Overcoming Aversion To Numbers & Data With Adam Robin

Overcoming Aversion To Numbers & Data With Adam Robin

The Importance Of A Metrics Mindset 

We are talking about a metrics mindset. We did a podcast on this. It just got released a few weeks ago, and it got a lot of reviews. We had a spike in viewership on this because I do not know why. Maybe they are averse to metrics. They are not sure which metrics to track and that stuff. It is something that, as we are bringing on new clients into the coaching program you do not find that a lot of them do not know their numbers or do not know what numbers to track.

For sure. I think I know why.

Is that a tease?

It is a tease. You guys watch at the end to find out.

You have to watch another five minutes before you tell me.

If you watch for the whole time, you might. I will tell you at the end in the next 45 minutes. I could tell you that this is a complex problem. It is 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 will have to implement in order to extract the data that you need. People know how to do that. They are capable. Business owners are capable of doing that, which is why a lot of this is the mindset piece.

It is like, why are we avoiding it? Why are we having a hard time actually confronting it or being willing to do that work? Which is maybe the bigger overarching reason why it is like that treadmill that you bought that is in your room, and you have this idea, I am going to work out every day, I am going to run on it, like we know how to use the treadmill.

It is like you plug it in, you press the green button, and it goes “Beep, beep, beep,” and then you start working on it. If I do it every day, I might get in shape. For some reason, we do not do that. Clothes get thrown on it, and it becomes something that does not seem to be a priority for whatever reason. Maybe that is the real challenge that we have to try to figure out how to solve.

I was thinking of the analogy of there being some noise going on underneath the hood of my car, and I am not quite sure where it is or what it is. I, not knowing anything about car engines, am going to lift the hood and start looking around. I know how to pull out a dipstick and see how the oil is doing, and I know how to check the air filter. Outside of that, I do not really know how to diagnose what is going on. Sometimes it is just a little bit easier to keep the hood closed and hope it goes away, or just think, as long as this thing runs, then I will just keep driving it. I can turn up the radio, and I do not have to hear that noise.

It is good enough for now.

Until you actually need it, you are in real trouble because it breaks down. I will probably share this on the show. When owners open up a practice, they do not inherently know the metrics they need to track. Some are the obvious ones that are easy to track, like how many visits per day, how many visits per week, how many new patients, that stuff. How much money is in my bank account is like one of the least useful metrics you could even look at, but that is what we use because we do not know.

That is where I tend to go with it. They have been told what it is, what to look for, unless they have had some leadership roles in the past. Number one, learning what metrics are important, and number two, once you know the metrics, like 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 do not know how to check and see if the fan belt is loose. People, even if they have access to their numbers, know that it is going to take some diagnostics and some further work to determine what I need to do.

Who knows, maybe people are afraid to look at those metrics, after all, because if they do find a problem, maybe they do not know what to do about it once they find the problem. That is all I need is one more thing to worry about because those metrics are in the red. I have got my own issues. I am dealing with other things. It can be a little bit overwhelming, and for some people, it really is overwhelming. Just to start pulling the data, there is more to it than just pulling the data.

It is all hard, though. It is all overwhelming.

It is. That is where you and I and all the other coaches are out here trying to preach, like, you need to become a business owner. You need to learn how to run a business, and you need to know what the metrics are that run the business so that you know which levers to pull when things are going a skew.

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. 5 or 4 blocks of time dedicated, uninterrupted, deep focus on something will probably put you 60% there. It is enough, I do not know. I am just like pulling that out based on my own experience. A lot of times, it is like we wait ten years to start. We wait, like, “The engine is making noise.”

We sit around for months worrying about it and feeling the impact of it, when if we had just spent dedicated twenty hours of time, I am like, you could probably get in there, or with some YouTube videos and some colleagues and ask some questions and dig, and you will be blown away with 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, totally. When things started changing in my practice is when I set aside those 4 or 5 hours one time a week to actually do the work and you had to struggle with that as well, it was not like you are going to tell me to step away from the treatment table for five hours, one day a week that let me count how much money I am 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 to look at the dashboard. What is my dashboard telling me about my engine? What are the metrics that move, and getting used to those and looking at those on a regular basis?

Are they going up and down compared to the last four to six-week trend? Are they hitting a benchmark? Are they above or below the benchmark? Are they at the expectations that I have for my providers and my team members to make sure this runs profitably and efficiently? That is one of the first things when you set aside those four hours is to look at your metrics. Are they on par? Do I need to do something about it? Do I need to talk to somebody about doing something about it? That is one of the first things you need to do with some of those extra hours that you have in a week.

Blocking Dedicated Time For Diagnosing Business Metrics 

This is the first time we have done this live video. We are figuring out what this is going to look like. In my mind, I am going to try to put together a blueprint or a sequence of things that owners can do to actually create a little bit of momentum around this. It sounds like the first step to this is just recognizing the need and the impact of your metrics. It is like, you just have to write. There is no amount of emotion or timing, but when there is nothing, there is 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 is a reason why the big companies have to file quarterly all of their metrics. It is just a principle. It is a lot. It is a part of business.

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

I actually say, there is a wrong answer if you want to have a good business.

Some people are like, “I do not care about my business, and that is fine, but you probably do not want to listen to this anymore.”

You would be happy just being a solo practitioner underneath, do not shingle. That is fine. Do not complain about the business and your profit margins. Just keep your head.

You just cannot have both. You cannot have the convenience of not confronting the truth and have a thriving business that gives me freedom. Step two is going to be, I would say, “Define the behaviors that will get you closer to actually becoming more competent with your metrics.” That first behavior is blocking dedicated time to actually diagnosing and running your metrics. Would you agree?

Totally. I have to have the time to do it. As you said, time for you to not only look at the metrics, but really dive in, look at the trends, like study the metrics, do not just read the metrics, what are the metrics telling me, because they will tell you an objective story about your business that is free of emotion. You just have to sit with it, look at it, and diagnose what direction this is going, and now what do I need to do?

Listen, the people who are going to watch this are smart people. We have learned how to do all kinds of things in our life so far, we have learned how to cut the grass, we have learned how to use the pressure washer, and cook, and all these things.

Raise, children.

It is not because we were born with all these, like we knew how to do it, like, “We are smart.” You do not become competent, and then you start. You start dumb, and you start looking silly, and you start overwhelmed, and you start anxious, and you start feeling inadequate, and then you build competence and confidence through your commitment to actually 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, like twelve years ago, was that none of them had good property, crop business management reports. None of them had good ones. Some of them are bigger players. One of them in particular still does not have good business management reports. They put a decreased emphasis on that.

The owners did not feel like they needed to, because either you could not trust the reports or they did not emphasize it, so we will not emphasize it. As they have gotten better, now we are starting to think, okay, I need to look at my business reports, but now we really do not know what to do. What I am trying to say is that the industry has not necessarily guided an owner in any particular way. Not that the industry owes us that education, but the industry has also minimized the importance of those reports in the past. There are some EMRs out there that people are using.

We had a client, I remember, maybe 6 or 8 months ago, they were in an EMR system, in our coaching program, we require you to fill out your KPI dashboard. They are like, “We do not know how to get these KPIs from our EMR.” They are like, “We cannot find these things.” Their EMR just did not have it. It was an EMR that I had not heard of.

We are like, “You need to change your EMRs if you are going to run your business well.” They said that was life-changing when they went to an EMR that now has the manager reports and the KPIs that they need to track. They are like, “This is how we run our business. This is what KPIs look like.” It is super valuable information, but unless you have an EMR that you can trust the metrics, then you are really behind the A-Ball.

This brings me to the ROI in committing to finding clarity around your metrics, as it forces you to actually confront the problems that are actually holding you back. In this case, it was the EMR. If you had never made the decision that, “I am going to commit to building a business that actually has data that I can trust and rely on, and I am going to block time and commit to that. I am going to put my energy behind that.” If you do not take that step, you will live with that EMR for the next decade. You did, and it forces you to solve the real problems, because the real problem is not reimbursement rates. Those are problems.

Other external things that are circumstances that are outside and are causing you to struggle. The real problem is that you are not really focused on solving the right problem, because you do not know. Which brings us to the next really important point, which is that once you start having your data, it actually helps you make actual quality decisions. I was talking to a practice owner yesterday.

She was typical, “Adam, we have got 7% to 8% profit margins. We have declining reimbursements, we are struggling, we are having a hard time paying our team.” She had the data, the data was up, the data was clear, but based on her current compensation level, she could not afford it. Based on her current reimbursement levels, she could not afford to compensate her team the way that she was compensating them.

That makes that lends to make some hard decisions. People might not want to confront if they know that they do not have a right.

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

It is you on the other end of this call.

I have got some AR money out there, but it is not going to make a big difference for you. This is the big needle mover for you. We confronted that, and in here came the buts. But our models like this, but one of the things that separates us is the way that we do this. That is an interesting point.

Can I dive into that a little bit?

Yeah.

That is 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 is how we expect our patients to be treated under the XYZ clinic. The other purpose is that this model is not making us money.

We are going under.

I cannot live a life of happiness and freedom because I am awake every night trying to figure out payroll. A profitable company buts up against the purpose and the way we do things in our organization. You are at a flexion point there, and something needs to give. It is really cool that you used to have that experience because she came to the realization that there is one metric in particular that is ruining her company. If, without looking at her numbers, I would propose it is probably her compensation ratio.

Which is 90% of the problem in the industry, by the way.

Managing The Employee Compensation Ratio Metric 

This is true. I was going to say, if we did not get through this without me listing some of the metrics that are like high-level, make the most impact in your business, that would be remiss of us. The one that I am thinking of right here, and it comes off the top of my head for almost everybody, is the 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.

If it is over 60%, then you are going to have a really hard time making a significant profit, and you have very little wiggle room if anything goes south. Even the small blips once a month really ruin things for the rest of the year. That 60% ratio has to be met. If you are bumping up against 60 on a regular basis, you might be doing okay, but it is going to be really hard. You just have to push it below 60, and you said there, you mentioned all the ways that there are only two ways that you can fix it, it is either somehow decrease the amount of, or there are a few ways you can fix it, but it is to decrease the pay of your employees or make those people more productive.

Maybe some of those people are running it at 80%, 85%, 90% utilization/efficiency rates. At that point, then, you are just seeing a lot of unprofitable contract payers, and you are coming through your clinic. That is when you have to renegotiate or drop some players. If you have not already assessed your billing practices, make sure you are maximizing your billing practices for every payer. That can be really tough. I had an audit that said the same thing. I did this audit a couple of months ago on someone, and I want to say their compensation ratio is in the ‘70s, maybe 70%, 74%, and I am like, “That right there is why you are making 2% margins or 5% margins.”

There is nothing else to work on now. That is your sole purpose in life is to change that metric. If you do not 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 is one metric when you are talking about ROI on the time spent in your business, that is where it pays off right there.

I got a market there. I have to get more new patients. No, I got to get a new EMR. It is the EMR. I got to get a new EMR. Let me avoid the hard freaking frog that I got above.

Let me tell you one way in which it paid off. I did an episode with Who's Our Man from Arkansas, who came and spoke at the conference last October. He has like twenty clinics.

You are talking about Lance Gross.

I did an episode with him, and he was coming up against this. He was seeing some of this in his metrics, and he 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 about 40 hours, maybe 40 plus hours, building out a curriculum for his team to follow on how to best build best billing practices to maximize the value of the services they provide and the subsequent documentation that goes with it.

In 40 hours, he has got a big corporation, he has got like 17, or 20 clinics, probably adding more at this point. That turned into an additional $1.4 million in revenue in the next year. It is incredible. After he put 40 hours into it, he dispersed it to his teams, and 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 build optimally and ethically, and turned into a $1.4 million increase in revenue.

All expenses staying the same. Meaning all of that down to the bottom line profit. Just by spending that much time. That is what you are talking about when you are talking about the ROI on the time that you spend in your metrics is things like that, real impacts on your business that float to the top line and ideally show up on the bottom line just as well. Change that 7% or 8% profit margin to 15%, 18%, 20% profit margins.

The hard part about it is that nobody is going to come and do that for you. It is not going to happen.

I was in that boat.

I am too. I have to remind myself.

If I could get that office manager, that perfect office manager to come and take away the metrics and tell me what is going on, that would be a dream. Do you know how many times I have seen clinic owners get screwed over by that office manager who takes over the metrics and tries to run the business, which, more often than not, they are losing? I have made the same tens of thousands of dollars, maybe hundreds of thousands of dollars, by trusting other people with my metrics.

We sit around, and we think maybe Medicare will eventually give us a raise.

Go get them, Scott Gardner. Go UPTA. Go talk to some people on the hill.

At the end of the day, in order to be a good entrepreneur, you have to be good at solving problems, is it right? You will get paid to the degree in which problems, the level of problems that you solve. There is only one person in the universe who can solve your problems in your business, and it is you. It is not your life. It is not your husband. It is not your team. It is not anyone. It is you.

One of the things that really resonates with me when I hear you talk about your story is about, do you remember you had that turning point where you were like, I am in control of my own life, like 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 have been dying on lately, like, you got to pop the hood and find out what's squeaking. Period. If you need to go hire a mechanic or hire a business coach, or find even better, then get you there faster.

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

Correct. You've got to pop the hood, and you've got to become a student of the thing, and 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 and stuff, and priorities that do not help you solve the problem. A bunch of patient care and admin work and 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 and grow and ultimately be able to solve the problem. I want to really quickly bring it back to this practice owner because you mentioned the purpose is butting.

The conflicting purposes. I want to make money, but this is how we treat patients, and it is not profitable.

Which is the next, which is the next bear, which is the next bad guy? In the beginning, the first bad guy was deciding, “I am going to focus. I am going to stop treating patients so much, and I am 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. Switch to my EMR. Get my metrics. “I got to switch my EMR, Nathan. That is going to be the big thing. It is going to cost money.” I know. Welcome to business. Let us freaking go.

“Make the decision. Let us move.”

You make the trade. You get the EMR. You realize, “I am building a model that does not work profitably.” Now I have to make another trade. I have to decide where I can wiggle. What do I need to let go of and at 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 do not know if that, I do not know if there is anything to add.

If I am thinking about this person that you are working with, I do not know how you coached her or whatnot, but I am thinking it eventually has to come down to, she says, "But, but.” Maybe there is a way in which your current practice treatment model can make money. That is 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 just spitball.

She can go all cash pay. She can drop every single payer except for some of our clients who have, like Blue Cross and Medicare, because those are the highest payers. That is all they see, and they are overrun by patients, but you have to make some hard decisions at that point, and the underlying question is, what do we have to do to keep our treatment model in order to run a profitable business?

If you are not willing to face that, then you have to look the other way and say, “How do I run a profitable business in order to do so without making all those hard decisions? How do we train? How do we change our treatment model?” Something has got to give, and they need to confront that and then make the decision to move forward. If they do that sooner rather than later, life will be significantly better this time next year if you are confronted, but if they do not confront it, they are just 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.

I know that it is really important. I also want to share a few KPIs that people should just make sure they are tracking. They go away with some understanding of concrete examples.

One really helpful thing that has been a good filter for me, for those who are still watching this. You will find limitations through the metrics. Usually, through the metrics, it is going to reveal the problem more than it is going to reveal all the answers. Does that make sense? It is uncomfortable to look at the metrics because you are actually going to be confronted with a problem. Problems bring emotion, problems bring fear, yeah, buts, this and that. It brings the feeling of overwhelm that usually causes us to stall and hesitate or avoid.

A lot of times, we mistakenly, and guilty as charged here. We will try to find what is 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 is like, “Let me be comfortable, and then I will try to finagle the numbers and make it work financially.” I have never seen that strategy work. You can try it, but I do not want to be a business partner.

Love you, but do not be a business partner. It takes a little bit, it is a business principle, and it takes a little bit of courage to say, “I am going to build this objectively first. I am going to build the math problem first, and then I am going to find ways to make it comfortable. Does that make sense? If you can just practice that when you're building your metrics, I think that you'll find, like Nathan mentioned, a way to align your conflicting purposes, and you'll be able to solve the problems that matter. That is all I wanted to leave with.

I was the metrics, I am just trying to think, and you should share as well, because I know you have been diving into your metrics a lot more this year. What are some of the real needle movers? One that does not 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. When I say regular, if you are not tracking that on a daily basis, what was collected versus what should have been collected from the people that came that day, every co-pay, estimated co-insurance, estimated deductible paid at the time of service, it is an easy way to make more money.

I do not 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 co-insurance, co-pay, or deductible. That right there, if you are not tracking it, will probably increase your revenues at least 5% to 10%, I am pretty confident within 30 days. Just maintain that on a regular basis. Have that accountability in place, have that mindset that everyone pays at the time of service, and the easiest way to do that is having 100% of your patients have a credit card on file. I am assuming that made a big difference when you did that last year in 2012.

Key Performance Indicators For Provider And Front Desk Utilization 

I would say there are really two primary metrics you want to have. We all look at this through a similar lens, and we do it differently, but really, 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, and I need to create a utilization metric that is an alignment with that pro forma, or that profit margin, and I need to hold that line, which is really where a lot of that employee expense ratio is managed, is at the schedule utilization, assuming all your financial points are dialed in.

That was the other metric 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 do not know, is simply how many visits were actually attended out of how many were available. If there are 100 appointments on the schedule and 85 of those get filled, you are at an 85% utilization rate. It is much simpler. What we find is that if you really want to move that metric without doing anything, and the metric that I am talking about is the employee compensation metric, that 60% expectation. If you really want to move that below 60%, you just get your people more productive.

See more patients.

They have got to see more patients in the time allotted, and if they already are, then that is a different conversation. All the collections, utilization rate, and employee compensation ratios, those are huge. I firmly believe that skilled units per visit is a huge one as well. I have got someone, a friend who is relatively productive, but they have got a provider that is billing like two points, something units per visit, and I am like, and I told her honestly, you will never make a profit with someone like that on your team.

She was not. She was negative for a few months at a time, and like they either need to be trained up or trained out quickly, like you cannot wait another month to have that conversation with them. You could if you want to, just lose money for another month. I seriously told her, “How much longer do you want to lose money?” She is 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.” The last one, I would say we did a whole episode on it, and that is break-even points. We did a whole podcast on it, and I will even leave it in the comments section of that episode about the importance of break-even numbers. People need to know their break-even point in terms of dollar revenues and visits that are needed to hit that break-even mark.

I feel like we nailed it.

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

I will drop in the comments for those who are tuning in. There are really two tools that I recommend using. The fundamental tools to help you actually, to actually track these things. One is a KPI dashboard. It is a simple spreadsheet, does not 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, something that will help you anticipate and predict revenue generation and expense lines.

You should ideally be able to say, “If I can collect this over the counter rate with this arrival rate and schedule, this maybe 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. I am going to drop a link in the comments. We have a free KPI dashboard and pro forma tool that comes with video training. I can just plug your numbers in. It is yours. Make sure you ask questions in the group if you have any questions.

For sure. That is awesome stuff. You talked about the conference. The conference is exciting. We are going to be talking about a lot of this stuff at the conference, how to run a profitable, exciting business, and the high-performance practice. Balancing purpose, profit, and freedom. I am going to leave the join the wait list link in the comments as well. That is where you can raise my hand when registration starts, when the hotel booking becomes available. Please let me know. I will leave that for you in the comments as well. 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, reach out, step out, and was it network? Just to see Nathan be able to do this and put this together for everyone, you can rest assured that it is going to be really good. It is going to be really valuable.

Nathan has got a lot of energy behind it. I have seen the proposed agenda, and we are going to have breakout sessions. There is going to be stuff for leadership teams, for management, for operations, for marketing. There is going to be a pediatric breakout. It is going to be super cool. I want to leave you guys with that. The other thing is that last year's conference was incredible.

There was.

If you do not believe me, ask anybody who has attended. It was awesome. It was super cool. The room was electric. The sponsors were incredible. They poured it 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 is all the fluffy stuff. The real thing is, for me personally, I walked away with one or two key decisions that I implemented in my practice that have transformed my leadership and my ability to build my business.

A few key speakers who were far ahead of me were solving the next big problem that I did not quite see. Listen, I am not the world's greatest practice owner. I am good at it. I do know that if I got value, I literally got value from it. I know you will. Get to the freaking conference if you feel like you just want to try to rally behind a bunch of people who are going to help you solve these hard problems.

The networking is huge. That is one of the most important things about it. 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?

Leveraging Leadership Team Training At Annual Industry Conferences 

They loved it. It was incredible. Imagine the level of commitment that they show the company now when you're able to invest.

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

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

The cool thing is, they got so much out of it from the last conference, and we did not have anything specific for leadership teams. We do this conference. It is in San Antonio. I have got breakouts specifically meant for them. Now, whether they go to them or not, it is up to them. It is probably meant for your leadership teams to learn how to hold people accountable. How to have clarity conversations with their team members. How to drive production as a team lead, as a clinic lead. Those topics are what I am putting out there for that leadership track of breakouts. Stuff that they can get trained on and walk away with specific action items for their job description. Exciting stuff.

We are going to be doing these more often. If you watch to this end, you are one of us.

Welcome to the club.

We are with you. We are going to be doing these more often. We are going maybe weekly, bi-weekly. We really want these to be more action-oriented, ideally.

You still have the logcasts going, and you might hear this on the podcast.

If you are on the Facebook group, drop your comments, ask your questions, and use the KPI dashboard. Let's solve these problems. It is a live show versus just the canned one.

Anything else?

We are good.

All right, guys. I am signing off. Wishing you guys the best of luck.

Go eat the frog.

We will see you next time, guys. Bye.

Important Links

• Lance Gross - Getting Paid What You're Worth: Revenue Tips For Private Practices With Lance Gross - previous episode
• Adam Robin
• 2025 PPO Club Conference
• Private Practice Owners Club Facebook Group
• PPO Club Events
• Private Practice Owners Club on YouTube