In my recent conversation with BJ Coleman, a former NFL quarterback turned healthcare executive, we explored how treatment centers are evolving to meet these complex challenges while maintaining quality care. The behavioral health industry stands at a critical juncture, facing unprecedented demand for services while grappling with staff burnout, operational challenges, and the need for sustainable growth models.
With experience managing multiple behavioral health facilities at Acadia Healthcare, Coleman has witnessed firsthand the transformation of the industry. "We're an organism before we're an organization," he explains, highlighting how success in this space requires understanding both the human and operational elements of running treatment centers.
What sets Coleman's approach apart is his focus on building sustainable systems rather than chasing metrics. He evaluates facility performance through five key lenses: revenue growth, expense management, risk and compliance, patient outcomes, and talent retention.
Staff burnout emerged as a central challenge, which Coleman identified as the "single greatest threat" to the industry. His solution focuses on creating an environment where "disagreements aren't risky" and team members feel valued beyond their metrics. This approach has proven successful in addressing the gap between available treatment beds and those seeking help.
The solution to optimizing occupancy comes down to better data systems, understanding how you are marketing (both digitally and on the ground), and most importantly building a holistic approach that starts with quality of care and fuels positive sentiment in the community around the location.
For executives in the behavioral health space, Coleman's message is clear: "Don't be afraid to fail and fail faster." This isn't just about taking risks, but about building the kind of resilience that allows leaders to anticipate challenges and guide their organizations effectively. His framework demonstrates that scaling behavioral health facilities successfully requires balancing business acumen with humanitarian purpose.
I think this episode will be really valuable to anyone interested in (i) what it takes to be a great leader and (ii) what the state of the art in building in the behavioral health industry looks like in 2025.
Listen to the full episode above, where we dive deeper into leadership strategies, operational excellence, and the future of behavioral healthcare.
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