Supporting the Next Generation of BCBAs
There are parts of becoming a BCBA that no textbook can fully prepare you for. How do you respond when a parent challenges a recommendation you believe is clinically necessary? What do you do when an intervention is sound in theory but falls apart during implementation? How do you correct an RBT without diminishing their confidence? And when several reasonable options exist, how do you determine which one is right for this child?
These are not questions new BCBAs should have to answer alone. They require something more personal than training and more enduring than occasional guidance. They require mentorship.
What New BCBAs Really Need
A newly certified BCBA may understand the science of behavior analysis and still need someone who can help them navigate the realities of practicing it. The most valuable mentor is not simply the person who reviews documentation or confirms that procedures were followed. It is someone who can draw from years of experience, recognize what the newer clinician may be missing, and explain the thinking behind a decision.
That distinction matters. Guidance tells someone what to do in a particular situation. Mentorship helps them understand what to notice, what questions to ask, and how to approach similar situations in the future.
It also requires trust. New BCBAs need to be able to admit when they are uncertain, revisit a decision that did not work, and ask the same question twice without feeling that they have exposed a weakness. Without that relationship, supervision can easily become another obligation to complete rather than a meaningful part of becoming a stronger clinician.
Learning From Someone Who Has Been There
At ABA Direct, mentorship extends across a team of experienced professionals, with Patrick Thorbourne at the helm. Having spent years navigating complex cases, supporting families, developing clinicians, and building an ABA practice, he brings the perspective of a seasoned leader and is particularly well suited to mentor professionals who are still finding their footing.
That approach extends throughout the leadership team, whose mentorship is hands-on. Staff describe them as present, responsive, and willing to model strategies when an explanation alone is not enough. They share what experience has taught them, offer both encouragement and honest correction, and remain patient when someone needs additional help—even when they need to revisit something they have discussed before.
At the center of that mentoring culture is Patrick, who does not reserve his attention for scheduled meetings. He steps in while reviewing a difficult case, preparing for a parent conversation, observing an interaction, or working through why a strategy did not produce the expected response. These moments allow newer clinicians to learn not only from Patrick’s conclusions, but from how he reaches them.
Experience That Can Be Passed Forward
The goal of mentorship is not to create a BCBA who practices exactly like their mentor. It is to help them develop judgment of their own while giving them the benefit of experience they have not yet had time to acquire.
A new BCBA might initially watch a mentor work through a difficult case and focus on the immediate recommendation: change the prompting strategy, adjust the reinforcement, or reconsider the function of the behavior. But the more valuable lesson is learning why that decision was made. The next time a similar situation arises, the BCBA can recognize the same clinical variables, weigh the options, and make a decision independently. That is when mentorship has done its job—not when the clinician knows what the mentor would do, but when they understand how to think through the problem themselves.
Need Support with ABA Services?
If you’re a parent or caregiver, you can get started by completing our Intake Form or reaching out through our Contact Form.
If you’re a BCBA or RBT looking for a more supportive work environment, we invite you to join our team.
📧 Email: Abadirectllc@gmail.com
📞 Phone: 770-865-7722