You were good at your job. Really good.

You built relationships with your patients. You knew how to read a movement pattern, design a progression, adjust on the fly. Your documentation was clean. Your caseload was full. Your outcomes were strong.

So they promoted you.

And now you're sitting in a meeting you didn't ask for, looking at a report you don't fully understand, nodding along while someone talks about labor cost percentages and utilization benchmarks — and somewhere in the back of your head, a quiet voice is saying: I have no idea what I'm doing.

If that sounds familiar, you're not struggling because you're bad at this. You're struggling because you were trained to be excellent at something completely different — and then handed a new job with almost none of the preparation that job actually requires.

Nobody tells you that part. This article does.