Empowering Women in Chiropractic – Building Your Rockstar Team

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Hi everybody welcome. I’m Dr. Nicole Lindsey, founder of DominateChiro Marketing, where I teach chiropractors how to build profitable relationships with medical doctors so they can build the practice and the lifestyle of their dreams. Welcome to ChiroSecure’s Empowering Women in Chiropractic series. Thank you, ChiroSecure. We always have to start thanking them for everything they do for us, for, um, our insurance needs for putting out great information, bringing us together every week for gathering helpful information that we can utilize for our practice in life. So thank you ChiroSecure. And when you get a chance to make sure you thank them too, today’s topic is building your rockstar team. My last show, I talked about, uh, having an associate assistant practice and building that. So I thought it was only appropriate to follow that up with going over how to build a rockstar team so you can support your associate assistant practice.

So next slide. Does this look familiar to you? It’s mid-year you’re looking at your stats for your practice. Looking at the numbers. I know I’ve been doing this recently and I noticed that things are up, certain things are down and sometimes you just can’t figure out what’s going on, right? You think why I’m I’m working so hard. I’m working harder than I’ve ever worked in my life. And I just can’t burst that bubble. I can’t get the roof off the ceiling. Like I want to, and year after year, this goes on. If this is you, if you’re experiencing this, if you’re looking at your stats and you just can’t break that ceiling that you’ve been at for awhile, then I encourage you to listen to the next 20 minutes or so, because I may have a solution to you for you. Um, next slide. So one of the reasons your practice growth may be stunted is because of the way that you’re staffing your practice.

You may have a revolving door and frankly, a ROV revolving door is a closed door. So basically there’s such a high cost for high turnover. It costs you your time when you have new employees coming in and out in and out costs you your time, your energy, not to mention you’re losing productivity, right? Because not able to process as many patients, you’re not being able to focus on growth. And let’s talk about the cost of putting ads out and then actually interviewing these potential employees and the training that’s involved. The cost of turnover is never really assessed in a practice. I mean, think about it. We look at numbers like our overhead. We look at what we’re paying and wages and benefits to our employees. We’re looking at retention, PVA. Uh, we’re looking at collections how much money we’re making, but do we ever really calculate what we’re losing because of losing employees? The cost of turnover? I don’t think so. Not too many people are.

So it’s something we need to look at your, your practice growth may be stunted because of this revolving door, because it causes revolving door blues, right? This lowers the morale for both you and your team, right? Isn’t it depressing when you just get a new employee, you’re getting them into the rhythm of your practice and how things go. And then they leave. It’s, it’s a bummer, right? The morale, everything goes down. Not only that, but your patients start asking questions. What’s going on around here. Right? They’re confused. They liked Sally. They liked Mary and now Mary’s not here anymore. They liked the way that Judy hooked them up to the decompression table. They liked the way they were greeted by the certain front desk person. And now they’re not there anymore. So your patients get, get the blues as well. There’s also a lack of connection and cohesiveness.

When you have a revolving door at your practice, the most important reason why the, uh, your revolving door is a closed door is because it prevents you from, uh, from not obtaining your goals, right? So you can’t focus on hiring and training at the same time. And I know some people say that you can, there are some schools of thought, some chiropractors, some coaches that are out there telling their, um, their clients that, you know what, just keep, keep an ad out. You’re forever hiring. And this may be true if you have a solid office manager or somebody else that can really focus on hiring, interviewing, and training. But if that person is you, if you are the one, doing all the, the interviewing and training, I’m going to tell you right now, you can’t be two places at once. You can’t be really jumping into growth and pushing and driving.

If you are training at the same time. So it’s hard to do. It’s hard to get new employees trained because it takes time, uh, while you’re growing. So revolving doors can prevent you from obtaining your goals. A Deloitte survey that was conducted in the U S found that it takes up to six months to get new employees working reasonably proficiently six months, right? That some of my colleagues can’t keep CA’s for six months. It also showed it takes 18 months until they are fully integrated into the culture of your organization. And it takes 24 months before they really know the strategy of the business that they have joined 24 months. That’s insane, right? Most CA’s only lasts that long for most practices.

The second reason your practice growth may be stunted is that a bad employee can poison the well, let’s talk about this. What does a bad employee actually do for your practice? Well, first of all, your brand is affected. You’re losing credibility by having this so-called bad employee, the staff member that’s poisoning the well your staff members are your brand ambassadors. So if they are not representing you or your brand, well, it’s, it’s only going to cause problem. They they’re underperforming, right? This is causing you a loss of revenue because now your other team members have to pick up the slack. And this isn’t fair. So everybody gets disgruntled and it affects a whole entire team. This is going to cause a decrease in the morale of all the other team members and everybody’s attitude. All it takes is one bad employee to create this cascade of events in your, in your practice.

So think of if this is going on in your practice, you probably know who that person is, that’s causing this, but they can be responsible for changing the whole work environment. Even if your practice is the most positive place to be positive environment to work in, it can turn into a negative one, one bad employee. One bad employee starts calling out absenteeism. And this affects the rest of your team because now they’re picking up the slack from this as well. And one of the most important reasons that a bad employee can poison the well is because customer loss, they can damage relationships with key patients that you have in your practice. And then those patients stop coming. They stop referring other great patients into the practice on and on and on studies show that one bad employee and an otherwise high performing group can bring productivity down by as much as 30 to 40%.

Do I have your attention now? Yes. True one bad employee. That is why building a rockstar team can help close that revolving door. And it’s something that we really need to be practicing on because what, what this can do. If you build a rockstar team, it can help motivate. You can help motivate your team can help inspire you, inspire your team so that you can hit your goals. Now, why did I choose this topic today? Well, yes. I said because it’s a great follow-up to the associate assistant practice, but also because this is something that I experienced in my own practice. And I only give you in my shows, things I have experience with so that you can learn from it, take it if you will, and put it in practice for yourself. But this is something that I experienced over this past year. You know, COVID was a huge blessing to me for a lot of reasons.

And one of those reasons is because of this very topic, I was analyzing my practice statistics a year after year after year, and I had this juicy goal set and it just could never hit it. We kept getting close and then boom, fall back down, getting close. And then boom, fall back down for 20, almost 20 years. This went on, right? Why couldn’t I hit that goal? Well, what happened with COVID? Our practice numbers dropped just like most of everybody’s, uh, initially the first three or four weeks. And we had to temporarily let go, uh, all of our staff all but one. And this was a great opportunity for me to really dive deep into my stats and look at my brand, my core values, my mission, what I stood for, what my practice stood for. And what I realized is that my team really wasn’t on board with a lot of my core values and they didn’t fit in with my brand anymore.

And it was, it was not cohesive. So as we started building back, which didn’t take long, it was maybe five or six weeks. We had some downtime with COVID. I started bringing rockstar team players into the practice once that really jived with what we were trying to create in the community. You know, my brand was really strong at that point. So I knew exactly what I wanted and I brought team members in that fit with my brand that fit with my mission, fit with my values. And I’m going to talk about this over the next few minutes, what that was specifically, and you know, what happened by doing this is that over the past year from March of 2020 to March, 2021, I had my best year ever in practice best year ever in practice, I hit that goal and beyond I experienced so much growth. And I know it was because of this very topic, because I was able to build that rockstar team so that we could grow so that we could function as a team. And now I only have momentum going forward and I don’t even see that ceiling anymore, which is so cool. So here is exactly what I did. I’m going to share it with you.

So, number one, here’s my roadmap. If you will, IQ tests and personality profiles, should you? Yes, you should. Absolutely. You should IQ tests. In my opinion, for me, it ensures that I’m going to have a person on my team that learns very quickly, that can think on their toes that has critical thinking skills, problem, solving skills. Listen, I can’t be everywhere all the time in my practice. So I need strong team players that can help me put those small fires out that I don’t have to do all the time that I can trust will that they will do a good job. They can think critically I cue high IQ is a good determining factor for that. So there is a wonderful, uh, program, and it does exactly this, it tests PE uh, potential employees, cognitive skills, their motivation, and their personality, all three it’s called wonder lick.com.

And you can create account. They have over a thousand different job profiles to choose from. So an avatar, if you will, of personalities that are exactly what you want for this specific job. So whether it’s a front desk assistant, or it is a, um, med tech or exam tech, someone that’s going to be doing vitals on the patients that is a profile in they’re already set up for you. And basically you get one simple, easy score that encompasses all three, so that it’s easy for you to compare one candidate to the next. So create an account and choose the appropriate job position for your, uh, whatever person, whatever position you’re hiring for. So the, the personality, the motivation, the cognitive tests, they’re not just for you as the employer, they’re for the employee as well, because if your new hire hired newly hired employee gets into a position that they’re not suited for personality wise, cognitive wise, they’re going to be unhappy.

They’re not going to stay with you. And this has happened to me so many times throughout the course of my career, I hired an amazing person that I thought would be perfect for the job. I get them in that seat and they cannot handle the position and they’re disgruntled. They leave. And it’s a, it’s a terrible break, right? This will prevent that because you are testing them to see if they are suited for that position. So it’s not fair to them either to be put in a position that they’re not suited for. So these cognitive motivation and, and personality tests are good for them. And they’re good for you so that you can find a good fit. So you can cut down on employee dissatisfaction and stop that revolving door. Right? So number two is this hands-off approach that I have, um, developed in hiring.

And that way it’s simple, it’s easy. I don’t have to stress about it. So I set it up. So it’s automatic because listen, if you have to sift through 80 to a hundred resumes, who’s going to do who has the time to do that, right? And I know every time I put an ad out, maybe it’s just Asheville, North Carolina, I will get 80 to 100 people applying for the job. And I simply do not have time. And whether you only get 20 seriously, do you have time? And what can you tell from a resume, right? It’s hard. So don’t waste your time looking at the emails and the resumes that come in instead create a separate Gmail account, call it, join our awesome Cairo team@gmail.com. Something to that effect, create an ad on. Indeed. I always use indeed and I do the free version. Um, if you’re in an area that you don’t get enough hits, you may need to sponsor it a bit.

But what you can do is create an automatic email in your Gmail account so that every time a patient applies through indeed and their resume gets put into your Gmail inbox, they will get an automatic reply. You don’t have to do anything. And that email is going to say something like this, thank you for applying for the front desk position at back in balance chiropractic, we are so excited that you are interested in this position. The next step is to complete this test. Now Wunderlich gives you a wonderful, easy link that you can just paste right into the email. And the email is going to say, once you’ve completed this test, we will be in contact with you for setting up an interview. Thank you so much. And that’s it. So hands-off right now, you will only go into Wunderlich once or twice a day.

Don’t go in every minute, you know, give it a chance to build up the dashboard. It’s so easy. Basically it will give you that number, the person’s name and the number, how they scored for your particular position that you’re hiring for. And what I only do is I only focus on the top 10%. So they have to be within that 90 to a hundred percentile for me to invite them back for an interview because the software has done the work for me. It has weeded out all of these candidates saying that person’s not going to be suited for that position. This person, cognitive cognitively is not going to be able to handle that position. This person is not motivated. They’re not going to enjoy that position, right? They’ve done the software’s done that for me. So I’m only going to invite the ones in that are showing that they can handle that position and that they’re suited for it.

So if I have 80 people apply typically only eight to 10 will fall into that top. 10% makes it much easier to invite eight people in for a one-on-one interview than 80. Wouldn’t you say step three is actually conducting the interview. And here’s the thing. If you have been watching my shows, you know, that I am a get to the point kind of person. So I do that in my interviews as well. I don’t have time to waste. I’m not going to waste your time. So let’s just get to the point. So here are some of my key questions that I think really do a good job. And I’m going to tell you why. Uh, so first of all, you have to know your brand. You have to know what is important to you, uh, what you want your employees to possess, because again, your new employees are ambassadors for your brand and your practice and whatever core values whatever’s important to you.

They need to embrace them and represent them. So you have to figure out questions that will enable to get that out of them. Are they willing to possess these core values? Do they agree with them? Do they like them? Are they excited about them? If not, it’s not going to work. Right? So for example, one of my number one core values is connection. I need to make sure that my patients feel a connection when they come in my practice from every single employee in my, whether it’s the front desk with a smile, the tech CA um, putting therapies on them, the chiropractor adjusting them. Everybody needs to connect with this patient the entire time they’re in the practice. So that’s important to me. So one of my questions is going to be what interests you in working here. Now, what I’m looking for is I’m looking for the candidate to tell me that they, they really love to work with people that they really love connecting.

I love it when they say that word too, when they, when they answer with that word. Cause I know that’s, that’s, that’s it. That’s what I’m looking for. That’s my core value. Right? So what interests you in working here? I’m not, I don’t want to hear, ah, I don’t know. I’m just, I’m just looking for a place to land for a few months. Uh, I don’t know. I just need a job at that. That’s not what I’m looking for. That’s not what my brand is. Right? So, um, if you want to bust through your goals, you need to be really clear on your core values, your brand and hire people that can help you, that they can be extensions of your arms, your hands, your fingers in putting this out there. The second question, why are you in the job market? One of my other core values is, um, inspiration.

Okay? So we want to be constantly inspiring patients to take healthy action. Whether it’s drinking, drinking more water, whether it’s starting to exercise, whatever it is coming to get adjusted, changing their life. Inspiration is a core value. So why are you in the job market? What I’m looking for here is not, uh, I don’t have a job. I just need a job. I’m not looking for that person next. I’m looking for, I already have a job, but I don’t feel a purpose there. I’m looking for a purpose. I want to be excited about showing up in the office every day. I want to be excited about what I do. That’s what I’m looking for. I’m looking for that kind of response. Third question. Do you have any issues promoting natural health care options? Why is this important? Well, everybody’s core value. If you’re a chiropractor should be healthy or health, right?

I would hope so. That’s one of mine. Okay. My employees don’t need to be the healthiest people on the planet. However, they need to be interested in health, right? And inspiring people to get healthy and being a part of that. And so I’m very clear with my candidates. I let them know. We educate, we promote natural health regularly. We do videos. We do Facebook lives. We do team challenges. We have a book club, we read healthy books. I don’t sugar coat it. I let my candidates know. We want to be healthy as a team. We want to grow as a team. So we’re going to constantly learn different ways to be healthy. Are you cool with this? And either they’re not, and they’re not on board next or they are. They may say yes. Wow. I would love that. I would love to be inspired to be healthier.

That’s what I’m looking for. So that’s a great question. Fourth one. What are your short term goals? I want to know in six months to a year, where do you see yourself? If they say, oh, well, I, uh, I’m going to be going back to school to get my master’s degree. I don’t really think I want to spend the next six months training somebody knowing that I’m going to lose them. So that’s a great question to kind of weed that out. Where are your, where do you see yourself longterm? Five, five years down the road. Where do you, where do you see yourself? Um, I just like to know that I’d like to know where the staff are, where they want to go. Are they looking to buy a house? Um, are they looking to have a family? Um, and number five, what hourly rate are you hoping to make?

Just cut to the chase. Get to the point that if on occasion they have said on a lot of occasion, oh, I’m looking, you know, and I’m hiring for a front desk person. I need $30 an hour. Well, yeah. Who does it? Right. So that’s, that’s an easy weed out question. You know what you’re going to pay for this position. And it’s probably not that, so next let’s get realistic here. Right. So that’s a really good get to the point kind of question. So there’s other questions as well that I ask, but those are definitely my core questions that I like to get that roadmap, uh, get clarity so that we can just get to the point. So there you have it. That is my roadmap to developing a rockstar team. And listen, I know I I’ve done a lot of things wrong in practice.

I’ve been going at it for 20 years and I have hired people for the wrong positions I have. Um, I’ve not done a lot of things, right. But I can tell you that this is one thing that over the past year, I have really learned and honed my skills on developing my team so much so that I see the importance of it. I now see that, you know what, there’s, there’s so much more that we can do so much more growth and momentum that we can achieve. And I want that for you too, because our profession needs you to grow in that way. So thank you for watching. If you have any questions about MD marketing, about anything chiropractic, don’t hesitate to reach out to me, dominatechiromarketing.com and make sure you tune in for our next Empowering Women, Facebook live show. Thanks everybody.

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Empowering Women in Chiropractic – Mid Year Business Review

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Hello there and welcome to this week’s show Growth Without Risk. My name is Dr. Janice Hughes, and I’m excited to be your host for today’s show. I really wanted to title this about the mid-year business review and it’s exciting because here we are at July 6th and I hope and trust everyone just had wonderful long weekends, July 1st, if you’re in Canada and July 4th, if you’re in the United States and United States, and I actually chose to celebrate both of them. So I recognize that coming off of celebration, sometimes it’s challenging for someone like myself, a previous coach and business consultant to say, take a look at your numbers, but it’s in a really important time of year to do that because what starts to happen a lot. And we all know this almost like our practitioner mindset is that one of the things we feel really good on the days where we feel busy, where we have patients coming in and lots of great things happening.

But then on the days when we don’t have a full schedule or we’re feeling like we’re struggling, that’s where we can’t help, but we start to beat ourselves up. So one of the things I want you to do is stop and recognize that your numbers or statistics are just simply a measurement. And we can’t compare one person to another. Each of you, your model is going to be slightly different. So for example, I can show you and talk about a successful young practitioner that actually maxes out because of the kind of care he delivers really specialty functional neurology care. He maxes out at 12 visits a day, but recognize the feed that he charges the time that he’s with the client, the technology he has in the clinic is very different than for some of us like myself, where I’d almost call it where we put someone on a great care plan.

And then a regular visit is more, just a course corrected, you know, course correction where we’re adjusting someone. So those models are very, very different than numbers will be different. The statistics look different, everything’s good, everything’s fine. You know, decide and, and almost delivered the model, the kind of care that you feel excellent about, but it’s still important at the mid-year point to take a look at your numbers and really ask yourself the question what’s been working really well. And then if there’s some things that haven’t been working so well, how do we course correct? You have an incredible amount of time to really make this a year from a statistical perspective. So I wanted to talk today from that coaching perspective and share a few of the things that I like to have someone look at for their practice. So it’s not necessarily your visit numbers that I’m going to ask you to take a look at.

I’d like you to start to look at your total billings, your total services. Some of you will have a couple of different categories in the practice. Maybe, maybe you actually sell supplements or you have products for sale, even pull those numbers and separate those out from say your serve your other services, maybe your hands on adjusting services. I want you to begin to track all of that. I don’t want you to start to get into that habit of compare one month to the month before the month after, because of things like holidays or holiday weekends. Now there’s some other ways from a coaching perspective that you look at a month that has a number of, you know, days less in the clinic slightly differently. So if you’ve been doing this for long enough, I like you to more compare the same month, you know, this year to the same month last year and watch those kinds of trends.

If overall, we look at the last six months, I like you to look at things like your total billings. I’d like you to start to calculate things like your ova, which is your office visit average. How much are you filling in or billing in for the services that you deliver? The problem. And I, the example I gave you at the beginning of a young, like a partitioner that doesn’t take a lot of visits because they have a very high office visit average or ova. But if you have those number of visits and you have a very low overhead, yay, that’s a bigger problem. The reason I even also like you having a look at this term, the ova your office visit average is because it’s really important for people to recognize that it costs you a certain amount to deliver an adjustment. So what starts to happen if somebody builds out at $50?

So your office visit average say for a regular visit is $50, but it costs you $45 to deliver that adjustment. Now that becomes more of a problem. So this is why I like comparing or using this idea of your office visit average. I also really liked that leads into things like your case average. When you have a new client come in and you put them on a call, it a, uh, an appropriate clinical care plan. Some people get really caught up when we say that idea of a care plan, but what is your, your overall diagnosis and review of their case, and what is that going to take to help them move in the direction of their goals? You know, so how many visits or what is that total dollar value that a new client represents or a reactivated client represents to the clinic? Those are important numbers because that’s a stronger way to then review the kinds of marketing events, or even if you’re going to do a Facebook ad and you put that ad out there and you generate a certain number of clients from it.

You know, you want to say, is that successful or is it not? If you have a very low case average, well, then it’s going to take you a lot more people to then more than compensate or generate four or five times the return of what that ad cost. That if you have a really high case average, a really strong case average, you can see that in many cases, like one new client is at, particularly in a social media world is going to more than, than give you that four or five, or sometimes even a 15 or 20 times return on the investment that you just put into that promotion. So these are the kinds of numbers I, you notice. Um, I kind of call it, embracing your statistics. What are the things that you can review consistently to determine the kinds of results that you’re actually getting?

This is what I mean, where I like to talk about the opportunities you have, because the clearer you get on those numbers, then you can start to say, well, now what are some actions or what are some things I can do to start to improve those business numbers? So that example of a case average, it may be that you realize that you, you know, are very strong clinically, but you don’t communicate clearly and put people on a really strong care plan. Some of that is just getting more organized and training your team more effectively so that the team helps schedule out an actual care plan for people. Like I said, this is a no judgment zone in that there’s all types of models for practice. And it’s just really important that you start to say, okay, what is your model? And how could you enhance it the middle point of the year?

I like you to ask yourself these two important questions. I’d like you to ask, what would I love more of? And then the flip of that is what would I love less of and more of the business or reviewing the numbers can be incredibly powerful because it can give you less stress. And I know that sounds crazy because some of you say, well, I don’t like looking at my numbers or I don’t like, you know, going over, I start to beat myself up instead. Could we just say, what are those numbers telling us? So a coaching approach is constantly asking yourself, what is my next simplest action step to make change. So to increase your ova, that is most likely going to be cleaning up your fees quite often, increasing your fees. If you haven’t had a fee increase in a long time, then starting to work with someone, there’s some incredible coaches out there.

I’m happy to help direct you to some good coaches, coaches, or coaching groups that can help you really gain the confidence and the communication skills to increase your actual fees. You know, that’s important. It may be that you add other products or services that clinically are relevant, that are really going to help your patients. And they also increase your office, visit average your, your fees that you’re charging. So this is just an important time to say, what actions can I take to increase these business metrics, to look more effectively at the results I’m getting? Otherwise, it’s very emotional. Otherwise, like I said, at the beginning, we feel really good if we feel busy, if we’ve had lots of people in, but it’s more important to say, what are the business metrics behind it? Likewise, it’s a great time of year to say, are there ways I could deliver some of the services I’m delivering for less?

Are there things that we can clean up? Sometimes that means you or the team getting more effective and efficient, taking less time to do something can often clean things up. You know, it may be that one of the ways to enhance your ova, your office visit average is to take a look at how much time you’re spending with someone. It might be that your fees are, you don’t feel ready to say, increase the fees for a specific visit, like, you know, say an adjustment. But if you recognize that a lot of the things that are happening and keeping people longer in your clinic often that’s us as the chiropractor or our systems that aren’t processing people as effectively, sometimes there’s tools or technology that can make things more efficient. The billings could be more automated, you know? So there’s a whole bunch of tools and technology.

You might need to invest in some of that to better increase your efficiency and ultimately take less time that your, your staff, your team takes. So there’s a lot of ways to take a look at how do I enhance or increase these numbers. The other thing is a lot of times people like any of our clinics, if I look at someone’s statistics, it’s often costing you a lot with say, you know, additional supplies or your expenses are far too high, a percentage of the billings themselves. Now I understand that there’s what we call actual expenses versus what we report, where we sometimes build some other things in books or things that we’re, we’re continuing to grow ourselves. In our knowledge, of course, you build that in that even some of the actual expenses, often we want to start to say, how could we trim things?

How could we cut things that it can be really daunting to say at the middle point of the year? Well, wait a minute. I want to cut my expenses by 5%. Versus if you turn around and say, well, are there a couple of categories that I could cut my expenses by a half a percent or 1%? So there’s often some ways that you can break this down into much smaller or more tangible approaches. Now, I think it’s important too, that I bring up. There’s a real mindset around the numbers and the business metrics. So often we set these goals and sometimes they’re really ours or other times it’s what we think we should be doing. Well, I’m going to increase my practice by this percent over the year. And then if we’re not careful, we start to feel like we’re tracking behind. This is another reason though.

I like the mid-year review because often even if you’ve had maybe a couple of months that have been less than you expected, you have time. You have six months now to say, well, what does that really mean instead of, oh, I suddenly need to double maybe it’s that? Wait a minute. I could break that down into like balancing some that I want to recoup over six months. So therefore, what does that look like per month? What does that look like per week? So often I like to take people and help them break down even to double. If you wanted to double the billings in six months or 12 months, if you break it far enough down, it often actually represents one or two more visits a day or a shift. So then you can say my perspective as a coach is what are the actions I can take to be able to have the space, the energy and the time to see those one or two more people.

That’s where engaging your team, putting people on great care plans instead of going week to week with your visits, or let’s do four or six visits. Let’s get stronger with our communication and language for someone what 12 or 15 visits looks like, why that’s an important piece of care for them, how you can measure it. Even using things like the road to recovery posters or things to show the on the acute phase, and then engage your team to help make sure that people are scheduled and even all the way up to say a re-examine at that 12 or 15 visits, because now for many of you, your positively impacting your case average, and you’re also becoming more efficient. So you and your team have the time and the bandwidth to process one or two more people per day. So I want you to see that a lot of this is how do you use your numbers and not feel overwhelmed or intimidated by them?

Some people I know when I do a bunch of complimentary consultations for people, it’s them saying things like, you know, well, I I’ve had these goals or I’m so fed up with goals because I just haven’t achieved them. There are no such thing as unrealistic goals. There’s usually only unrealistic timelines or more importantly, unrealistic action steps. So that’s why everything I’m talking about looking at numbers or metrics, it really comes back then to us saying, what actions can I take? What one shift can I make? Can I get more efficient? Can I stop chit chatting with people so that I actually am standing around and realizing I’ve got lots of room and space to help more people. So a lot remember about the business is to allow you to share your skills and help more people. So I’d like you to have a vision here we are at the year.

What is the vision for the end of the year? Can you see through these schools? Can you see through the year? One of the exercises I love to assign to people is to ask you to sit down and just write a short paragraph for yourself. You know, pretend it’s December 28, third, January, first of next year, 2022. So that you’re seeing all the way through the next six months. Describe for yourself what it feels like to have had your best and most impactful year yet. Write it down. What’s that feel like? What opportunity did that give you? If you can, instead of just looking at things right in front of you, which we all have the tendency to do, or what am I doing next week? If we can start to project out to the end of the year and these numbers growing your business, growing and your impact growing what opportunity that provides you more income, what can you do with that income?

How can you help more people? How can you share that income and an enhanced, you know, say wealth with your family, with others. So I know in jam packing a lot of, of content into this idea about the business review, but I want you to see why and how it’s so important to just look at your numbers in a far more unemotional way, in a way that just tracks and gives you data and feedback about the things you’ve been doing. Is it working? And if so, great, how do we do more of it? And if not, then how do we course correct? How do we grow? How do we help more people? So I’m happy to answer any questions. I just want you to feel excited and not so many people say to me, oh, well, going into the summer and people are on vacation.

I just want you to not think like that. I want you to embrace the summer and have a wonderful and fantastic summer knowing that you’re already clear and where you’re headed by the end of the year and the actions that you can be taking. So, number one, I want to thank ChiroSecure for allowing me the opportunity since I don’t, you know, I’m not at seminars as much anymore, and I’m not coaching as much anymore that I can literally still share ideas and ways that as a profession chiropractically, and as a health profession, we can help a lot more people. I want you thriving. So I thank ChiroSecure for the opportunity to include me, to engage me. I also want to let you know that each week we have a new host, next week’s host is Sam Collins. So you’ll notice that there’s different content and ideas that are shared so effectively every week through our show growth, without risk. So thank you for the opportunity of spending time together. And may this be your most impactful year yet? Have a wonderful day.

Empowering Women in Chiopractic. – 3 Quick Tips to Do a Talk Effectively to Get Patients to Schedule

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Disclaimer: The following is an actual transcript. We do our best to make sure the transcript is as accurate as possible, however, it may contain spelling or grammatical errors.

Do you wish more new patients were coming in the door, you are doing virtual talks or in, even in person talks in front of a small group of people right now, but how do you actually do a talk to get patients to schedule effectively? I’m also going to be sharing with you, even if you don’t do virtual talks, what’s a hot tip that you can put in place. If people are calling you by phone and wanting to schedule and, and where’s your front desk say, or, or how do you weave it into the conversation? You’re having to book more new patients. So this is Chen yen, you’re six and seven figure, practice, make over mentor at introvertedvisionary.com. Your show host for ChiroSecure today. So let’s talk about, um, virtual speaking. And, you know, when you are limited by in person marketing, it’s such a great way to attract new patients in the practice, but let’s get right into, well, have you ever felt disappointed when you’ve done a, a talk before, but few people and people have been saying, oh, that was so helpful.

That was great. But then they’re not actually booking from the talk. And so, or even if people are calling you in your office and then what to say, so one key tip, I’ll give you three quick tips. The first tip is to actually break up what is the current show? What is the shortfall of the current approach they’re taking? So that might be, what’s a shortfall of the conventional medical approach. And talk about that. See, one mistake that many chiropractors make is to primarily just talk about, um, how you can help. But the challenge is if people aren’t really seeing the value of it and understanding the consequences of continuing to go down the path that they are right now, then they may not actually move forward with care. So the most important thing is to bring up whey is a shortfall of the conventional medical approach or the current path that they’re on right now and bring up, what’s frustrating about it and talk about it, then bring up what, um, is what could be different instead by using your approach.

So what, um, oh, before I mentioned that, uh, yeah, so, so what could be, what could be different instead by using your approach at meaning, um, giving people a high level clinical perspective of how it works. So it’s not just where well chiropractic care is better because it’s, you know, we need to focus the spine and things like that. It’s made people understand that if we do X, then Y will happen. So if we do X, um, XYZ approach, then it will be more effective. It will be longer lasting. It will be, um, it will actually get rid of the, the issue completely at the core, you know, whatever it might be that you’re helping them with or, uh, to highlight what that is about and then go into how you can help them. So that’s the number one tip. So this is actually a framework that I just mentioned to you, which can be used even in conversations when, when potential patients are calling your front desk, you know, if people are having a doubt about scheduling, then you could have them, um, bring up this thing in terms of, uh, what’s missing about the current approach and what are some, some approaches that, that are addressed in your clinic.

And, and also, you know, certainly you don’t want your front desk people to get into anything clinical. So that part you’re gonna leave out if your front desk is answering the phone, but at least bring up, you know, some of the shortfalls we’ve seen with, with conventional medical approach or the, uh, could actually be these couple areas. Um, but the I, what we find is that if we, if we dig into these things and, and have you come in and get seen by the doctor, uh, to identify with what those issues might be, then, then this’ll actually get better. Right? So that’s one way to go about it. The second hot tip about, uh, bring in more patients from your talks is to share why it is that you decided you created this offer. So why did you decide to put together your services or whatever it is that you’re you’re offering?

Um, more of the, the personal inspiration for that. So it may be it’s, it’s from your experience of this in the, in the past your personal experience of yourself going through that issue, or if you don’t have any experience with that, maybe it’s some personal experience that touched you when you saw someone else have that issue. Certainly think back to what was it that really inspired you, maybe what might’ve been, it’s not being, um, like a certain level of, of care standards that, that you saw. For example, we have a chiropractor client of ours who, um, he worked at, uh, he was an associate at another practice before he went out on his own and he, it was a high volume practice and he thought to himself, you know what, I wouldn’t take my mom here. And so that was part of his inspiration because, um, you know, people were just shuffled in and out and not really, she, he felt that they weren’t really being treated by, um, the practice as if, you know, really attentive kind of care to the patient.

So that is what inspired him to actually start the practice. And so that is an important thing to bring up about why you decided to, to start your practice, why you decided to make the services, the particular services available. So let’s say if it is nutrition services or, um, other kinds of, of services or stem cell, you know, what is the reason why you chose to, to add the additional offerings into your, your practice, uh, because such and such as such the personal story behind that, the inspiration behind the hind, uh, why you created, so that way people feel connected to, um, that purpose and, uh, of your practice beyond just because otherwise they could just go to anyone, would you say that’s true. They could go to any chiropractor. And I, it would just be pretty much the same in their minds. So I so see how you could build that connection and also stand out for them about why it is that you chose to offer this.

The third quick tip is, um, to give a limiter and a reason. So, you know, why give a limiter and from your talk and how to give it. So, cause one concern I often hear is, oh, I don’t, I really don’t want to be pushy. Uh, I’ve seen how it it’s taught out there and it’s like, you gotta be signing up today. And, and you start feeling like a used car salesman, sign up today or such and such, you know it, but you are doctors, you are not, um, youth Garcia and you don’t need to be either. So that can feel kind of inauthentic, uh, for those of you who, who are especially more introverted. Like I am, for example, too. Right. So, so, but how can you inspire people, uh, in a way that doesn’t feel pushy and when it comes to limit our, why limiter?

Because think about it. Have you ever had some kind of thing that you were interested in, but there wasn’t a deadline on it and then you just thought, oh, I’ll take care of there. I’ll do that when I get a chance to, and then weeks go by and you kind of forget about it has ever happened to you before. I know it’s happened to me before. I know it’s happened to a lot of people I’ve talked to before and that’s just natural, isn’t it? Because we all have busy lives. And so the time when people are most inspired when your audience is most inspired, is when they’re right there with you listening to you, whether it’s virtual or in person, not three days later, not a week later, not six months later, not a year later, but literally right then when they’re there with you in that moment.

And so how can you inspire them to actually do about it, um, there, but without feeling pushy. So one is giving limiter of it could be what kind of limiters could there be, and then how could it be not pushy? So limiters can be time-based limiters. It could be, you know, if, if he signed it today, then, then maybe they get a certain savings that they wouldn’t get elsewhere. Or if that’s kosher with the loss of your state. Um, or if it, it is a limit of X number of spots that you have set up for them in your calendar this week. So that could be Elim, uh, or it could be some kind of alert where, um, if they sign up today and then, uh, then they will also get something additional, which normally is not included. You, you end up offering. So now let’s talk about how to communicate that in such a way where it doesn’t feel pushy.

So there is actually this, this one about this, how there’s like a sleep on ones where, um, you know, there’s these people in it in line for a machine, right. And there’s a person who just cut in front of someone else and people in front of him were so mad. And then there’s another person who food just went up to the front and said, I, uh, I would, can I, you know, come in here because such and such and such, I guess what happened that person’s like, oh, sure. Right. And what was the difference? Because this person shared a reason why they wanted to cut. Right. So have you ever done this works really well, and for those of you at the airport too, have you ever been running late from the airport? Well, uh, okay. I confess I’ve, I’ve done this myself. Like I’m running late.

And then instead of just cutting in front of everybody in the front of the line, I bring up a reason about why, oh my gosh, my flight’s leaving in a couple of minutes. Can, can you please let me catch a plane? I really appreciate it. Right. So, so notice the difference if are cutting in line versus just versus sharing a reason. So when you bring up a limiter, share the reason for why you’re giving a limiter, for example, when, when we say, okay, there’s X, uh, I’ve set aside X spots in my calendar this week. Right. Um, so, and I want to make sure that because you took the time to be here today, I wanna make sure you’re taken care of. So notice that’s, that’s very authentic and isn’t pushy and, uh, whatever you end up saying, it needs to be in alignment with what you feel in your heart as well.

So with that four, I thought about what would help you in, um, if you’re wanting to do talks more effectively, because it’s just no fun. If you’re, if you’re sharing and you’re educating, you’re helping people, but then it’s, it just feels like three public service all the time. And, and the truth is, you know, people, don’t their health issues. Don’t become better just by listening to you talk, isn’t that true? Like they, they get better when they can actually come in and you can help them as their doctor. So that’s when I, if you are to have a more effective way to actually bring patients in the talk, then you can make a big difference. And so what else you need is, do you also have a good flow of your talk? So when I help our clients with this in our six-figure speaking system for introverts, we talk about what is the overarching thing flow of the talk?

Why? Because most of the decision about whether or not someone will decide to book with you happens even before the close of a talk, don’t get me wrong. The close is still really important. You could have a great talk and botch up the clothes, and then you will also have, um, very few new patients from it. But if you could actually have both, if you could have a good, uh, overarching flow of your talk, get one signature talk dialed in just one, not like three, like five, not more than that. You just need what you just need. One talk that brings in patients that you can give over and over again, and even put it on autopilot. You know, when you get the style, then you could literally have, now I doing this in a webinar format, have it on autopilot, working for you when you are sleeping, when you’re eating dinner with your family, when you are, um, resting, I just relaxing, right?

So you don’t actually have to be there if totally even put it on autopilot. Imagine having something on autopilot, bring new patients in the door. So if you’d like help with that. And then I also decided to give you what are some top 10 best places to speak and get patients quick-start guide right now, virtually right now, even, right. So you don’t have to necessarily feel like your hands are tied right now. And the things that you used to do, aren’t really working as well. Like either you could totally expand your reach this way. And so I’m going to give that to you. And, um, you can also request to book a free chat with us to see how we can help you grow faster. So go to introverted visionary.com forward slash gift virtual. So again, it’s introverted visionary.com forward slash gift virtual. So go there right now and then get the free downloads, um, and a template that I’m, I’m also making sure you’re going to be able to get ahold of, to help you with, with Brainware patients in their virtual, um, talks. And, and also you can do this in person. So that way you’re really helping more people who need you. So, uh, to you waking up the planet and to hear you helping where people who need you and making good money while doing it the introverted way.

Empowering Women in Chiropractic – A Little Help From My Friends – Kim Hoang, DC

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Disclaimer: The following is an actual transcript. We do our best to make sure the transcript is as accurate as possible, however, it may contain spelling or grammatical errors.

My name is Dr. Kim Hoang and I practice in New Orleans, Louisiana. Thank you again, ChiroSecure for getting me this stage to be able to communicate with my fellow colleagues. Um, today I’d like to talk to you guys about when should we ask for out, um, in, I’ve been practicing for about 20 years, uh, 15 of those are in private practice. And when I first started my private practice, I did not think that I needed a coach. And so I, uh, I pretty much did everything on my own kind of learn as I went through, um, you know, just, uh, checks and balances. Um, what insurance, not no insurance, um, how to develop a plan for, for patients, things of that nature. And I thought that I had been doing pretty well. Uh, I’d grown every year, uh, for probably about, I don’t know, maybe five or seven years.

Um, and then, uh, something personal happened to me. I went through a divorce and I never thought that my practice would feel any impact. Uh, but, uh, apparently it did. And my stats went down about 20% and, uh, um, I didn’t see that until probably the following year. Uh, and that’s when I reached out, um, to, uh, actually, um, uh, master circle global, um, my, my friend now and also mentor and, and coach Dr. Bob Hoffman has, has helped me out tremendously, but I think that before in, in choosing the person to be able or the company to be able to help you, um, some of the questions, um, that I would ask is, um, who would, um, qualify to be able to help me, um, how would I know, what, what kind of questions should I ask him? Um, who, who should I not listen to?

Um, and, um, in my practice we see a lot of, uh, uh, Spanish speaking and also getting me, uh, patients and, uh, in, in doing so, um, I, I didn’t know if I should communicate with someone in those, um, uh, uh, uh, I guess neighborhood or, or, um, uh, ethnicity to be able to help me maybe grow in, in, into those regions. Um, but in any, in any event, um, I did reach out to Dr. Bob Hoffman and, uh, and I’d like to welcome him, uh, as my guest today. Um, and we’re going to have a little bit of questions in the answer and, uh, share with you my experience and, and, and what, uh, what it’s been able to do for me, both professionally, professionally, and also personally. So I’d like welcome Dr. Bob Hoffman.

Thank you, Kim. It’s really a pleasure to be here with you. I am so enormously proud of you and what you keep accomplishing.

Thank you. Thank you. So I think that initially, whenever I was searching for some sort of help, um, I remember reaching out to you and, uh, you gave me a questionnaire and each practice is not going to be the same cookie cutter. Um, and, uh, can you elaborate a little bit, as far as the process that your clients would go through at the beginning?

Absolutely. You know, we are an identity based company and have been for decades. It’s part of the secret of our success. And, uh, we ask every new client just like you, Kim, to fill out a very detailed, um, report. We call it our practice evaluation identity-based questionnaire, because we need to learn everything about you. You know, one of the things I say to new clients is the more I know the faster I can help you grow, but it’s also an act of self discovery on your part. And I think that this is critical because after going through this detailed report and then probably spending as much as an hour, asking questions, getting clarification, digging even deeper, um, we then put together a customized coaching curriculum specifically for your needs. This is the furthest thing possible from a cookie cutter approach. You know, everyone in practice has different personalities, different backgrounds, different strengths, different weaker areas, and have different needs, uh, their practices at a different place than other colleagues. And they have different goals. And our job is to put all of that together and figure out how do we get you from where you are currently to where you want to go, not where I want you to go, but to where you want to go, how do we create a GPS system, so to speak on helping you accomplish what you want.

Right. And I remember at the beginning, I thought it was a little overwhelming because you were asking me for pretty much everything, all of my stats to, um, you know, how many patient visits am I seeing? How many hours am I working a week or a day? Um, but I would tell you that after submitting that in, um, it was really something that changed the way that I saw in terms of practicing. And I felt that at the beginning, I, you, you listened to my needs as far as where I wanted to grow, but that, wasn’t just it. Uh, I think that, you know, it helped me be a better leader, uh, and also, uh, be able to be more connected to my patients as well.

Yeah. There’s no doubt about it. And, um, you know, we dig deep because we want to know how you think we want to know what your goals are. As I said, we want to know how you practice. We want to know what’s important to you so that we can customize now also part of our success chem, as you can attest, is we meet with you every single week, and there’s a sense of accountability. And, uh, we leave with some purpose and direction for the upcoming week. And then the following week, you report back to us and every single month we asked for your statistics, so we could see how the practice is doing. Sometimes you’re aware of it. And sometimes you might not really be completely aware of it. And it really helps us, um, manage and guide and direct you on where to focus your time and your talent and energy to grow your practice.

And honestly, Kim, I think this is a really critical distinction because, you know, you asked the question, who should you listen to? Well, I’m going to urge the people watching this, not to listen to a friend or relative who has all of the best of intentions, but doesn’t have the experience or even know what questions to ask, or maybe they are super successful in practice themselves. And they erroneous really think that the key to your success is for you to do exactly what they’ve done, which is rarely the case, because you’re a different person with different skills, different personality. So who should you ask and who should you reach out to for advice you should always reach out to someone who has extensive experience. You know, I’ve been coaching, I’ve been coaching thousands of chiropractors graduates of every chiropractic school, every chiropractic technique, every personality, every size practice imaginable for over 20 years. Um, my partner has been doing it for 30 years. And between the two of us, we’ve been chiropractice for over 85 years. There’s such extensive experience that there isn’t a question that could possibly come up that we haven’t heard and addressed a hundred times if not a thousand,

Right? I think that sometimes, uh, as we are practicing it in our private practice, we tend to think that we know everything right. Cause the, cause it stops at you. You are the, um, the boss and you are the doctor. Uh, I will tell you that sometimes it becomes a little stagnant and you become, you kind of go on autopilot. And I love being able to, um, communicate and mastermind with, with, with, uh, with, with Bob on our, uh, weekly call, but also the seminars that we go to. It’s amazing. We have some of the best doctors in the world that we rub shoulders with, that we’re able to ask them, how did they practice in? And I feel very blessed. And in my practice in new Orleans, I feel that we are like no other chiropractic offices. We have a lot of different things that we’ve learned from seminars that we’ve been able to implement, um, here. Um, and it, you know, it’s, I, I love, you know, the basics of chiropractic, but technology has come so far and to be able to utilize that, but also, um, asking Bob, well, how does the other doctors do it? The other doctors, you know, like that, who are successful. And, and because Bob speaks to so many different doctors of so many different, um, I guess practices, um, and he’s, he’s able to give me the feedback, uh, that he’s able to see firsthand.

Yeah. There’s no doubt about it. You know, not because I’m any smarter than you or any better than you Kim, but because of the seat, I sit in speaking to hundreds of chiropractors every month, I’m speaking to them week after week after week and seeing how they grow, I’m giving them recommendations and then hearing how well it worked is I get to discover rather quickly by just paying attention. What’s in best in class today. And clearly in my opinion, the biggest problem in chiropractic today, isn’t the politics. It, it, isn’t all the craziness. The biggest problem in practice today is the failure to adapt. So the bottom line for me is, um, my job is to get you to adapt your thinking and your behaviors to get you to adapt how you practice, not by blowing up your practice, but by slightly modifying, uh, refining some of the things you think.

And do you know, you mentioned before that one of the problems, one of the points of friction was the fact that, you know, as the owner of your practice, you think, you know everything well, you certainly have the best of intentions, but you are practicing in a Groundhog day environment where every day is just like the other day. But another point of friction is you think your practice is different than every other practice. And it isn’t, you know, business skill is business skill and communication skill is communication, skill and healing is healing and innovation is innovation. So it’s important that we, you don’t need a coach who has your personality or graduated from your school. You don’t need a coach who in your case is Vietnamese or a woman. You need a coach who has experience, who understands what’s best in class, what works, what doesn’t work, um, how to grow your leadership, your communication, your business, your healing, your staff management, what to look for, um, what to focus on in the practice.

You know, this is a huge problem in our profession. Um, some people don’t think they need any help. Some are suffering terribly, some are crushing it, but they don’t have to get to the next level. And they’re so stressed out and they’re so unhealthy crushing it and that’s not necessary. So the bottom line is first question is who should I ask for, for help? Well, somebody who’s got a lot of experience and you know, one of the other questions you brought up in the very beginning is what’s one of the questions that I should ask when I’m interviewing. Well, quite frankly, one of the questions you should ask is, tell me about your experience as a consultant or a coach or a mentor or a guide. How many chiropractors have you helped? What kind of rate of growth do your members or the people you influence? What, how are they growing? You know, uh, an average member in our program is growing somewhere between 30 and 50% a year on average. Um, and that even happened during COVID last year. So that’s phenomenal in the profession. You have to know that it’s not someone like you, or someone who graduated like you, or someone who practices like you, or someone of your same gender or ethnicity. You need to have an expert who has time tested values that has worked with every kind of chiropractor that’s who you need to have in your corner.

Right. And speaking of adaptation last year, uh, was a definitely different year for every, uh, profession. And, uh, I, I remember meeting Bob recently, um, at a seminar and he said that a lot of doctors office, um, the, their, their, their stats have declined, uh, whether it be patients not wanting to come in, you know, whatever the case may be. And he said that a lot of the doctors in masters circle, uh, they have actually, they’ve actually grown in and probably has half had their best year case in point for myself. And I would tell you that master circle, Bob and Dennis has pushed me through so many doctors office at the time and in chiropractors, uh, we were, we are essential business, uh, and, um, I’ve seen and heard some of my colleagues shut down and, you know, it, it was hard for me to hear that, but we kept just pushing through, pushing through modifying and adapting.

And that’s what God is through not only through, but grew, you know, to where we were or to what we had last year and we’re going to continue to grow. But, uh, these are some of the little things that I’ve learned, uh, being with master circle, just adaptation, friction, um, uh, you know, uh, employee management, how, uh, how to be able to, um, interact with your patients, um, you know, present time consciousness, those, those little things matter. And, and, and, and on another note personally wise, um, Bob has seen me at the time, whenever I went through my divorce, it was probably the lowest, one of the lowest times in my life. Um, and I try not to bleed that through, into my office. Um, I’m a generally very happy person, but because of just some personal things that I was going through, I felt, you know, a little bit depressed, had some anxiety and, um, and it showed in my practice and, and, and Bob has helped me indirectly maybe directly, um, grown to where I am, not just professionally, but I am the happiest that I’ve ever been. And I, I wake up every day. Uh, I’m always excited to be here at my office, but I’m excited about life again. And that’s just something that I am forever, you know, very grateful and, and, and, and, uh, appreciate from, from my mentor.

Well, thank you, Kim, but that’s part of the secret of an identity based coaching process, because I want you to feel joy and fulfillment from your work. I want you to be highly profitable from your work. I want you to have more balance in your life. I want you to be the happiest version of yourself, the best version of yourself, you know, practices don’t grow, and then you become happy. It’s being happy. That helps you grow a practice. That’s an identity model. And you’re a perfect example of this, you know, last year in spite of COVID in spite of being shut down for weeks, in spite of having seven, seven hurricanes in new Orleans. And in spite of you making multiple trips, you, you grow your practice by over 40% last year, and it was super successful. It was a seven figure practice before last year, it grew substantially, and you have far more the rule in our membership than the exception, the overwhelming majority of our members, almost 90% of our members are at somewhere between 90 and 200% of where they were a year ago.

That’s unheard of in our profession. And it’s not because Dennis and I are lucky enough to attract all the successful chiropractors it’s because people come into our program and their standards change. Their mindset changes, their action changes, their focus, changes their healing capabilities, change, their leadership changes their communication change. They know how to get rid of the points of friction that is slowing them down or blocking them. And it’s a universal process that we find works with everybody, regardless of where you graduated or how many years you’re in practice, or if you’re crushing it or barely hanging on, if you have no staff or a staff of 30 universal truths work everywhere. Now, go back to what you would ask me in the beginning is the other side of this is who should you never listen to and who you should never listen to? Whose is someone who knows they know everything, but has never helped anybody except they’ve been successful in their own practice or worse thinks they know everything and isn’t successful in their own practice.

So the reality is, is we must ask for help. Everybody needs help. Everybody needs to see things from a non-emotional clear perspective, but who you ask is a critical question in this equation, because if you hire the right person, you change the trajectory of your life and your career on an upward path forever. And if you ask the wrong person, it costs you a lot of money and it stresses you out. So these are really important points that I’m so happy that a you’re just doing amazing. Not only personally, but professionally, I couldn’t be more proud of you if it was my full-time job, but, you know, we were just together at a live seminar just three weeks ago in Orlando. It was, it was high energy, lots of networking. Uh, the material being taught was off the charts. Everybody loved it. You loved it.

You immediately go back to your practice and you start implementing. And how I know that it’s because I speak to you two or three or four days later. And my first question is, tell me what you took from the seminar and what you’re already working on and what your action steps. And that’s my job to guide you through the process, you know, knowing what to do and doing what to do are two very different things. It’s in implementation that it all comes together. And I know, I know you’ve heard me say this, Kim, but one of my favorite quotes is ultra successful. People are uncommonly skilled at execution. You’re a great implementer, and that’s why you’re so successful.

Well, thank you. Thank you. And, uh, a couple of, uh, closing remarks for on my end, but some of the best athletes have coaches. So to be able to have someone to guide you through and make you accountable, I think that’s important. Listen, I’ve gone to a lot of C classes before and mutually. My CE time was to be able to get the hours and get out and go home and never really made much of it, but going to the seminars that master circle, um, uh, uh, does is that, you know, you always come home with something that you can, that, that, that, that is that you can implement right away in your office. Um, so, um, Bob, uh, can you tell them as far as how they’re able to, um, uh, to reach you?

Oh, sure. First you can always email me bob@themasterscircle.net, bob@themastercircle.net. Uh, you can call me at (800) 451-4514. Um, but I also want to just let the people watching this know that we have had thousands of people complete a four question questionnaire online called the practice growth calculator that you just put in some information you probably don’t even need to look up. You will know off the top of your head, and it immediately shows you how to grow your practice. It’s an amazing tool that we put together. We spent years formulating this and getting it into a calculator. You can go online, you could see it right at the bottom of the screen, you know, go, go to the practice growth calculator, put in your basic information and then make sure you set up a completely complimentary, no obligation consult either with my partner or myself. We’ll we will interpret what the calculator says and show you specifically, and exactly how to tell them, make your focus, what you should be focused on to grow your practice rapidly and sustainably in the most ethical and positive ways possible. So yes, you could reach out to me directly, Bob, the mess circle.net. I would love to hear from you. And if I can help you in any way, it would be my pleasure, but I would also love you to go to the practice growth calculator and complete that, and then set up your console.

Right? Thank you so much for being my guest today.

Well, thank you for having me and again, I am so proud of you. You’re doing amazing

And next week’s presenter is Dr. Frank. Um, please make sure that you stay tuned.

Empowering Women in Chiropractic – BUSINESS MESS or MASTER… WHICH ARE YOU?

Click here to download the transcript.

Disclaimer: The following is an actual transcript. We do our best to make sure the transcript is as accurate as possible, however, it may contain spelling or grammatical errors.

Hey everybody. Welcome. Thanks for joining me. Uh, before we even get started, let’s give a big shout out to ChiroSecure who sponsor and host these events to get you informed and keep you informed and make you be better at what you do always visit them for all of your insurance needs. I am Dr. Randi Ross of premier practice consultants. And I am here today to always, what I try and do is make you think a little bit about some of the things that, because we’re all so busy and we have a million moving parts, we sometimes let a few things slip through the cracks. So we’re going to get started. And today what we’re talking about is as far as your business, are you a master or are you a mess? And we’re going to pop some slides up here so that you can follow along as we do this.

So, which are you, are you a business mess or are you a master? Let’s try and find out here and see how you do and we’ll move to the next slide. So one of the things, oh, let me kind of prefaces anything I ever talk about on these shows or bring to you is current stuff. These are things that we experience every day in our business and make me start thinking, why is it like this? Why are people not prepared? We are so important to the healthcare industry. Why are we not treating our businesses with the same respect that we do to everything else we do to deliver care? So what I’m talking about here today is important and pertinent to every single one of you listening, just take some notes, pay attention, and look, let’s go ahead and get started. So one of the things that we run into all the time and all of these things kind of make me go, oh, I don’t understand.

Um, is people keeping their documentation current at all times, and as business owners, some of these things are a little bit variable depending upon how you have your company set up and things like that. But so this is gonna really address the majority of people in majority, majority of, of how your business is structured. So there are a few documents that you always want to have. Current. I am shocked that we are halfway through the year and the majority of people have not submitted their taxes to their accountant to be done. Now, are there exceptions to that? Somebody that needs an extension for whatever reason, but it shouldn’t be a really, really small percentage of you out there that actually need that. You should always keep it leased your last three years tax returns. And once you get into the first quarter, your, your, that year’s tax returns in this case, twins 21 should be completed and kept in a file.

When I say in a file, I mean, you should have a file with all these documents, either on a computer, but ideally in a cloud that you could access it anytime you need it. We’re going to talk about certain need times that you’ll need it, you know, in a few minutes, profit and loss, you know, don’t skimp on your account and this is something else that I see a lot of, you know, you kind of get what you pay for. So, you know, if you have an accountant that is not producing monthly profit and loss, quarterly profit and loss, and then obviously at the end of the year, they give you one document or it should be, um, you know, find someone that’s going to provide that quality service to you. Profit and loss is such an important document. Uh, and a lot of people really don’t keep that up to date or properly, you know, configured as, as we might say, overhead.

And I’m going to say current and real. And what I mean by that and follow me on this a little bit. There’s, there’s your overhead that you’re spending now to run your business. Now, we all know as small business owners, that there are things that you can legally write off on your taxes as a business expense, but wouldn’t be what we refer to as a pass-through expense. If someone was looking at the profit in your business, possibly a buyer, or if you’re refinancing or all these other things that we’re going to get into. So real is what I call. If I walked into your business today and I took over your practice, what expenses am I going to have to keep this practice running the same way than it is now? So all the things that you see in overhead, maybe, you know, a car expense or maybe certain travel, you know, you’re going to conferences and things like that.

Those are things that are not what I refer to as real or what I would say pass through. Those are your current keeping those two things separate, cannot keeping a run-up, you know what we could consider your current overhead, that you are processing as well as what is real or would pass through to somebody that was taking over your business. These are going to become really important as we continue this conversation and equipment list. Um, this is also something I see a lack of, you know, you should at least once a year go through your office and do an updated quiz, excuse me, equipment list, um, the date that it was purchased and an approximate value of it. Now, if it’s brand new or with it’s in, you know, two, three years, your, your value is pretty much what you purchased it for. If it’s something more than five years old, the typical rule of thumb is you go to 50% of the purchase price.

I know some of you don’t want to hear that on some of your biggest, biggest, big, or ticket items like digital x-ray or some of the higher end tables. There might be a little wiggle room in there, but that’s kind of a comfortable rule of thumb for you to keep that updated. Also the building. Do you own the building? Um, if you do you want to make sure that you keep an updated what I call a prospectus or an overview of the building, and that could be anything from as detailed as you had an appraisal of the building, and you keep that in the file. Um, it could be something as, you know, just a drawing, which kind of gives you the broad strokes of the property and the building. And then the information, if you don’t have an appraisal, the information about the building certain details, that would be important to know as well as the value.

And this is something, especially in today’s real estate market, you always want to have current, if something happened and you needed to, you know, refinance or possibly sell, you want to have that information current. And, um, you know, obviously if you don’t own the building, what you would want to keep in that file. Current is the lease with the, uh, the property owner of your office. And you want to keep a current version. Uh, sometimes I see people have been in a space for maybe 10 years. And w when we look for, at a lease, they’re showing me the original lease that they had. Well, that’s, you know, some of the details in there obviously, you know, a concurrent and run through, but a lot of that information has changed, especially, you know, what are you paying? You know, are you paying real estate taxes or cams or any other expenses?

Those are important to have detailed lists, and that can be actually on your overhead, but you want to keep things, uh, you know, as concise and organized as possible. And we can go to the next slide. So this is also something that I run into that always shocks me a little bit, that people do not know how to retrieve, print an access, the different reports that are necessary to being a business owner, to keeping on track of, and this shouldn’t be something that you’re, you know, office manager or front desk are the only ones that know how to do this. There may be times that come up when you don’t want them to necessarily know why you’re asking for something or why you need a document. You know, what you do is, is private. Obviously, if your spouse is your office manager, that might be a little different scenario, but other than that, you know, it’s one of these things that I always say, no one should know how to do something in your office that you don’t know how to do.

This is one of those things and the different reports that we kind of typically, uh, you know, see that you should again, have on hand, keep updated, keep in that cloud folder where everything is neat and organized and easy to access your stats. This is something that most people are pretty good with, especially if you work with any kind of coach or like that new patient services, collections, billing, things like that. But one of the other things that’s really important is what we refer to as service breakdown. So if you are a straight chiropractor and all you provide is chiropractic adjustments, uh, obviously this is not something that would pertain to you, but other than this, a lot of people have different programs and profit centers and things that they’ve integrated into their practice. And it’s really important to understand where your money’s coming from in those situations.

So that should be a report that you could print out and whether, you know, how much of your collections, you know, dollar amount is chiropractic care. Um, you know, how much of it is, uh, you know, something like orthotics, or maybe you have PT, or maybe you have stem cell therapy that you read, whatever that is. That is something to really understand what the breakdown is. You should have separate reports that really could look at it any time and have an understanding of where the money is coming from. The other thing is payer profile. This is something with the exception of people that are a hundred percent cash. That’s easy to know what your payer profile is. Um, but if you have a little bit of a mixture, you’re going to want to really have an understanding and be able to print and visualize a report of your payer profile at any given time.

Um, it varies from practice to practice. Usually we see four or five of what percentage cash, what percentage Medicare, personal injury, um, and different types of insurance, whether they’re a major medical HMO PPO, um, some people do workers’ comp and there might be a couple of categories that are not, you know, maybe abnorm in general to everyone, but that’s a really good understanding to know where your patients are coming from, and you should be able to print a report on that. And again, that report should be in the cloud in this folder with everything else. And if there are any other things that you know, and I can’t go through everything here, uh, that all your business, a different structure that you have set up or something along those lines, you know, keep those reports printed on a regular basis, ideally as monthly and then quarterly.

And then, you know, every year to have this breakdown of everything that’s going on, you know, some of this seems like, why is she telling me this? Yeah, this is simple, but you know what? Sometimes we get busy. Sometimes we forget. Sometimes we don’t do it at all, which is hopefully the people that are going to, you know, prod a little bit here. This is really, really important to the success of your business. And we’re going to go to the next slide. And we’re going to kind of delve into a little bit here of why this is important, other than the obvious is you are a business person. And there are certain elements that we know pertain to running a business. The ones that I discussed are different record keeping that is really important to a chiropractic or actually most healthcare practices. So the reason why this is so important and something that we come across, as, you know, as practice sell consultants, is a few reasons.

One, if you’re selling one of the biggest things that happens, why deals do fall through is because people don’t have this prepared and organized, even though you can be sure, I tell them from the beginning that they needed. And my nickname in the company is bossy pants. So I’m pretty strong with my recommendation of having this prepared people don’t in that case often, not all the time. What we see is deals fall apart. You know, it it’s, it’s about presentation. Sometimes if you, if someone is interested in your practice and whether they’re, you know, looking at it digitally, or they’re coming for a visit, if you don’t, if you can’t readily produce these documents and these reports that I just expressed to you, they feel that’s a reflection on how you run your business. That you’re sloppy, that you’re disorganized, and that’s it. They’re not gonna go to, you know, purchase something or engage in moving along with that practice very often, because they already have a bad impression of buying a business.

That’s unorganized, doesn’t run properly. And, um, not something that they really want to make their investment in. So that’s really important, you know, whether you’re selling or possibly you have an associate that’s buying in or any of those kinds of scenarios, this is so critical to being successful. Maybe you’re refinancing, you know, a loan that you have on your business. Guess what all the things I just described to you, a bank is going to want. And it’s kind of the same thing. If, excuse me, if you look disorganized and disheveled and how you present your information, that’s how that bank and that underwriter is going to view, uh, or that loan officer, you know, how your business is run, and are they going to want to take a risk with you? You know, there’s is all about risk and reward. Uh, so then it might actually prevent you from getting a loan or it might actually make your loan come in at a higher interest rate, which means it’s actually costing you money to be sloppy and unorganized.

That doesn’t make any sense. This is not anything that’s super time consuming. It’s just a matter of a habit like anything else. Um, maybe you’re expanding your practice. You are looking to move to a bigger location, or like, what I didn’t want was a practice around the corner from where I practiced. And she was, and I kind of bought her practice and incorporated them into one. Maybe you’re doing something like that, and you’ll either need to, um, go for a loan. Or if the selling doctor is going to owner finance, they’re still going to want to see all this information on you to make sure you’re a viable buyer. Uh, so that’s really important. Maybe you’re purchasing equipment. Um, and that’s something that we frequently do. You may not need as detailed information in that case. Uh, but as far as the financial doctor and to that, they’re going to want to see, they probably will not want to know your stats or your payer profile or, or anything like that.

That, and what’s, what’s really, really important to understand, even if we want to push aside someone to say, well, I’m not telling my practice that doesn’t matter to me. Let me tell you, you know, I’m doing this a long time and I deal with a lot of people and, you know, I call this a matter of top-down organization and what I mean by that is, and you’re all going to agree with me. It’s kind of two-fold thing here. One is if you’re disorganized and you’re not efficient, chances are the people below you are not going to be as efficient as they should and could be or would be because you’re not presenting that. So it’s hard for you to critique someone else when you’re not, you know, walking the walk and talking the talk. So keeping organized and efficient, all the finances, all the aspects of your business, something good for your team to know you do, because then they know you’re going to expect the same thing from them.

The, the, one of the other things that’s really important is, you know, I dunno one of the things that I used to say, I don’t know if they still say it. I’m a little bit of a dinosaur, as you know, it’s easier to stay well and together well, right? I mean, that’s kind of a tagline in our neuro profession, right? This actually is the same premise. You know, it’s easier for your business to stay healthy. Then when something comes along that you want to do, whether it’s selling or buying a piece of equipment or purchasing a building or whatever you might be doing now you’re scrambling to get everything together. And sometimes they’re requesting things three, four, normally it’s three years, but I’ve seen people request things five years back. Now you’re trying to like backpedal on all this. So if you just made it a habit like anything else, you do this all the time.

This is just important to your practice. As the care you render, as, as you know, you’re the new patient that walks in your office, what the process is with them. This is just as important as that. And I can promise you you’ll be a better business person as a result of this type of organization. And it will ultimately make you a better doctor because then all the expectations you have of your staff or even your patients are going to trickle down you. If the trickle down is, you know, lazy and unorganized and not doing what you’re supposed to do, it’s hard to expect that from other people. Well, that’s the few things I wanted to always kind of make you think about, we’re going to just go to the next slide. I’m going to tell you a little bit about if for some reason you were thinking about finding out about what the market value ready of your practice would be, whether you’re selling or not, or just kind of planning for the future, where to the viewers of this ChiroSecure event, we’re offering 20% off evaluations.

I know it says through the month of June, 2021, and people might be watching it after that. But if you go to our website, click on the little blue button that says client intake form at the bottom of that, there’s a code spot. You put that code in this code is only available to people that are watching this event. And we’re happy to kind of take you through what that process would be, what it looks like and how if you need help, that we can help you. Well, that’s my time for today. I’m so always so glad to get an opportunity to spend some time here with you. And I hope that it brings a little bit of value to some of your thoughts about your business and ways that you can do better. And ultimately at the end of the day, if you, if you do better chances, are you going to make more money? And that’s always our biggest goal together. I’m Dr. Randy Ross, premier practice consultants, and I hope everybody has a fantastic day.

Join us each week as we bring you the best in business growth, practice management, social media, marketing, networking leadership, and lots more. If it’s about women in practice and business, you’ll hear it here. We hope you enjoy this week’s Facebook live event. Please like us on Facebook comment and share. We look forward to seeing all of you next week for another episode of empowering women in chiropractic. Now go ahead and hit the share button and tell your friends and colleagues about the show. Thank you for watching. Have a beautiful day. This has been a ChiroSecure production. [inaudible].