffering today for a payoff tomorrow. “Growing pains” aren’t reserved for awkward teenagers who suddenly gain six inches in six months. Every person, project, family and organization suffers discomfort, dislocation, angst, and all the emotional stress which attends growth.

And the pain is NOT evenly distributed. The mouth can enjoy the whole cherry pie, and a half gallon of ice cream on top. The stomach has another experience. The heart, liver, pancreas, and arteries do too. I can bring in $20 million in new business tomorrow—delicious to me, but my team then has to absorb and digest all that fresh catch.

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CEO to CEO: Franchisee Success

Franchisee Success

Hi-5 ABA franchisees experiencing dramatic success from early in the process draw the attention of those interested in the why and how. What are successful franchisees doing right? 

A comprehensive review of franchisee histories across the board, including thoughtful consideration of KPIs, quickly highlights six major differentiating factors for success in the field of ABA.

  1. Location. When contemplating where to plant wheat, or orange trees, or marigolds, the wise farmer carefully considers soil and climate. Are the climate and environment conducive to growth? 

Other success factors addressed below—Communication, Training, Vision, and Competencies—are more subject to adjustment/development as a business grows; the Location factor is more fixed from the get-go.  

No matter how good the seed, or the gardener’s expertise and ongoing attention and care, pineapples don’t grow well in Siberia.  Location is a fixed parameter to clarify before laying the foundation of any business.

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CEO to CEO: Game Theory Pt. 2

CEO to CEO: Game Theory Pt. 2

In Game Theory Part I, we talked about how and why every challenge in life constitutes “a game.”  Seeing the problem as a game reminds us that there are rules which apply, there are strategies and tactics to winning, skill is developed through intelligent practice, good practice lies within the context of grasping the fundamentals and their applicable functions, winning is consistently achievable through application of skill and resources within the appropriate scope and setting, and—perhaps most of all—we approach the challenge with hope and joy because games are fun!

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CEO To CEO: Time Management Policies — Expectations, Culture, and Team Interactions

CEO To CEO: Time Management Policies
Expectations, Culture, and Team Interactions

Big Picture Considerations:

1) Building a business is a marathon, not a sprint. And businesses involved with engaging people in crisis are particularly vulnerable to burnout. Guarding against burnout, for everyone in your organization, is a primary concern that practically involves time management. You want a well-rounded personal life for each person in your organization–a balance including downtime and room for restorative pursuits.

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CEO to CEO: Building an ABA Practice While Evading Doubts and Fear

The saying goes “Whether you think you can, or think you cannot, you’re probably right.”  CEO to CEO: Building an ABA Practice While Evading Doubts and Fear CEO to CEO: Building an ABA Practice While Evading Doubts and Fear

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CEO to CEO: The Non-BCBA Franchisee/Lead-BCBA Relationship

As a non-BCBA franchisee, you can successfully establish a vibrant, effective ABA practice, but only through one or more BCBAs who are sufficiently competent to execute the many clinical duties involved. The Non-BCBA Franchisee/Lead-BCBA Relationship

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Warrenton, VA 20187, United States
Office: (703) 544-4277
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This information is not intended as an offer to sell or the solicitation of an offer to buy a franchise. It is for information purposes only. Currently, the following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota, New York, North Dakota, Oregon, Rhode Island, South Dakota, Virginia, Washington, and Wisconsin. Within the U.S.A., we offer franchises solely by means of our Franchise Disclosure Document. There are also countries outside the U.S.A. that have laws governing the offer and sale of franchises. If you are a resident of one of these states or countries, we will not offer you a franchise unless and until we have complied with pre-sale registration and disclosure requirements that apply in your jurisdiction.

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