You oversee a $4 million annual budget. Manage 15 researchers across three projects. Navigate institutional politics, grant requirements, IRB protocols, and publication timelines. Mentor postdocs, manage lab dynamics, and maintain your own research productivity.

And last week, you realized you’ve been postponing a critical conversation with your senior postdoc for three months—not because you don’t know what to say, but because you don’t have the emotional bandwidth for another difficult interaction.

You’re not failing as a leader. You’re experiencing the predictable mental health consequences of a role that demands simultaneous excellence in research, management, mentorship, administration, and fundraising—with minimal training in half of these responsibilities and no support structure for the psychological burden.

Lab directors face unique mental health challenges that differ from both research scientists and traditional managers. You’re responsible for others’ careers while navigating your own. You’re managing interpersonal conflicts while maintaining scientific productivity. You’re securing funding that determines whether your team has jobs. You’re mentoring individuals experiencing their own mental health crises while managing your own. The combination of scientific leadership, personnel management, financial responsibility, and emotional labor creates a specific psychological burden that most people—including other academics—don’t fully understand.

This is your complete guide to boutique mental health support designed specifically for lab directors in California: the unique challenges of scientific leadership, why standard approaches fall short, and how specialized therapy helps you lead effectively while protecting your wellbeing.

Your lab leadership deserves confidential mental health support that understands scientific management

📞 Call (562) 295-6650
Get Started Online

Private-pay therapy that protects your leadership role and team relationships

What Lab Director Burnout Actually Looks Like

Lab director burnout differs fundamentally from both researcher burnout and executive burnout because you’re operating at the intersection: maintaining scientific credibility while managing people, budgets, and institutional demands.

The World Health Organization defines burnout as an occupational phenomenon resulting from chronic workplace stress characterized by:

Energy depletion or exhaustion
Increased mental distance from one’s job or feelings of negativism toward one’s job
Reduced professional efficacy

For lab directors, this manifests across multiple simultaneous responsibilities:

What it looks like externally:

Still running lab meetings and managing projects while feeling completely overwhelmed
Responding to team members’ needs while feeling depleted
Writing grants mechanically without the intellectual passion that once motivated you
Avoiding difficult personnel conversations you know you need to have
Maintaining the appearance of confident leadership while feeling inadequate
Functioning through the day-to-day while fantasizing about a simpler research role

What it feels like internally:

Resentment toward team members for their problems and needs (then guilt about the resentment)
Anxiety about funding gaps, team performance, or your own scientific productivity
Exhaustion from being responsible for others’ careers and wellbeing
Guilt about not being available enough to your team, your own research, or your family
Imposter syndrome about leadership (you’re trained as a scientist, not a manager)
Decision fatigue from constant personnel, scientific, and resource allocation decisions
Sleep disruption (waking at 3 AM thinking about lab conflicts, grant deadlines, or team members struggling)

“I used to think becoming a PI meant I’d finally get to pursue my research vision. Instead, I spend 80% of my time managing people’s anxieties, writing grants to keep everyone employed, and navigating institutional bureaucracy. I barely do science anymore—I manage other people doing science. And I’m not even good at the management part because nobody taught me how.”

— Lab director we worked with

The Unique Mental Health Challenges of Lab Leadership

The Responsibility for Others’ Careers and Livelihoods

Unlike individual researchers who are primarily responsible for their own work, lab directors are responsible for entire teams. Your decisions about funding, projects, and personnel directly determine whether your postdocs get faculty positions, whether your graduate students publish in time to graduate, whether your staff have continued employment.

This creates enormous psychological weight:

Your grant success determines whether your team has jobs next year
Your mentorship quality affects your trainees’ entire career trajectories
Your project decisions impact multiple people’s research timelines and futures
Your management failures create lasting consequences for vulnerable early-career scientists

Research on academic leadership shows that this responsibility burden is a primary driver of burnout in PIs, particularly because most feel unprepared for the role.

The Management Role Without Management Training

Most lab directors are promoted because of scientific excellence—not leadership ability. You excelled as a researcher and are now expected to excel at management, personnel conflicts, team dynamics, and organizational leadership with essentially no training.

This creates constant inadequacy where you’re:

Managing interpersonal conflicts without HR training or support
Making personnel decisions (hiring, firing, promotion) without management expertise
Motivating diverse team members with different needs and working styles
Navigating difficult conversations (poor performance, mental health crises, career changes) without preparation
Building team culture with no formal guidance on how

At CEREVITY, we’ve worked with numerous lab directors who describe feeling like “accidental managers”—thrust into leadership roles they never formally prepared for.

The Emotional Labor of Mentorship at Scale

Lab directors aren’t just managing projects—they’re mentoring humans experiencing their own stress, anxiety, imposter syndrome, career uncertainty, and mental health challenges.

You’re providing emotional support for:

Graduate students experiencing first major failures
Postdocs anxious about career prospects in a hostile job market
Team members experiencing personal crises that affect their work
International researchers navigating visa uncertainty
Individuals disclosing mental health struggles and seeking accommodation

This emotional labor is invisible, uncompensated, and exhausting. You’re essentially functioning as an unpaid therapist for multiple people simultaneously—while managing your own stress.

The Scientific Productivity Paradox

Lab directors face an impossible expectation: maintain your own research productivity while managing a lab. But management takes time. Grant writing takes time. Mentorship takes time. Administration takes time.

This creates a chronic tension where:

You’re evaluated on publications but spend most time on non-research activities
Your own scientific skills atrophy while managing others’ science
You feel guilty both when working (not managing) and when managing (not working)
Career advancement requires productivity you no longer have time to generate

⚠️ The paradox is structural but feels like personal failure.

The Grant Funding Precarity Amplified

Individual researchers worry about their own funding. Lab directors worry about funding for entire teams. Grant rejections don’t just affect your work—they mean staff layoffs, project terminations, trainee career disruptions.

This amplifies funding anxiety exponentially:

You need multiple overlapping grants to maintain team stability
Grant gaps create immediate personnel and morale crises
Your team’s security depends on your ability to secure funding continuously
Grant rejections feel like failing your team, not just yourself

Multiple studies show that funding anxiety is among the top stressors for academic PIs, with the responsibility for others’ employment being a key factor.

The Interpersonal Conflict Management Burden

Lab dynamics are complex. Personality conflicts, power differentials, competitive tensions, and cultural differences create ongoing interpersonal challenges you’re expected to manage.

You’re navigating:

Conflicts between team members that affect lab productivity
Challenging personalities that disrupt team dynamics
Accusations of favoritism or unfair treatment
Requests for accommodations (medical, religious, personal)
Boundary violations (inappropriate relationships, harassment concerns)

Each conflict demands emotional energy, careful judgment, and often consultation with institutional HR—all while maintaining scientific productivity and team morale.

The Institutional Politics and Administrative Burden

Lab directors operate within larger institutional structures—departments, schools, universities, funding agencies. Navigating these systems requires political savvy and administrative labor that has nothing to do with science.

You’re managing:

Department politics (resource allocation, space negotiations, committee service)
Institutional requirements (compliance, reporting, reviews)
Tenure or promotion processes with unclear criteria
Conflicts with colleagues over shared resources or credit
Communication with administrators who don’t understand research needs

The political and administrative demands feel like distractions from “real work” but are essential for lab survival.

The Isolation of Leadership

As a lab director, you can’t fully confide in your team (they depend on you for stability). You can’t fully confide in peers (they’re competitors for resources). You can’t fully confide in administrators (they’re evaluating you).

This creates profound isolation where:

You’re performing confidence while feeling uncertain
You’re solving problems alone that would benefit from collaboration
You’re managing your own stress without support structures
You have no one who understands the full scope of your role

The isolation is particularly acute for lab directors from underrepresented groups who may face additional challenges without adequate support networks.

How to Recognize You Need Specialized Mental Health Support

Lab directors often delay seeking therapy because admitting you need help feels like admitting you can’t handle the responsibility. This is backward: recognizing when leadership creates mental health challenges is sophisticated self-awareness that improves your effectiveness.

Check yourself against these indicators:

[ ] You’re avoiding difficult conversations with team members you know need to happen

[ ] Resentment toward team members for their needs is growing (followed by guilt about the resentment)

[ ] Sleep is significantly disrupted (insomnia, early waking, racing thoughts about lab issues)

[ ] You feel inadequate as a leader despite managing a functioning lab

[ ] Anxiety about funding is consuming significant mental energy even when you’re currently funded

[ ] Physical symptoms have appeared—headaches, digestive issues, muscle tension, elevated blood pressure

[ ] You’re increasingly irritable with team members, colleagues, or family

[ ] Decision fatigue makes even minor choices feel overwhelming

[ ] You question whether you made the right choice pursuing this career path

[ ] Guilt is constant (about time allocation, mentorship quality, scientific productivity)

[ ] You fantasize about returning to a research-only role without management responsibilities

[ ] Relationships outside the lab have deteriorated significantly

[ ] You’re using substances (alcohol, cannabis) to decompress after difficult days

[ ] Lab conflicts or personnel problems trigger disproportionate emotional reactions

If you checked 3-4 items, you’re experiencing significant stress that would benefit from intervention. If you checked 5 or more, you’re likely in acute burnout requiring immediate attention.

Why Standard Leadership Coaching Isn’t Enough

Leadership coaches, management consultants, and academic mentors serve important functions—team building, communication strategies, organizational development, career navigation. But they’re not trained in mental health treatment.

What consultants do well:

What consultants aren’t trained for:

Lab management strategies and team development
Communication skills and conflict resolution approaches
Grant writing and funding strategies
Academic career navigation

Diagnosing and treating clinical conditions (anxiety disorders, depression, burnout)
Processing the psychological weight of responsibility for others’ careers
Addressing how personal history shapes your leadership style and struggles
Managing the emotional labor of mentorship and personnel crises
Treating imposter syndrome about leadership capabilities
Addressing existential questions about whether scientific leadership is worth the cost

We’ve worked with lab directors who spent years getting leadership coaching while their mental health deteriorated. The coach helped them develop better meeting structures and delegation strategies. The therapy addressed why they felt crushing guilt regardless of how well they delegated.

How Boutique Mental Health Support for Lab Directors Actually Works

The Confidentiality Framework That Protects Your Leadership

For lab directors, therapy confidentiality is essential protection. Your mental health struggles cannot become known to your team, your department, your institution, or your funders.

If your team discovered you’re struggling with leadership anxiety or burnout, what would happen? Some might be understanding. Others might lose confidence in your leadership. Some might worry about lab stability. Others might use the information in ways that undermine your authority.

You can’t control how team members or institutional evaluators interpret your need for support.

🔒 CEREVITY operates exclusively on a private-pay model, which means:

No insurance billing that creates documented mental health records
No electronic health record documentation accessible to institutional systems
No connection to your university, research institute, or funding agency
Complete separation between your leadership role and your private mental health care
Structural boundaries that ensure therapy cannot affect your professional standing

This separation is absolute. Your therapy is genuinely private—not information that could leak through institutional channels or informal academic networks.

The Specialized Clinical Approach for Scientific Leaders

Effective therapy for lab directors addresses four interconnected domains:

1. Leadership Identity Integration

Using Narrative Therapy, we help you distinguish between your identity as a scientist (your training and expertise) and your identity as a leader (your current role and responsibilities).

This work involves:

Identifying where leadership serves your goals vs. where it conflicts with who you are
Processing the transition from individual contributor to people manager
Understanding how to lead effectively without abandoning your scientific identity
Developing leadership confidence that acknowledges you’re still learning
Recognizing that being a good leader doesn’t require being a perfect manager

You learn to embrace leadership while honoring the scientist identity that got you here.

2. Boundary Development and Emotional Labor Management

Solution-Focused Therapy helps you clarify what sustainable lab leadership actually looks like—not the “always available, perfectly supportive” version that leads to burnout, but the version that protects your wellbeing while serving your team effectively.

We work on:

Defining realistic boundaries around availability and emotional labor
Distinguishing between mentorship you’re responsible for and therapy you’re not qualified to provide
Building structures that prevent you from being the single point of failure
Identifying when to refer team members to professional mental health support
Creating sustainable practices for grant writing, management, and research balance

3. Anxiety Management and Decision-Making Under Pressure

Cognitive Behavioral Therapy (CBT) addresses the thought patterns that drive chronic anxiety, decision paralysis, and burnout:

Common patterns we address with lab directors:

Catastrophic thinking about funding (“if this grant gets rejected, I’ll have to fire everyone”)
Personalization of team members’ struggles (“if I were a better mentor, they wouldn’t be struggling”)
Should statements (“I should be available 24/7,” “I should know how to handle every personnel issue”)
All-or-nothing thinking about leadership (“if I’m not perfect, I’m failing”)
Comparison-based inadequacy (“other PIs seem to manage this effortlessly”)
Guilt spirals about time allocation and competing responsibilities

We help you develop more balanced thinking that acknowledges complexity without paralyzing you with perfectionism.

4. Values Alignment and Leadership Purpose

Acceptance and Commitment Therapy (ACT) helps you clarify your actual values around scientific leadership, mentorship, and career success—then make decisions aligned with those values rather than others’ expectations or institutional pressure.

You learn to:

Identify what you actually value about leading a lab (vs. what you think you should value)
Make personnel and project decisions based on genuine values
Tolerate the discomfort of difficult leadership decisions without avoidance
Stay committed to sustainable practices even when institutional culture rewards overwork
Hold the tension between competing responsibilities without requiring perfect resolution

This doesn’t eliminate leadership challenges, but it helps you navigate them with greater clarity and psychological flexibility.

What Sessions Actually Cover

Here’s what therapy for lab directors looks like in practice:

Early sessions focus on comprehensive assessment:

Current symptoms (anxiety, depression, burnout, decision fatigue, substance use)
Lab leadership context (team size, funding status, institution type, career stage)
Relationship to leadership role (when did it shift from exciting to overwhelming?)
Personal history that shapes how you relate to authority, responsibility, and caretaking
Any diagnosable clinical conditions requiring treatment (anxiety disorders, depression, adjustment disorders)

Middle phase addresses skills, patterns, and conditions:

Treating any clinical conditions present
Processing identity confusion between scientist and manager roles
Developing boundaries that protect wellbeing while maintaining effective leadership
Addressing leadership imposter syndrome and self-doubt
Building practical strategies for personnel management and difficult conversations
Managing the emotional labor of mentorship without burning out
Navigating funding anxiety and financial responsibility for team

Ongoing work provides:

Support during lab crises (funding gaps, personnel conflicts, team member mental health crises)
Processing difficult personnel decisions (hiring, firing, promotion, tenure letters)
Strategic thinking about leadership sustainability (can you continue? should you restructure?)
Space to explore what effective leadership actually looks like for you
Preventive maintenance (recognizing burnout patterns early, adjusting before crisis)
Working through questions about meaning, impact, and whether leadership serves your goals

The Format: Flexibility for Leadership Demands

Traditional weekly therapy often conflicts with lab director schedules—grant deadlines, field seasons, conference travel, and team crises create unpredictable patterns.

CEREVITY’s concierge model offers:

Longer intensive sessions for complex issues

Two-hour or three-hour sessions allow for thorough exploration of personnel conflicts, leadership dilemmas, or career decisions without standard session constraints.

Flexible scheduling around research and administrative demands

Sessions can accommodate grant deadline crunches, field seasons, conference travel, and unexpected lab crises. Working with a therapist who understands academic rhythms reduces stress rather than adding to it.

Intensive support during critical periods

Major grant rejections, serious personnel conflicts, tenure reviews, or team restructuring sometimes require concentrated support—multiple sessions per week or full-day intensives during acute challenges.

Common Mistakes Lab Directors Make With Mental Health

❌ Mistake #1: Waiting Until There’s a Lab Crisis

Most lab directors seek therapy only after crisis—major personnel conflict, serious team member mental health emergency, grant funding disaster, or their own breakdown affecting lab function.

Early intervention when you first notice sustained stress prevents full burnout and improves both your wellbeing and your leadership effectiveness.

❌ Mistake #2: Believing Good Leaders Don’t Need Support

Academic culture often frames needing help as leadership weakness. This is completely backward: the most effective leaders actively seek support to improve their capacity and decision-making.

Therapy isn’t admission of failure—it’s professional development that makes you a better leader.

❌ Mistake #3: Trying to Be Therapist for Your Team Members

Many lab directors attempt to manage team members’ mental health struggles directly—providing extensive emotional support, trying to solve psychological problems, or becoming confidants for personal crises.

This is both inappropriate (you’re not their therapist) and unsustainable (you can’t maintain your own wellbeing while managing others’ mental health). Learning to refer team members to appropriate professional support is essential.

❌ Mistake #4: Assuming More Funding or Success Will Solve the Problem

“If I just secure this big grant…” “If I just get promoted to full professor…” “If I just publish in the right journals…”

External achievements don’t resolve internal psychological challenges. We’ve worked with lab directors at every level—assistant professors through distinguished chairs with major funding. The core stress patterns persist because they’re about the role’s structure, not your position.

❌ Mistake #5: Choosing Therapists Who Don’t Understand Academic Lab Leadership

Working with a therapist who doesn’t understand academic culture or scientific leadership means spending half your sessions explaining context.

“Why don’t you just fire underperforming team members?” (doesn’t understand academic personnel processes)

“Can’t you just work less?” (doesn’t understand scientific productivity expectations and PI responsibilities)

“Why are you responsible for their careers?” (doesn’t grasp the mentor-mentee structure of academic science)

These questions reveal fundamental misunderstanding. Specialized therapy accelerates progress because the therapist already understands academic lab realities.

How Therapy Specifically Helps Lab Directors

Let’s be direct about outcomes:

✓ Improved leadership confidence and effectiveness

When you address the underlying anxiety and imposter syndrome, you make better decisions faster. You handle difficult conversations more effectively. You lead from genuine confidence rather than performed certainty.

✓ Sustainable boundaries and emotional labor management

You learn to provide effective mentorship without becoming an unpaid therapist for your team. You develop the capacity to support team members’ growth while protecting your own wellbeing.

✓ Reduced decision fatigue and anxiety

Treating anxiety patterns and developing better decision frameworks means personnel, project, and resource decisions don’t consume excessive mental energy. You develop confidence in your judgment.

✓ Better personnel management and conflict resolution

Therapy provides space to process difficult personnel situations, plan challenging conversations, and develop approaches to team conflicts that align with your values and capabilities.

✓ Protection of non-leadership identity and relationships

You develop the capacity to maintain research interests, relationships outside academia, and identity aspects beyond lab director—which improves both quality of life and paradoxically often improves leadership effectiveness.

✓ Career clarity about leadership role

Therapy helps you distinguish between burnout in your current lab structure (which might be addressed through restructuring) and fundamental misalignment with lab leadership (which might require different solutions).

Some lab directors realize they want to continue leading but need to change their approach. Others realize they’d prefer returning to research-focused roles. Both are valid outcomes that require honest exploration.

When to Consider Restructuring or Transitioning From Lab Leadership

Sometimes therapy helps you realize that the problem isn’t just burnout—it’s fundamental misalignment between lab leadership and what you actually value or want.

If you’re experiencing:

Persistent lack of satisfaction from leadership despite addressing burnout
Recognition that management responsibilities fundamentally conflict with your strengths or interests
Desire for research focus that lab directorship doesn’t allow
Awareness that effective leadership would require personality changes you don’t want to make

These aren’t failures—they’re valuable insights. Multiple successful scientists have transitioned from lab leadership to research scientist positions, staff scientist roles, industry research, or other paths that better align with their strengths.

⚠️ If you’re having thoughts of suicide, call 988 (Suicide and Crisis Lifeline) immediately. This is a medical emergency requiring immediate intervention.

The California Lab Leadership Context

California hosts exceptional concentration of research labs across universities, institutes, and industry—creating unique dynamics:

Lab Leadership Context	California Specifics
Institutional density and competition	California’s concentration of elite institutions (Stanford, Berkeley, Caltech, UCSF, Scripps, Salk, plus biotech/pharma) creates intense competition for funding, talent, and resources.
Cost of living vs. team salaries	Managing postdoc and staff salaries that are insufficient for California cost of living creates additional stress. Your team’s financial stress becomes your stress.
Industry alternatives visibility	California’s robust biotech and industry research sector makes alternatives to academic lab leadership highly visible—creating both opportunity and internal conflict about whether staying in academia is worth it.
Funding competition intensity	California institutions compete for the same federal and state funding pools, with exceptionally qualified applicants. The competition amplifies funding anxiety.

Finding mental health support from someone who understands these California-specific academic lab dynamics makes therapy more efficient.

How CEREVITY Works With Lab Directors

At CEREVITY, we’ve specialized in mental health for high-achieving professionals navigating complex leadership responsibilities.

Our approach with lab directors:

We start with comprehensive assessment that evaluates both clinical symptoms and your leadership context. This isn’t about pathologizing normal responses to dysfunctional academic systems—it’s about understanding what you’re experiencing and what would help.

We develop individualized treatment that fits your schedule and current demands. Some lab directors benefit from weekly sessions. Others prefer intensive sessions during low-activity periods with as-needed support during high-stress times.

We use evidence-based approaches (ACT, CBT, DBT, Narrative Therapy, Solution-Focused Therapy) that treat clinical conditions while addressing the unique psychological challenges of scientific leadership.

We maintain absolute confidentiality through private-pay structure. Your therapy is completely separate from your institution, your team, your department, and your professional reputation.

We understand academic lab dynamics, funding systems, personnel challenges, and the specific mental health burdens of scientific leadership because we’ve worked extensively with lab directors.

What makes our approach different:

We don’t minimize the real psychological impact of being responsible for others’ careers. We don’t assume that leadership training alone solves mental health challenges. We don’t pathologize normal responses to abnormal pressure.

We focus on what actually works in practice for people whose role demands simultaneous excellence in science, management, mentorship, and administration.

Protect Your Lab Leadership With Boutique Mental Health Support

You’re managing research, people, budgets, and futures while navigating institutional politics and funding pressures. Your mental health deserves the same strategic attention you give to lab management—specialized treatment that understands scientific leadership and protects your role completely.

What You Get:

✓ Licensed clinical expertise in lab director burnout and scientific leadership
✓ Evidence-based treatment (ACT, CBT, Narrative Therapy, Solution-Focused)
✓ Complete confidentiality through private-pay structure
✓ Flexible scheduling around grant cycles and lab crises
✓ Understanding of personnel management, funding anxiety, and emotional labor

📞 Call (562) 295-6650 Get Started Online

Or visit: cerevity.com

Your team depends on you. Your funding is confidential. Your leadership decisions are complex. Your mental health care should never compromise your professional standing—and with CEREVITY’s private-pay model, it doesn’t have to.

✓ No insurance documentation • ✓ Complete career protection • ✓ Lab leadership expertise

Taking the Next Step

If you’re reading this and recognizing yourself, continuing without support rarely improves things.

Here’s what taking action looks like:

📞 Call for a confidential consultation: (562) 295-6650

We’ll have a 20-30 minute conversation about what you’re experiencing, what you’re looking for, and whether CEREVITY’s approach aligns with your needs. This isn’t evaluating your leadership—it’s a clinical assessment of how therapy could help.

If we’re a good match, we’ll schedule your first session

Initial sessions are typically 90-120 minutes to allow proper time for comprehensive assessment and treatment planning. We’ll determine together the right frequency and format based on your needs and lab demands.

Start building sustainable lab leadership

The goal isn’t just surviving the next grant cycle or personnel crisis. It’s developing the self-awareness, boundaries, skills, and support that let you lead effectively long-term—in whatever form actually serves both you and your team.

You pursued scientific leadership because you valued intellectual contribution, mentorship, or building something meaningful. Protecting your mental health ensures you can continue pursuing those values effectively.

Related Resources

About the Author

Scott Bernstein, PhD, is a Licensed Clinical Social Worker at CEREVITY, a boutique concierge psychotherapy practice serving high-achieving professionals across California. With extensive clinical experience working with academic leaders, research scientists, and scientific executives, Dr. Bernstein specializes in treating individuals navigating the unique intersection of scientific leadership, personnel management, career responsibility for team members, and the mental health challenges of academic administration.

Dr. Bernstein’s work with lab directors focuses on the specific mental health challenges of scientific leadership—the responsibility for others’ careers, management without management training, emotional labor of mentorship at scale, scientific productivity paradox, amplified funding anxiety, interpersonal conflict management, institutional politics, and the profound isolation of leadership. His clinical approach integrates evidence-based modalities including Narrative Therapy, Acceptance and Commitment Therapy, Cognitive Behavioral Therapy, and Solution-Focused Therapy to address both acute symptoms and sustainable leadership capacity.

CEREVITY operates exclusively on a private-pay model, ensuring complete confidentiality and discretion for clients who require absolute separation between their leadership role and their private mental health care. The practice serves executives, physicians, attorneys, tech founders, content creators, researchers, and other high-performing professionals throughout California who value both clinical expertise and sophisticated understanding of their professional context.

Learn more at cerevity.com or call (562) 295-6650 to schedule a confidential consultation.

Disclaimer: This article is for informational purposes only and does not constitute medical or mental health advice. If you are experiencing a mental health crisis or emergency, please call 988 (Suicide and Crisis Lifeline) or go to your nearest emergency room. The information provided is based on clinical experience and research but should not replace consultation with a qualified mental health professional.

Therapy for Lab Directors: Boutique Mental Health Support in California