Metrics Mindset — Overcoming Aversion To Numbers & Data

Metrics Mindset — Overcoming Aversion To Numbers & Data

We're talking about the metrics mindset. We did an episode on this. It got released not long ago, and it got a lot of views. We had a spike in viewership on this. I don't know why. Maybe there are people who are averse to metrics. They're not sure which metrics to track and that kind of stuff. It's something that, as we're bringing on new clients into the coaching program, don't you find that a lot of them don't know their numbers or don't know what numbers to track?

For sure. I think I know why.

Are you sure, or is that a tease?

The Mindset Challenge Of Avoiding Metrics 

It's a tease. You have to read to the end to find out. I could tell you that this is a complex problem. It’s not just a hard skill. People know how to use a calculator. There are going to be some logistical or technical systems and processes that you'll have to implement in order to extract the data that you need. People know how to do that. They're capable. Business owners are capable of doing that, which is why a lot of this is the mindset piece. Why are we avoiding it? Why are we having a hard time confronting it or being willing to do that work?

It’s like that treadmill that you bought that is in your room. You have this idea, “I'm going to work out every day. I'm going to run on it.” We know how to use the treadmill. You plug it in and press the green button. It beeps, and then you start working on it. We’re like, “If I do it every day, I might get in shape.” For some reason, we don't do that. Clothes get thrown on it, and it becomes something that doesn't seem to be a priority for whatever reason. Maybe that's the real challenge that we have to try to figure out how to solve.

I was thinking of the analogy of there's some noise going on underneath the hood of my car, and I'm not quite sure where it is or what it is. Not knowing anything about car engines, I’m like, “Am I going to lift the hood and start looking around?” I know how to pull out a dipstick and see how the oil's doing. I know how to check the air filter. Outside of that, I don't know how to diagnose what's going on. Sometimes, it's a little bit easier to keep the hood closed and hope it goes away or think, “As long as this thing runs, then I'll keep driving it. I can turn up the radio, and I don't have to hear that.”

You’re like, “It's good enough for now.”

You’re like, “It works for now,” until you need it. Then, you're in real trouble because it breaks down. I probably shared this on the show. Owners open up a practice, but they don't inherently know the metrics they need to track. Some of the obvious ones that are easy to track are how many visits per day, how many visits per week, how many new patients, and that kind of stuff. How much money is in my bank account is one of the least useful metrics you could even look at, but that's what we use because we don't know.

That's where I tend to go with it. They haven't been told what to look for unless they've had some kind of leadership role in the past. 1) Learning what metrics are important. 2) Once you know the metrics, once you look under the hood, what are you looking for, and how do you know what looks good and what looks bad? How do I know that the fan belt is loose if I don't know how to check and see if the fan belt is loose?

People, even if they have access to their numbers, know that it's going to take some diagnostics or some further work to determine what they need to do. Who knows? Maybe people are afraid to look at those metrics after all. If they do find a problem, maybe they don't know what to do about it once they find the problem. They’re like, “All I need is one more thing to worry about because that metric is in the red. I've got my own issues. I'm dealing with other things.” It can be a little bit overwhelming. For some people, it is overwhelming to start pulling the data, but there's more to it than just pulling the data.

It's all hard, though. It's all overwhelming.

That's where you, me, and all the other coaches are out here trying to preach. We’re like, “You need to become a business owner. You need to learn how to run a business. You need to know what the metrics are that run the business so that you know which levers to pull when things are going askew.”

The Value Of Twenty Hours Of Dedicated Focus 

One of the things that I think about when you talk through that is that we typically underestimate what we can learn in a twenty-hour period. Five or four-hour blocks of time dedicated, uninterrupted, deep focus on something will probably put you 60% there or more. I don't know. I'm pulling that out based on my own experience.

A lot of times, we wait ten years to start. We’re like, “The engine is making noise.” We sit around for months worrying about it and feeling the impact of it, whereas if we had spent twenty hours of time. You could probably get in there with some YouTube videos and some colleagues, ask some questions, and dig. You'll be blown away by how much progress you can make with solving any problem in your business, not just metrics. We spend years avoiding the twenty hours of deep work that we need to invest. Does that make sense?

Yes. When things started changing in my practice was when I set aside those 4 or 5 hours one time a week to do the work. You had to struggle with that as well. It was like, “You're going to tell me to step away from the treatment table for 5 hours, one day a week? Let me count how much money I'm losing by stepping away from the treatment table.”

One of the first things to do when you do that, and you set aside those four hours, is say, “Let's look at the dashboard. What is my dashboard telling me about my engine? What are the metrics that move?” It is getting used to those and looking at those on a regular basis. Are they going up and down compared to the last 4 to 6-week trend? Are they hitting a benchmark? Are they above or below the benchmark? Are they where they need to be? Are they at the expectations that I have for my providers and team members to make sure this runs profitably and efficiently?

That's one of the first things when you set aside those four hours. It is to look at your metrics and say, “Are they on par, or do I need to do something about it? Do I need to talk to somebody about doing something about it?” That's one of the first things you need to do with some of those extra hours that you have in a week.

In my mind, I'm going to try to put together a blueprint or a sequence of things that owners can do to create a little bit of momentum around this. It sounds like the first step to this is recognizing the need and the impact of your metrics. There's no excuse other than some type of life-threatening emergency that is going to ever make it okay or make it reasonable for you to be a business owner and not focus on your metrics. Is that fair?

There's a reason why the big companies have to file quarterly all of their metrics.

It's the principle. It's a law.

It's a part of business.

We have to accept that as the truth. It doesn't mean we have to like it. It doesn't mean it's convenient. It doesn't mean it's easy. It's the law. We have to accept that reality. At that point, we have an option. Are we going to act in accordance with that reality or not? There's the fork in the road. Are you going to align your behaviors with the truth, or are you going to align your behaviors with whatever feels urgent or whatever limiting belief you have? Both are okay. You can do whatever you want at your business. There's no wrong answer unless your goal is to create freedom in finance.

There is a wrong answer if you want to have a good business.

Some people are like, “I don't care about my business.” That's fine. You probably don't want to read this anymore.

You'd be happy being a solo practitioner under your own shingle. That's fine.

You're awesome.

Don't complain about the business and your profit margins.

You can't have both. You can't have the convenience of not confronting the truth and have a thriving business that gives you freedom. Step two is going to be defining the behaviors that will get you closer to becoming more competent with your metrics. That first behavior is blocking dedicated time to diagnosing and running your metrics. Would you agree?

Blocking Dedicated Time For Metric Analysis 

Totally. You have to have the time to do it. Time for you to not only look at the metrics, but dive in and look at the trends. Study the metrics. Don't read the metrics. Don’t be like, “What are the metrics telling me?” because they will tell you an objective story about your business that is free of emotion. You have to sit with it, look at it, and diagnose, “What direction is this going? Now, what do I need to do?”

The people who are going to read this are smart people. We've learned how to do all kinds of things in our lives so far. We've learned how to cut the grass. We've learned how to use the pressure washer, cook, and all these things.

Raise children?

It's not because we were born and we knew how to do it. You don't become competent, and then you start. You start dumb and looking silly. You start overwhelmed and anxious. You start feeling inadequate, and then you build competence and confidence through your commitment to learning.

If you think about it, a lot of the EMRs out there that we use, one of the weaknesses of all of the EMRs when we were looking to change EMRs several years ago was that none of them had good business management reports. None of them had good ones. Some of them were bigger players. One of them in particular still does not have good business management reports.

They put a decreased emphasis on that. The owners didn't feel like they needed to because either you couldn't trust the reports, or they were like, “They didn't emphasize it, so we won't emphasize it.” As they've gotten better, we're starting to think, “I need to look at my business reports, but now we don't know what to do.” What I'm trying to say is that the industry hasn't necessarily guided an owner in any particular way. It’s not that the industry owes us that education, but the industry has also minimized the importance of those reports in the past.

We had a client a couple of months ago. They were in an EMR system. In our coaching program, we require you to fill out your KPI dashboard. They were like, “We don't know how to get these KPIs from our EMR. We can't find these things.” Their EMR didn't have it. It was an EMR that I hadn't heard of. We were like, “You need to change your EMRs if you're going to run your business well.”

They said that it was life-changing when they went to an EMR that has the manager reports and the KPIs that they need to track. They were like, “This is how we run our business. This is what KPIs look like.” It's super valuable information. Unless you have an EMR that you can trust the metrics, then you're behind the eight ball.

The ROI in committing to finding clarity around your metrics is that it forces you to confront the problems that are holding you back. In this case, it was the EMR. If you had never made the decision, “I'm going to commit to building a business that has data that I can trust and rely on. I'm going to block time and commit to that. I'm going to put my energy behind that,” and you don't take that step, you would have lived with that EMR for the next decade. You did, and it forces you to solve the real problems.

Making Quality Decisions Using Business Data 

The real problem isn't reimbursement rates. Those are problems. It could be other external things that are causing you to struggle. The real problem is that you're not focused on solving the right problem because you don't know. That brings us to the next important point, which is that once you start having your data, it helps you make actual quality decisions.

I was talking to a practice owner. She was typical, like, “Adam, we've got 7% to 8% profit margins. We have declining reimbursements. We're struggling. We're having a hard time paying our team.” She had the data. The data was up. The data was clear that, based on her current reimbursement levels, she couldn't afford to compensate her team the way that she was compensating them.

That lends to making some hard decisions that people might not want to confront.

There are a lot of different ways we can attack that problem, but let's solve the problem. What can we do to raise reimbursement rates? Can we drop low payers? Can we renegotiate? Can we create productivity incentives? Here's the problem. Let's solve it and use data to drive. We came to that reality. We came to that conclusion. Her goal was to walk away from our call with clarity on what she needed to be focusing on. She was like, “I need to get a new biller.” I was like, “No. Right here.”

It’s like, “It's you on the other end of this call.”

She was like, “I've got some AR money out there.” It was like, “It's not going to make a big difference for you. This is the big needle mover for you.” We confronted that, and then here came the buts. She was like, “But our model is like this. But one of the things that separates us is the way that we do this.”

That's an interesting point. Can I dive into that a little bit?

That's the next thing that we have to solve right there.

Those are two purposes that are coming up against each other. “We treat this way to get the results that we want because that's how we expect our patients to be treated under X, Y, and Z Clinic.” The other purpose is, “This model isn't making us money. I can't live a life of happiness and freedom because I'm awake every night trying to figure out payroll.

A profitable company butts up against the purpose and the way we do things in our organization.” You're at a flexion point there. Something needs to give. That's cool that you used to have that experience. She came to the realization that there's one metric in particular that's ruining her company. Without looking at her numbers, I would propose it's probably her compensation ratio.

That’s 90% of the problem in the industry.

This is true. If we didn't get through this without me listing some of the metrics that are high-level and make the most impact in your business, that would be remiss of us. The one that I'm thinking of right here, and it comes off the top of my head for almost everybody, is that compensation ratio. What is your compensation to employees, including all benefits, paid time off, Con Ed, health benefits, etc., all of that compensation in relation to your gross revenues?

Optimizing The Sixty Percent Compensation Ratio 

If it's over 60%, then you're going to have a hard time making a significant profit. You have very little wiggle room if anything goes south. Even the small blips once a month ruin thing for the rest of the year. That 60% ratio has to be met. If you're bumping up against 60% on a regular basis, you might be doing okay, but it's going to be hard. You have to push it below 60%. There are a few ways you can fix it, but decrease the pay of your employees or make those people more productive. Maybe some of those people are running at 80%, 85%, to 9 % utilization slash efficiency rates.

At that point, you're seeing a lot of unprofitable contract payers coming through your clinic. That's when you have to renegotiate or drop some payers if you haven't already assessed your billing practices and make sure you're maximizing your billing practices for every payer. That can be tough. I had an audit that said the same thing. I did this audit a couple of months ago on someone. Their compensation ratio was maybe 70% to 74%. That right there is why you're making 2% or 5% margins.

There's nothing else to work on. Your sole purpose in life is to change that metric. If you don't want to figure out your compensation ratio, make it as simple as, “What is my average reimbursement, and what is my average cost per visit? How do I separate those two as much as possible to generate a sizable margin? How do I increase my reimbursement per visit, and how do I decrease my cost per visit?” We laid out exactly how to do that. That's one metric. When you're talking about ROI on the time spent in your business, that's where it pays off right there.

It’s like, “I got to market. I have to get more new patients. I got to get a new EMR. Let me avoid the hard freaking frog that I got to buy.”

Let me tell you one way in which it paid off. I did an episode. Who is our man from Arkansas who came and spoke at the conference? He has twenty clinics.

You're talking about Lance Gross.

I did an episode with him. He was seeing some of this in his metrics and was like, “How do I increase this margin?” He was starting to play with, “What are the billing practices in our team? What is our average skilled unit per visit? What CPT codes are we using? Are we using Medicare and AMA, or are we only using Medicare guidelines across all of our billing practices?”

He said he spent 40-plus hours building out a curriculum for his team to follow on how to best build billing practices to maximize the value of the services they provide and the subsequent documentation that goes with it. He's got a big corporation. He's got 17 or 20 clinics. I'm probably adding more at this point. That turned into an additional $1.4 million in revenue in the next year.

He put 40 hours into it. He dispersed it to his teams. He made sure everyone got trained through it. The leadership teams were holding people accountable for following those practices. Every new provider that came on got trained in those practices of how to bill optimally and ethically. It turned into a $1.4 million increase in revenue, with all expenses staying the same.

Meaning, all of that down to the bottom-line profit by spending that much time. That's what you're talking about. When you're talking about the ROI on the time that you spend on your metrics, it is things like that. They are real impacts on your business that float to the top line and ideally show up on the bottom line as well. It changes that 7% or 8% profit margin to 15%, 18% or 20% profit margins.

The hard part about it is nobody is going to come and do that for you. A lot of them hope that it's not going to happen.

I was in that boat.

I am, too. I have to remind myself.

People are like, “If I could get that perfect office manager to come and take away the metrics and tell me what's going on, that would be a dream.” Do you know how many times I've seen clinic owners get screwed over by that office manager who takes over the metrics and tries to run the business? I made the same mistake. More often than not, they're losing tens of thousands of dollars or maybe hundreds of thousands of dollars by trusting other people with their metrics.

We sit around and think, “Maybe Medicare will eventually give us a raise.” In order to be a good entrepreneur, you have to be good at solving problems. You will get paid to the degree to which the level of problems that you solve. There's only one person in the universe who can solve your problems in your business, and it's you. It's not your wife. It's not your husband. It's not your team. It's not anyone. It's you.

One of the things that resonates with me when I hear you talk about your story is about how you remember you had that turning point when you were like, “I am in control of my own life. I am the one who has to create this.” You have to become a person who is competent and who can solve bigger problems, period. Otherwise, you will continue to live the same life for a decade. This is the hill that I've been dying on. You've got to pop the hood and find out what’s squeaking. If you need to go hire a mechanic or a business coach, fine. Even better. They can get you there faster.

The experts will figure it out and help you, for sure.

You've got to pop the hood. You've got to become a student of the thing. You have to learn the thing and dedicate time and energy to the thing. You will never ever solve the problem if you are buried in stuff and priorities that do not help you solve the problem, like a bunch of patient care, admin work, putting out fires all day, and all that stuff. We have to carve out bandwidth and dedicated amounts of time and energy to wrestling with these things. That will be the thing that will help you learn, grow, and ultimately be able to solve the problem. I want to quickly bring it back to this practice owner. You mentioned the purpose is budding.

The conflicting purposes. It’s like, “I want to make money, but this is how we treat patients, and it's not profitable.”

That is the next bear. That is the next bad guy. In the beginning, the first bad guy was deciding, “I'm going to stop treating patients so much, and I'm going to focus.” That was the bad guy. You had to make a trade. You got a good ROI on that trade because that helped you realize, “My EMR is not going to get me there.” That one decision helps you build leverage for the next decade. You’re like, “I got to switch my EMR. That's going to be a big thing. It's going to cost money.” I know. Welcome to business. Let's freaking go.

Make the decision. Let's move.

You make the trade and get the EMR and the metrics, and realize, “I'm building a model that doesn't work profitably, so I have to make another trade. I have to decide where I can wiggle, what I need to let go of, and in what capacity, in order to carve out a little bit more possibility in the business somewhere else. That trade-off will allow you to grow. I don't know if there's anything to add.

If I'm thinking about this person that you're working with, I don't know how you coached her or whatnot, but I'm thinking it eventually has to come down to her saying, “But.” It’s like, “Maybe there's a way in which your current practice model or treatment model can make money. That's where you need to figure it out. How can we keep doing this and live this purpose so that it does not come into conflict with running a profitable business?” She needs to figure that out. There is a way.

To spitball, she can go all cash pay. She can drop every single payer except for some of her clients who have Blue Cross and Medicare because those are the highest payers. That's all they see. They're overrun by patients. You have to make some hard decisions at that point. The underlying question is, “What do we have to do to keep our treatment model in order to run a profitable business?”

If you're not willing to face that, then you have to look the other way and say, “How do I run a profitable business without making all those hard decisions? How do we change our treatment model?” Something's got to give. They need to confront that and then make the decision and move forward. If they do that sooner rather than later, life will be significantly better this time next year if they confront it. If they don't confront it, they're going to have continued issues and hope and dream that things change around them.

I want to give one more tip, and then I want to talk about our conference in October 2026 because I know that's important.

I also want to share a few KPIs that people should make sure they're tracking, so they go away with some understanding of concrete examples.

One thing that's been a good filter for me, for those who are still reading, is that you will find limitations through the metrics. Usually, through the metrics, it’s going to reveal the problem more than it's going to reveal all the answers. Does that make sense? It's uncomfortable to look at the metrics because you're going to be confronted with a problem. Problems bring emotion. Problems bring fear. It brings, “But this and that.” It brings the feeling of overwhelm that usually causes us to stall and hesitate or avoid.

Building An Objective Math Model First 

A lot of times, we mistakenly, and guilty as charged here, try to find what's comfortable first and then try to figure out how to make the metrics work within our comfort zone. We put the cart in front of the horse. It’s like, “Let me be comfortable, and then I'll try to finagle the numbers and make it work financially.” I've never seen that strategy work. You can try it, but I don't want to be your business partner.

It's a business principle. It takes a little bit of courage to say, “I'm going to build this objectively first. I'm going to build the math problem first, and then I'm going to find ways to make it comfortable.” If you can practice that when you're building your metrics, you'll find a way to align your conflicting purposes. You'll be able to solve the problems that matter. That's all I wanted to leave it with.

You should share as well because I know you've been diving into your metrics a lot more. What are some of the real needle movers? One that doesn't get tracked enough that I share all the time at the very top of the list, and the easiest one to track is over-the-counter collections. If you're not tracking that on a daily basis, what was collected versus what should have been collected from the people that came that day, like every copay, estimated coinsurance, and estimated deductible paid at the time of service, it's an easy way to make more money.

I don't need to get into the metrics, but you lose money every time someone walks out of the clinic having not paid for that day's service if they have a coinsurance copay or deductible. That right there, if you're not tracking it, will probably increase your revenues at least 5% to 10% within 30 days. I'm pretty confident. Have that accountability in place. Have that mindset that everyone pays at the time of service. The easiest way to do that is having 100% of your patients have a credit card on file. I'm assuming that made a big difference when you did that in 2025.

We all look at this through a similar lens, but we do it differently. The two metrics that I like to run at the front desk are over-the-counter collections and schedule utilization. I need to know my pro forma. I need to know my breakeven. Therefore, I need to know what my productivity levels are for each provider. I need to create a utilization metric that is in alignment with the pro forma or profit margin. I need to hold that line. A lot of the employee expense ratio is managed at the scheduled utilization, assuming all your financial touchpoints are dialed in.

That was the other metric. What is the provider utilization rate? For the clinic as a whole, on average, and for the individual providers themselves, that needs to be at or about 85% utilization rate every week. Utilization rate, if you don't know, is simply how many visits were attended out of how many were available. If there are 100 appointments on the schedule and 85 of those get filled, you're at an 85% utilization rate. It's pretty much that simple.

What we find is that if you want to move that metric without doing anything, and the metric I'm talking about is the employee compensation metric, that 60% expectation. If you want to move that below 60%, you get your people more productive. They've got to see more patients in the time allotted. If they already are, then that's a different conversation.

Over-the-counter collections, utilization rate, and employee compensation ratios are huge. I firmly believe that skilled units per visit is a huge one as well. I've got someone, a friend, who's relatively productive, but they've got a provider that's billing two point something units per visit. I told her honestly, “You will never make a profit with someone like that on your team.” She wasn't. She was negative for a few months at a time. They either need to be trained up or trained out quickly.

You can't wait another month to have that conversation with them. You could if you want to lose money for another month. I seriously told her, “How much longer do you want to lose money?” She's like, “Never ever. I was like, “Before you leave the office, you have a conversation with that provider and tell them, ‘This is what the expectation is.” For the last one, we did a whole episode on it, and that is breakeven points. We talked about the importance of breakeven numbers. People need to know their breakeven in terms of dollar revenues and visits that are needed to hit that breakeven mark.

I feel like we nailed it.

Those are some super important takeaways. I love how you brought up the importance of mindset and committedness to it. I was glad that I could also throw in there some of the importance of particular metrics that move the needle in your practice. I'm sure you're looking at a lot of these as you're building out that CEO dashboard.

Utilizing KPI Dashboards And Pro Forma Tools 

There are two tools that I recommend using. They’re fundamental tools to help you track these things. One is a KPI dashboard. It’s a simple spreadsheet. It doesn't have to be complicated. You want to look at a KPI dashboard to help you measure the lagging indicators inside the business. This is the picture of what happened. The other tool, which I feel is more important, is a pro forma. It’s something that will help you anticipate and predict revenue generation and expense lines.

You should ideally be able to say, “If I can collect at this over-the-counter rate with this arrival rate and schedule this many visits, I know exactly what my profit margin will be.” You should be able to build that and predict it. The pro forma is huge. We have a free KPI dashboard and pro forma tool. It comes with video training. All you have to do is plug your numbers in. It's yours. Make sure you ask questions in the group if you have any questions about it.

That's awesome stuff. You talked about the conference. The conference is exciting. We're going to be talking about a lot of this stuff at the conference, like how to run a profitable, exciting business. The title is The High Performance Practice for Balancing Purpose, Profit, and Freedom. That's October 15th and 17th, 2026. You can raise your hand and say, “When something when registration starts or when the hotel bookings become available, please let me know.” People who are interested can join the waitlist and figure out exactly when things are happening.

I want to say two things about the conference. Number one, this is one of Nathan's passions, the idea of getting people together in a room. His mantra has always been to reach out, step out, and network. To see Nathan be able to do this and put this together for everyone, you can rest assured that it's going to be good. It's going to be valuable. Nathan's got a lot of energy behind it. I've seen the proposed agenda. We're going to have breakout sessions. There's going to be stuff for leadership teams, for management, for operations, and for marketing.

There are going to be pediatric breakouts. It's going to be super cool. I want to leave you guys with that. The other thing is that the conference in 2025 was incredible. If you don't believe me, ask anybody who attended. It was awesome. It was super cool. The room was electric. The sponsors were incredible. They poured into us. We had free dinner rounds. The sponsors took everyone on a party bus to eat, drink, network, and talk business. It was a beautiful environment.

That's all the fluffy stuff. The real thing is, for me personally, I walked away with 1 or 2 key decisions that I implemented in my practice that have transformed my leadership and my ability to build my business. It was because of a few key speakers who were far ahead of me, who were solving that next big problem that I didn't quite see. I'm not the world's greatest practice owner. I think I'm pretty good at it. I got value from it, so I know you will. Get to the freaking conference if you feel like you want to try to rally behind a bunch of people who are going to help you solve these hard problems.

Investing In Leadership Teams For Growth 

The networking is huge. One of the most important things about it is for owners to network with other owners. To add to it, you brought some of your leadership team this time. What was their experience? What did they say about it?

They loved it. It was incredible. Not to mention the level of commitment that they show the company.

When you pull back the curtains a little bit, this is what ownership looks like. You can be a part of this.

We've all experienced those darker moments in ownership where you feel beaten down, hopeless, and lost. Sometimes, you have to find the will to escape that moment or that season. It's through those seasons that you build resilience and confidence. Unfortunately, it's a requirement for growth and leadership. What I see in my team is that they're willing to do that. They truly take full ownership of their role, and they're willing to absorb some of that. I have a team where I'm not the one in the dark, having to carry everything. I feel like bringing them to a conference like that was a big part of the reason why.

The cool thing is, they got so much out of it from the last conference, and we didn't have anything specific for leadership teams as we do in this conference. It's October 15th and 17th, 2026, in San Antonio. If they go to them or not, it's up to them, but I've got breakouts specifically meant for your leadership teams to learn how to hold people accountable, how to have clarity conversations with their team members, and how to drive production as a clinic lead. Those kinds of topics are what I'm putting out there for that leadership track of breakouts. It’s stuff that they can get trained on and walk away with specific action items for their job description. It’s exciting stuff.

If you read until the end, you're one of us. Welcome to the club. We're going to be doing these more often. We're going maybe weekly or bi-weekly. We want these to be more action-oriented, ideally.

We still got the show going. You might see this on the show.

If you're on the Facebook group, drop your comments and ask your questions. Use the KPI dashboard. Let's solve these problems.

It’s a live show versus the canned one.

Anything else?

We're good.

I'm signing off. I’m wishing you guys the best of luck. Go eat the frog. I’ll see you next time. Bye.

Important Links

• Is Your 'Therapist Heart' And Aversion To Metrics Killing Your Business? With Adam Robin
• Getting Paid What You're Worth: Revenue Tips For Private Practices With Lance Gross
• Do You Know Your Breakeven Number - How To Find And Leverage It
• The Practice Owner’s Profit Accelerator System
• The KPI DASHBOARD
• 2026 PRIVATE PRACTICE OWNERS CLUB CONFERENCE WAITLIST
• Private Practice Owners Club on Facebook