Episode Transcript
[00:00:00] Speaker A: I remember when I told him I was 50% better. The office was packed, there's nowhere to sit. People are standing in the waiting room. And even though he's super backed up, he just stopped what he's doing, had me go to the waiting room, share that story. Everyone stood up, they clapped, they celebrated. He made a big deal about it. That didn't happen in the dentist's office.
[00:00:21] Speaker B: This is cracking me up.
Hi, everyone. Welcome to Cairo Cast where we explore what it really takes to run a modern, thriving chiropractic practice. I am Dr. Stephanie Brown.
[00:00:33] Speaker C: And I'm Danielle Javines. Today we're digging into profitability, what's working, what's not, and what you can do about it.
[00:00:40] Speaker B: So today we are joined by Dr. Noda Hashimoto. Dr. Noda is a chiropractor and co founder of Track Stat.
He works with practices across the country to identify what he calls the five profit pillars. These are not vague theories, is no fluff, real world look at how to sell with confidence, improve retention, cut unnecessary costs and get paid faster.
So why don't we start, Nona, if you want to just jump in and share with us a little bit about yourself, your chiropractic journey and we'll let you take it away.
[00:01:16] Speaker A: All right.
Yeah, thanks for having me. And then, yeah, I started off the journey maybe like a lot of other people, I started off as a patient.
I was actually going to school to be a dentist. So growing up in a household with Asian influence, you have a choice of being a doctor, lawyer, engineer.
I volunteer in the hospital in high school, didn't want to do that. I didn't like wiping people's butts and stuff like that. And then my brother was already going into engineering, didn't want to be a lawyer. And then some of family friends were dentists and then some of my mom's cousins were dentists. So I said, you know, I want to be a dentist. And it just, I just really wanted to have a business. Like Since I was 8 years old I wanted to have a business. It seems kind of odd but we grew up and I'd say upper, lower class, lower middle class somewhere in there. And like there was like just someone that I met and they had a business and they seemed like they had choices and we just didn't really have choices. So like I was going to school, actually got a pre dental scholarship out of high school, doing pre dental in college and then got in a car accident, got in a head on accident, actually got two disc bulges and Then I did PT for about six months, took medications. I was very allopathic back then. And doctors said that, well, you need to go see an orthopedic surgeon. When I wasn't improving, that's when I kind of freaked out a little bit.
I didn't know what was going to happen. Knowing what I know now, I know nothing was going to happen. But, like, when they say you're going to send to a surgeon, you start to panic. So then my mom panicked and then we called a family friend and he was seeing this specialist. We didn't know what he was. And then talked to him and then he actually made an appointment. And I was so naive because I had like neck pain and back pain. I couldn't understand why he'd send me to a chiropractor because I thought they only worked on low backs. That's how much I knew about chiropractic. And then, yeah, within two, three visits, probably by the end of the first week, I was 50% better. Within two months, my acne cleared up. That I was seeing a dermatologist for five years. And all the chiropractor did is like, hey, you know those Coca Colas and those Doritos and those Wendy Jr. Bacon cheeseburgers probably aren't good for your skin.
[00:03:45] Speaker B: So a lot of those, I'm not gonna lie.
[00:03:47] Speaker A: Yeah. Like, he just asked me about it and then I was like, well, my dermatologist said it had nothing to do with my diet. And then he's like, well, are you self conscious talking to girls? It's like, touche. And he was like, gave me a diet which was Paleo way back when, before Paleo was Paleo. And then that cleared up and then I was set. Then I asked if I could shadow him after, I think I was like working in the summer at that time. So I shadowed him. And it was just a totally different experience of volunteering in my dentist's office. Like, the dentist bitched about insurance, he bitched about the staff, he bitched about patients, he just bitched about everything. And if I would have shadowed maybe a different dentist, I feel different. But he just complained. He's like, don't go into dentistry. This is the worst profession. And he just like, this is cracking. And then I go into the chiropractor's office. It's like packed. He's like high fiving patients, seeing babies, seeing grandparents, seeing everyone. People are crying, people are bringing in home baked goods.
That didn't happen in the dentist's office. People were bringing in Things that they made.
I remember when I told them I was 50% better. The office was packed. There's nowhere to sit. People are standing in the waiting room. And even though he's super backed up, it's like, I told them that it's like I've been doing physical therapy for six months, and now I'm like, I feel like 50% better. It's like, it was. I just. I was blown away by the. Just two adjustments I had before. This is the third visit I'm telling him this. And then he just stopped what he's doing, had me go to the waiting room, share that story. Everyone stood up, they clapped, they celebrated. He made a big deal about it. And it just. It was. He was just very passionate about what he was doing. And then I told my parents I wanted to be a chiropractor. They tried to convince me not to do it. My best friend's parents tried to convince me not to do it. And it was like, just the path, the right path. And it just. I think a lot of people that get into this, especially that Excel, like, I'd say a lot of my friends, they start out as patients, and I know a lot of people where people tried to talk them out of it, right? It's like, hey, you should go do this other thing. And it just. I didn't want to. And then met my wife in school, started a practice, grew that fairly quickly. Like, we. I worked for a mentor for a year, paid off both of our student loans within two years of practicing on our own.
And then, yeah, we did a million, did a multiple million, did a few million. And we kind of had quite a. Quite a bit of different things in practice. So, like, we did the insurance, then we did the cash only then we added in, like, supplements and services, and then we added in, like, PT PI, and added in medical, stripped out services. And I pretty much started out as a shiny object chaser and then realized that I had too many shiny objects. And then I started simplifying and focusing profitability because, yeah, the. At one point, like, we were making quite a bit of revenue, but our overhead was out of control.
And then, you know, it was just like, you know what? We have to add more profit. When it was like, me and my wife in practice, we were really profitable. And then obviously, you have kids and you hire people to fill in, and we were still profitable, but that profit was, like, eking away. So then we just started implementing these five profit pillars in practice and maximizing the profitability. So that's A good story on how I got here. And then.
[00:07:28] Speaker B: Yeah, how did you get from practice to what you're doing now?
[00:07:33] Speaker A: This is a total tangent from the presentation, but so, like, one of the things that we did is we did these educational seminars. So I was like, I got pretty early on on Google AdWords, but really early on, like, day one on Facebook ads, and we just blew up with that. And then I had a couple friends helping me with that, and we're doing these seminars and just killing it. And then we. I had people, as in masterminds, they say, hey, can you do this for us? I was like, no, no, no. And eventually I was like, all right, well, screw it. We're going to say yes. So we spun up a marketing business. We took it to a million in the first year, took it to just over two in two years, and then we were having a good third year. And then Covid happened, and it turns out putting old people in a restaurant a couple hundred times a month was not a good business model in the middle of COVID And then we ended up hiring an engineer for that business because, like, Zapier is what we're using to connect things and make was. I was Integromat, but they weren't really designed for all that throughput of data. It was, like, constantly breaking. So then that's when we ended up hiring an engineer. I tried hiring an engineer before, but I didn't know anything. And then I actually had one of my friends help me hire him. And basically his advice was he. He. He'd helped me hire him. He said, I could help you build some of this stuff, but it's gonna break, and I'm not gonna be available to help you for maybe a month or two months or three months. So I'll help you hire someone and make sure that they had the technical prowess. And he just said, and Hiram.
And pay him salary, because if you pay him by the project, they're going to leave and go do something else. So that was his advice to me, and that was our CTO now, David. So he's been with us since then. And so when we're doing this marketing business in between, we had this software not to sell just for our own practice, because we just. We were. One of the things that we do is we just track our patients. We want to know if someone came in and a new one. Like, did they show? Did they start? Where did they come from? If they dropped out, did they drop off on their own, or do we discharge them? And then everyone that Started a treatment plan. We had finish a treatment plan. And then we did a vip, like an auto debit membership. It was decent. It was not like a big part of our revenue, but it was still like 20 grand on the first of the month, which, you know, was kind of nice. And there were easy visits. And then so, like, we had all this stuff and nothing talked to each other. We had like a software called infusionsoft at the time. We had like seven Google sheets.
We had a texting platform, we had another stats platform. Nothing talked to each other. Well, we had a texting thing on top of that. And yeah. So, like, David and me, we just like, worked and built a couple of things and then know I go to like, a mastermind meeting and people like, oh, man, it was like, that's awesome. Can you hook me up? And then, like, I figured we're onto something. When I have like, someone, like, it's like I was a drug dealer, right? Like, I get like a friend of a friend call me up, and he's like, hey, my friend Corey said, you got this thing. You can hook me up? He's like, I can hook you up. It's like, go on their computer, install this software. And they're like, I had a couple dozen practices using a software that would even have a name. We call it the Tracker thingy.
And then, because it track. It was a tracker thingy of stats and patience and productivity. And, you know, like, I wanted to turn into business, but I had no time. Like, we had a practice with, like, we had just under 50 people working for us. Like, we had a call center in the Philippines. We had a marketing company. And then we had a practice that was doing 36384 on a good year. So it was.
I had just no plates to, like, grab. And then, yeah, then when Covid happened, that happened. But like, the year kind of like before that, like, my dad got sick. And then it turns out, like, at the end of everything, like, it's not about like a watch, a car, a house or anything. It was like, meaning purpose. What am I here for?
And my dad was the most certain person on the planet. Like, I'm holding up a red water bottle. Like, he hated Google. And then it's like. Like, I show him. I was like, no, no, that's red. He's like, no, it's purple, right? Like, he just. He was the most certain person on the planet. And to watch him, like, I remember it was like September 2019, and we talked for like two hours. When it was A layover at the airport. And he was just questioning his very existence and purpose. And I just remember coming home from that trip, and I told my wife, like, I don't care what we have to do. Like, this thing that other people tell us we should do, I want to do it. And we started talking about what that would look like. I just said, like, I don't want to wait till I'm 76 and dying of cancer to figure out this is what I want to do. Like, I want to. I think this is the best profession on the planet. You get to help people get better without drugs and surgery. And there's so many good chiropractors out there that are awesome clinicians, but just not that great at business.
And that's not a dig at them. It's just, you know, a lot of people get in there because they want to help people, and no one.
[00:13:11] Speaker B: Well, maybe there are some that do, but I don't think most people that decide to be a chiropractor are thinking, you know, I. I want to do this because I'm an amazing business person and I'm going to be really good at the back office stuff.
[00:13:24] Speaker A: Yeah.
Yeah. So, like, we wanted to kind of, like, build something that they do it. And then, you know, we talked about it. And I'll admit, like, at the beginning of COVID like, I freaked the f out, like, for like, three days. And then because I watch, like, one revenue go down, expenses are still up, and at the time, like, I'm very vitalistic, but, like, there was still that gnawing, a little bit of doubt. It's like, maybe it will kill me if I get it right. So it's like. And then I didn't know if my malpractice was going to cover us if someone came in and we're operating. So it's like. And then, you know, like, after about a week, like, five days, I told myself to quit being a little bitch and kind of move on. Like, I've been talking and praying, like, when are we going to get the time? How are we going to do this? And, you know, whether you believe in universe, God, whatever, you just, like, drop right in our laps and just.
[00:14:17] Speaker B: Time.
[00:14:18] Speaker A: Here it is. Here it is. And you've been talking and praying about it. So, like, you know, quit.
[00:14:24] Speaker C: Shout out to your dentist.
[00:14:25] Speaker A: Do it. Yeah.
And then. I know that was a longer thing, but that's just kind of how we got here, so.
[00:14:33] Speaker B: No, I loved it. That's exactly what I wanted to know.
[00:14:36] Speaker C: Yeah. And I think It's a good segue. I mean, you talked a lot about the pillars that we're going to go into, but I think you laid a really good foundation because you didn't start off making millions of dollars on day one. It was trial and error and going through these pillars.
So I think if you're looking for practical ways to boost revenue and reduce overhead, you're going to want to hear Dr. Noda. So let's get started and dive into your five pillars.
[00:15:05] Speaker A: Yeah, well, it's pretty easy. I'll just go over them and I'll explain them. But like, sell for more, sell more often.
Reduce your operating costs, reduce your accounts receivable and finish your projects. So and then a lot of times, like if you sold your business to someone else and like, let's just say you sold to a big product private equity group, one of the first things they're going to do is raise the fees, right? And like that is like one of the fastest ways to get there. And if you look at a lot of people's cash prices, it's a price that they've had for 20 or 30 years sometimes, right? And the cost of everything's gone up. So I'd say figuring out how to raise your fees is going to be a big thing.
And I just feel like not every state, but most states, like insurance is like, it's like a sinking ship. So like supplementing those with like some cash services and you know, like I like metrics obviously, like we started something that does that and I think what's measured grows. And if you just started measuring how much you collect per visit over time, you're going to eventually get there, but you want to get there faster. Like there's a lot of different things you could do and you know, like one of the things would be is like working on that whole sales choreography of like getting people to say yes ethically and you could do that ethically. And there's, if you don't have a coach that helps you with that, there's a lot of companies out there that do that. I think, you know, like Close for Kairos is a popular one. Blueprint's a popular one. The business Academy is a popular one.
They all follow a similar framework. Like I'll teach like align. Some people teach closer. And then align is like the closer framework. But it's like the first part with a, is like just attract with authority. And then I've obviously a big fan of marketing and I think like, if you get like a very templated website that you had no input in creating. And you're running very generic ads, and you're complaining about the fish that keep jumping onto your hook and getting into your boat. You got to change your bait, change where you fish. You got to change something about it, and you can't really continue complaining about it.
[00:17:41] Speaker B: One thing I did about, like, fees, I just looked at, like, how much money I made in a time frame divided by patient visits, and, you know, how many dollars per visit that. But then I took that number of patient visits, and I multiplied it by, like, this number or that number, like, just different iterations.
And, like, that is, like, the smallest exercise, I think, that you can do to say, oh, like, I'm really leaving a lot on the table here. Because then you suddenly see, like, a small raise to your fee equates, like, X number of more dollars across maybe that year or that time frame or whatever. So I think that some people are hesitant to raise fees because, I mean, everyone wants to make more money. But. But if you can show yourself, like, what that might result in, I think that that's a good place to start. And also, I will freely admit to this. Like, I have literally had patients in the past told me that I needed to be charging more. If your patients are literally telling you to raise your fees, then you're way late.
Should have done it already. And, you know, you really shouldn't hesitate because they already are valuing your service. I think that's a big deal. Like, they have to value it. But as long as you're providing that value, like, you. You can raise your fees. Like, there's no problem here.
[00:18:59] Speaker A: Like, oh, yeah, question.
[00:19:01] Speaker C: Because I'm not a chiropractor, But I was like, if I'm a chiropractor and I'm coming out of school, I'm opening up my first practice.
How do I assign value to what I've not done yet? Like, is there a strategy to coming right out the gate and setting the bar really high? Or do you start off smaller and give yourself room to have those incremental price increases over time?
[00:19:25] Speaker A: I'll tell you what. I work for one of my mentors, and I didn't have value on it because, like, when you're coming out of school, you have this poverty mindset. And he just did a little exercise for me. Like, you know, he just, like, okay, went over how much I paid for school, how much time I gave up, and then he's like, okay, let's just say you are making $40,000 a year, and you didn't have to go to school, you had a small raise. He went over, like, how much extra revenue and like, that gap, he's like, quit trying to give this away for like 25 or 30 bucks a visit, right? Like, you, you're worth more than that. And like, he just had me quit discounting, quit doing this, quit doing that. I know it was salary, but like, I just, that was an exercise that he did with me. And it took a little bit, but like, eventually, within like three, four, five months, I started getting that conviction and then just saying, I'm worth it.
[00:20:25] Speaker B: Yeah. And on that note, too, when you're a new practice, I think it's easy when maybe you're depending on how you marketed and how you've launched. If you're open and you got some free time in between patients, once in a while, if you're with a patient and you're, you know, you know you don't have anyone right after that, I think people, it's easy to fall into a habit where you spend more time with that person.
But then what's going to happen when you do get busy and you're not spending as much time with that person or those people, they're going to notice that change and they're going to say, like, oh, well, you spend 30 minutes with me and now it's only 15. So, I mean, in that circumstance, if you're just opening a practice or getting going on your own, I feel like you need to practice on day one as best you can, the same way that you would practice if you were really busy. Because not only you, you want to exude and, and project that, you know, confidence like we're talking about and that busyness, if we can call it that. But when things change and you are busy, patients are going to pick up on that and that's when they leave. I mean, I've had people tell me that too. Like, my other chiropractor used to do this and now they don't anymore.
You know, back when I started, that was tied somewhat to.
There were docs in our area, did a lot of modalities because they could charge more to insurance for them. Well, insurance pulled the reimbursement for it so suddenly. Now no one's getting stem, no one's getting heat, like, no one's getting ultrasound. And they perceive that change in value because they're not getting that extra service anymore. But they pulled it because the docs, they're not getting paid for it anymore. And so, and then they complained about it to me. So, yeah, I mean, I would just say, like, practice the way you're gonna practice if you were super busy. And just be careful with time and how you're presenting.
Because if patients perceive a huge change down the line, that might be when they start to actually change their own mind about coming to see you.
[00:22:13] Speaker A: Yeah, and you also have more energy too. Like, you know, like, I cluster book. Like, I remember when we had one, when I had one patient, I opened up the doors, I rented a room, I had one patient and then I got the other. I got the spouse in there and I scheduled them at the same time. Then I ended up getting another patient, but they couldn't come in the morning. So then I saw them in the afternoon. I remember, like, I had like.
Like, I think five total patients or something crazy like that back at the time. People like, doc, you're busy. But I just booked them all at the same time. I had like three people come at the exact same time, and I had two people come at the same time. And then I worked on, like, my business in between. Like, I built my first website on. I bought a book, HTML for Dummies, and I did it. Like, it. There's things that are out now that are way easier to build your own site and stuff like that, but I did it like the hard way, coding it on HTML and stuff like that. And it's. That's the stupid stuff I worked on in the middle of the day. And I just ran around and had all this energy. I even went door to door in communities that was.
But willing, willing to do anything. And then, yeah, like getting into like, I'd say one of the things I see a lot of people do is they don't.
They don't really think about their marketing. Right. Like, they'll say that, okay, well, I have an ad for like, say like a bunch of kids. Then my website's showing a bunch of like, older people. And then I'm really going after people in their mid-30s and 40s. So, like, just being kind of like congruent with your messaging all the way through. So for me, I just started with the end in mind. And originally I wanted to work on a bunch of young people, but then I realized that these baby boomers had expendable income and they take a lot more time and money to fix. So then I just went. I was going to focus on the baby boomers. So I was like 55 and older, and that's what I focused on. And I just went all in. So all of our advertising was about that. The pictures you think about, the age, the sex, even the race. And like the messaging, your marketing, internal marketing, everything was like geared around that. So you're getting kind of like a better. Kind of like you have better bait and you're getting in the right kind of fish in your boat. And then if you work on your sales process, that's it. Just really, really critical. And like, when I first started, I had a consultant. He gave me a script, and I believed in my heart of hearts that this script was magical and I was just closing everyone. And really what it was is they were just buying my conviction and my confidence because, like, I was like, just closing, fricking everyone. And then another thing that I learned later on from another consultant, like, this is kind of like when my head exploded, like I was in a coaching group and everyone's bragging about closing like 90 something percent of the people. He's like, well, your prices are too low. Then I was like, I was like, oh, right. So it's like, you know, learning about price elasticity. So if you're closing 95% of the people, then your prices are too low. And an easy way to figure out what your ideal case fee is, you take your closing percentage and you multiply that by your price and you keep working up your price until that dollar number of the two is not higher than the other one.
[00:25:37] Speaker C: Well, that's solid. Were you not keeping. Were you not retaining those? So you were closing them, but you weren't keeping them, I'm guessing?
[00:25:43] Speaker A: No, no, no, no. I was closing too many of them because so, like, my prices weren't high enough. So he just says, raise your fees. And so pretty much so, like, if my closing rate got to 80%, then I'd raise my fees again.
And then I tried to keep it from 2/3 to like 4 out of 5, like 3/4 somewhere in there. And if it was. If I was consistently hitting 85 90, then the fees go up again and then, you know, the number goes down. But, like, what you're collecting gets higher.
And you know, like, I think you're allowed to make money in business, right? I don't think it's a bad thing and you don't have to spend more time. And it's. It's just really about outcomes. And we delivered great outcomes. Like, we were the top rated person. We were probably one of two chiropractors that got referrals from the medical community in our area. I sold my practice to an orthopedic surgeon Right. Because he referred to. We referred back and forth so much. So, like, you know, like, you could have both. Right.
[00:26:49] Speaker C: So how often were you.
So how often were you running that data and doing your calculations and then changing your prices? Was this over a year? Six months? Like, how often were you boosting your pricing up?
[00:27:02] Speaker A: Not that often. Like, I got it up pretty quickly. Like, we were charging like, 150 a visit. Like, and I think for someone coming in three times a week, that's. That was a good point. And we were charging that like, 2000 by 2010ish. So, like, I felt like for us, that was like, a good point. And then if they prepaid, they get them for, like, 125. And that. That worked for us. Like, I could have charged more, but it seemed to be kind of a good mix. And then as I hired associates, I found that they weren't as good at creating that value, so I just stuck with that price for a while. But, you know, there's a lot of people out there charging like 40 bucks a visit, so I think 150 was pretty good.
[00:27:53] Speaker C: Yeah. And you, you, I know you honed in on marketing and you talked about overhead and how you can reduce overhead but, you know, not make yourself busier or stretch yourself too thin. What does that look like?
I guess I'm coming from a place of we. We want to help new docs that are starting out students, and think about it from their perspective. When you're. When you're opening your first practice, I know overhead is probably the only thing on most of their minds, aside from getting their hands on patients.
So how can you start your practice and, you know, get going with marketing and all of these things, but keep your overhead in mind?
[00:28:33] Speaker A: You know, I'd say worry about it, but don't worry about it. Like, it's not. Like, I don't think about that. And that would be the advantage of practicing with my wife. So she. I feel like when I focus on, like, those things, it gets me into a scarcity mindset. And then something my mentor always told me is you can't save yourself into a profit. A lot of people try to, like, cut, cut, cut. But I'd say if you're new in practice, like, the first. First critical skill that I think you got to work on is communication. And sales is just really communication. And, you know, you could learn these different tactics from all these different people, but at a certain point, you got to get reps. And for those of you that aren't doing spinal screenings, I'D say that is the best way to get a lot of reps talking to people.
And, like, I did screenings every week when I worked for my mentor. And then when I was in Cairo school, I was doing screenings for another mentor. Like, I go do a spinal screening on a Saturday for them for $0. But in exchange, you mentor me and stuff like that. And it just. You practice talking to people about chiropractic, and it's just. You could read about all this theoretical stuff. You could read these scripts, but at a certain point, you just got to go in there and get, like, a bunch of reps.
So, like, new in practice, I'd say you gotta do this stuff till, like, you know, like, I could show up to your house, poke you with a stick at 2 in the morning, roll you out of bed, and you could just start going.
[00:30:05] Speaker B: Everyone can have their. Their friends or significant others test them by doing that. Perfect.
[00:30:11] Speaker A: Yeah. I was practicing scripts I learned from a consultant on my honeymoon with my wife. She still teases me about it. I was, like, reading this at the beach and, like, recording myself. I'd record all my consults. Like, I remember I hired my first coach, and then he gave me all this things, like, do a map, record these consults, record these ROFs. And I sent it to him in, like, 24 hours. And he called me up. He's like, what's wrong with you? I was like, what do you mean? He's like, I asked for this stuff and he sent it. It's like, yeah. I was like, I'm not paying you to be my friend. It's like, I've been working on getting this stuff for a year from some of my clients.
So it's just. You just gotta do it. You gotta fail fast. And, like, the worst thing that happens is usually nowhere close to what you think it's gonna be.
So. But I'd say raise your fees if you take a ton of insurance, figure out how to add in some cash services. If you don't have a decompression table, I'd say that is the easiest thinking thing to, like, offer, because, like, almost 100% of people's patients have either neck or back pain, and there's probably at least one out of five of them that do that. And we had a few of those tables, and they were just running all the time. But, like, it's something that's absolutely critical. And when you raise your fees, don't make a big deal out of it. I just raise them and, like, you know, we just Raise the fees. And Mrs. Anderson comes in. It's like, hey, Mrs. Anderson, do you get this? The email about that? Oh, I didn't. No worries.
This visit, we're still going to honor the previous rate.
Next visit is going to be X. However, if you want more visits, you could purchase up to 24 visits at this rate.
And they prepay for like 24 visits at the old rate. And boom, now you got a bunch of like cash closes right there. Or if there were maintenance people, we'd say, hey, if you want this rate, you could join our auto debit membership and then still get that rate.
So then they're coming in twice a month or once a month on auto debit. And that's just how we handled it. But a lot of people, they make this big deal. They make an announcement and no one even reads it. And people like, I'm pretty sure you guys have sent out texts and emails and they haven't read it. Even if they did, they forgot about it. So yeah, making a big deal about it is the worst thing you could do.
[00:32:30] Speaker B: Yeah.
What about to like future scheduling and retention from that standpoint, do you find patients like to schedule out? Don't want to schedule out.
[00:32:43] Speaker A: I think our job is to kind of be the shepherd or like the Sherpa on the journey. Right. The patient's the hero.
And if Covid taught us anything is that people are a lot more compliant than you think.
[00:32:59] Speaker C: Think.
[00:33:00] Speaker A: It's just people like to follow and we just block schedule people. It's one thing I learned from the consultant at the beginning. I didn't think it was a big deal. We have like a couple thousand chiropractors in our system now. And there is a night and day difference from people that block schedule. I don't care if you schedule out five or six visits at a time or 30.
So for practices that schedule, here's an interesting fact. So like I looked at last year, I looked at like 750 chiropractors or something like that. And if you schedule by the visit, the average rate where they'll lose half of their patients was between visits, 3, 4, 5 to maximum, 6.
And then for people that block schedule their visits, it was double that minimum. But most of them were triple, quadruple, quintuple, tuple. Like they're hitting that number at 12, 15, 20.
So like it just absolutely crazy. So like we just.
And then when you measure out like how many visits are scheduled out on the next 30 days, it's really the provider's job. To do that, it's not the front desk. The front desk job is to kind of execute on the scheduling, but the provider has to make a big deal about it. But like, we did three metrics. Like the weekly visit, we had a team bonus. Everyone was bonused on that. And then future schedule, that would be a provider bonus. How many visits they have scheduled out over the next 30 days. And then we look at future scheduling rate, right? We look at last week, say we had 100 visits, and then 80 of them scheduled a next visit. That would be an 80% future scheduling rate.
And 75 or higher is the number that you want to be. And then with stats, like, I see people, they obsess about certain numbers, and at the end of the day, they're really about trends. And like, I have clients there. It's like, I got 98. It's like, well, your fees are too low, right? Or they're doing referrals or you're not getting enough new patients. So I think 75, 80 is a good number for people that are 90, 95, 96, which we have clients that do that, and there's nothing wrong with that. But like, they're not advertising. They do a lot of insurance, and that's kind of like their model and that's what they want to do. But I think 75, 80% is a realistic number for anyone to kind of hit. Obviously, if you're not advertising, the it's easier to be higher. And then if you're doing cash versus insurance, right, Because a lot of people drop out. But like, I again, like, I like what's measured, grows. And then essentially you just have. You want to get all your interested people in. You go and get those people that are in started on care and finishing a plan, and then you want the ones that finish a plan to go into some kind of maintenance. And that's all we focused on. And that was like the beginning of track stat was like just Excel sheets. We had a new patient tracker. We put every single new patient on there. And then we had every single person on a treatment plan on this Excel sheet. And our numbers went way up. I got taught this by consultant and it just, it was an absolute game changer. It's so stupid simple. And we just put every single person that was on treatment plan and like, made sure that they're coming in at least like once a week or like, and then made sure that they finished. And then like, our numbers went way up. Because what would happen is our numbers would go up. We get a Ton of new patients, someone's sick, someone goes on vacation, there's turnover, and then the system gets stressed and then we go down a little bit.
Then I start like, you know, like getting on all these people to do their activities. Then the numbers go up and then once we started doing that, we're just much more stable.
[00:36:47] Speaker C: And I imagine you've automated a lot of those processes nowadays, which I think these days you have to have some degree of automation to make, you know, care plan adherence or retention efforts and marketing work for you.
Otherwise it's no different than you managing all of those spreadsheets manually and hoping that nothing falls through the cracks.
[00:37:11] Speaker A: AI automation software, that's great. It's like a combination of that with humans is what you need because the doctor still just needs to say that. It's like, hey, Danielle, based on what you have, this is what we need to do. And it's important to be consistent. You can't go to the gym sporadically once every two or three weeks and expect to get in shape. If you're learning a new golf swing, you can't work on it sporadically and expect to get better. Same goes here with chiropractic. It's a therapy. We're retraining your body so it's like, to make sure you get the times that you want is like, we're going to make sure we schedule out all of your visits. And if things change, you could always reschedule it. And so you make a big deal that you tell the patient it's really about getting the best outcomes. And it's true. It's not like we're making that up. And then the front desk, they just have that presumptive close. It's like, hey, let's get you scheduled for all those preferred times. Now you have people that work in hospitals and pilots and people that only get their shifts every two weeks. And those are harder. We still work at those, but like pretty much everyone, we're like at least scheduling them out for a month. I have some clients that schedule out for a year. Like, great for us, we just, for us, we just focused on like getting the next four weeks out.
[00:38:28] Speaker C: I'm like a great example of the type of patient where. So two weeks ago I was at my chiropractor and I was kind of just chit chatting with the front desk before I'm leaving. And we did not schedule my next appointment. So last week went by, it was Friday and I was like, and have my appointment this week. And then I was like, I Wonder why. And it's because we didn't schedule anything out. It's like a. As I'm leaving, if you catch me on the way out, great. If not, the way my brain works is it's out of sight, out of mind. And two weeks, three weeks go by and I'm like, yeah, I've been in there in a minute.
[00:39:06] Speaker A: It's. Yeah, people do that. Like, I did it with my dentist. I remember years ago, like, they called me nine months later. I normally get my teeth cleaned every four months. And they say, hey, Dr. Hashimoto, we need to schedule for that appointment. Like, I was just there. He's like, you're here nine months ago. It's like, Like, I knew that I want to keep my teeth, right? I knew that it was important. Like, what? I have some good friends that are dentists. I remember asking them, I was like, what should I do? Is like, just get your teeth clean three times a year instead of two times a year. And that's a simple thing you could do on top of like. And I just knew and I forgot. And people. I remember, I read this study. I can't remember what it was. I think it was like Tel Aviv or something like that with a university. And essentially, I think the premise of the study is people would get shocked, right? It was different than that Milgrid study.
But, like, they get shocked and they were more likely to finish it because they were told they were finish it, but they were also told that they could stop anytime they want. It was a playoff of that Milgram one with like, the someone in charge. I can't remember what it was. And like, people.
People will finish what they started even if they know that it's not good for them. Now, I'm not saying chiropractic is bad for them, but, like, that's. It just makes a huge fricking difference. And like, for those of you that are not scheduling out at least two weeks at a time, like, I highly, highly, highly encourage it. Like, it just.
I didn't totally believe it before. I was just taught that.
And that was the only thing I knew. Like, the people that mentored me, that's what they did. And.
But, like, being on this end of it, seeing all the data from all these practices and it's just night and day. It's unbelievable.
[00:40:53] Speaker C: Well, not only scheduling out, but reminders, making sure that the patient is. I mean, we're in a technological world. I'm not writing it on my calendar, on my dryer calendar, in the kitchen. If it's not getting texted to me 24 hours prior to I will probably forget about it.
So I think using those types of tools, like they go hand in hand, schedule out, but then also have some type of tool that's going to remind your patient and give them the ability to text you back and make changes if needed.
I think that makes a world of difference.
[00:41:23] Speaker A: Yeah, no, it's huge. And like the ones that have canceled and missed that don't have a feature following up with them. Doing regular recalls. Like we go through and do a regular recall. And then like most people, I read this one marketing study and I think the number one reason why people quit going to a business is because they forgot.
Right? It's not because of price or service or whatever, it's just because they forgot. So like we'd always try to do that. And some people, they don't block schedule. So we used to do a birthday recall every month. So we pull up all the people that have a pretty birthday this month. I've been out for four months to like two and a half, three years that paid over like say $500. And then we invite them in for. And I'm not a compliance but like we offered a wellness visit, but we did cash. So it was like, okay. And we did a free wellness visit. And as we're doing the exam and stuff like that, we did the free wellness visit. We find out why they quit coming in. Most of the time they forgot or insurance change or they got busy and we'd offer them our membership and we'd reactivate several people a month just from that birthday recall. We call 50 to maximum 100 people a month. And then we just go through. And the nice thing about this is you'll sweep your entire patient base over a 12 month period.
Yeah, it's just you gotta do recall activity. And then you know, during the visit, like Dr. Stephanie knows this, like try not to talk about the weather. Try to talk about things that kind of like move it forward.
Right? So we'd have like different table talk conversations about like movement. Active versus passive. I talk about celebrating progress and then always future pacing, like talking about next week we're going to work on this. Next week we're going to work on this exercise. And then some people get bored. So like we just do different adjustments for the same thing just because it was different. Because like if you go see one of your old friends, you don't say hey, what's old? And exactly the same. You say what's new? Right?
[00:43:21] Speaker C: Yeah, I never Thought of it that way.
[00:43:24] Speaker A: But like, so.
[00:43:25] Speaker B: And people. I mean, I think we've all experienced this patient will come in. I mean, I always ask like, have you seen a chiropractor before? And I try to find out maybe why they're not going there anymore if they want to share. But often I'll hear like, oh, well, they just, it just, they just kept doing the same thing. And so I wonder myself though, like, do I fall into that pattern? Am I. Do my patients feel like I'm always doing the same thing? Because to a certain extent I might be. But I love that, like there's more than one way do an adjustment in most cases or many cases and so just changing it up so they feel like it's different.
[00:43:59] Speaker A: Yeah, Like I just. Over to the flexion distraction table, right? We had one of those. We had drops. Oh, we're going to do this. Or we're going to do a supine thoracic. A prone thoracic. We're going to. And then I did Gonson. So I did a bunch of seated cervicals. But as I got more associates, I had a number of them that couldn't do them. So I got away from those. But like we did different adjustments, you know, face up cervical, face down cervical. And we just mixed it up just because. And then we'd have like just different table talk conversations. Right. Whether you're evidence based, subluxation, vitalistic, you could just write up and you could go to chatgpt for ideas. And they're just little conversations. Like on the third visit, this is after everyone signed up, they would have a laminated recipe card is like, what happens when you quit taking antibiotics? And I just walk in the stall and say, oh, hey, Dr. Stephanie, how's it going? It's like, oh, do you figure out the answer to that question? They're like, what? I was like, well, have you ever taken antibiotics? Like, well, it's like, do you know someone? And then we talk about it and we say it's like, well, if you quit taking them early, right? It could come back. Then he say, he's like, well, if it comes back, can you treat it with the same kind? And then sometimes yes, but sometimes it has to be stronger. So I say, you know, the first visit we shared kind of like all the things you came in for, what you're trying to go for. Second visit, we kind of went over the X rays and the plan and we talked about it. We scheduled all these visits and then we talked about you wanting to go golfing. Three times a week and making that trip with your kids and grandkids to Italy this summer. And we talked about what you have to do to get there. And so what do you think happens as you start feeling better and less pain and we start doing less work? Do you think we're going to get to that goal in time? It's like, well, probably not. It's like, exactly. So, you know, and I just, even though they prepaid, they schedule out their visits, I sold them again on the third visit.
And it's just doing that kind of stuff. And then when you get to retention, like it's not the last visit. Yes, we talk about it near the end of their plan, but it was all those little things and you know, like, yes, sometimes you talk about like briefly about sports and then I was like, hey, you see that injury?
I always stayed out of politics, but like, that was just me.
[00:46:13] Speaker B: No, you can't go there.
[00:46:14] Speaker A: Well, I just, my favorite thing is like, don't get me started. Doesn't.
[00:46:18] Speaker B: It's like no matter what they say, you would just say, don't get me started.
[00:46:23] Speaker A: Polar opposites. Like, don't even get me started. It's like, let's have you lay down. It's like, it's like, how's that doing with your golf swing? And stuff like that. But it's.
[00:46:31] Speaker B: That one is a great advice.
[00:46:33] Speaker C: I'm gonna start using that in my day to day with my kids.
Everyone.
[00:46:40] Speaker B: This just came to mind. I, I had been going formally to see a chiropractor and they did, they, they scheduled me out for almost a year, which, I mean, I don't care. I don't mind.
I knew ahead of time when I had to go so I could plan for it and it was fine. But I got to the end of that year and like, it's like they forgot.
I don't know. No one, There was no re exam, there was no let's schedule your next appointment. Like, I guess they didn't want me to come anymore, so, so I never went back. But like, I mean, don't, don't do that. So if you are scheduling out that far, you've got to have a system where you're staying on top of. This person is approaching the end of their visits. Like, what are you doing with them next? Like that patient has to know and you can't forget about them. I feel like if you do that, it's hard to, it's hard to come back from that. I really, I really do.
[00:47:30] Speaker C: And if their cards on file, you're probably going to keep charging them even if they're not coming in. And you're going to owe them a lot of money.
[00:47:37] Speaker A: Yeah, like we talked about it like on the third to last visit, but we talked about different things, right? You know, we just said like, hey, you're gonna get better. You got to make your visits, you got to do your home exercises, we gotta break your bad habits. And then you know, like as we're moving along, it's like, hey, are you still staring down at your phone? Yeah. I saw you in the waiting room doing that today. It's like. So it's like you're gonna continue doing dumb stuff.
[00:48:00] Speaker B: Yeah.
[00:48:01] Speaker C: You're watching that. You watch the patience.
[00:48:04] Speaker B: I watch people walk into the parking lot sometimes if I happen to be like out in the waiting room.
[00:48:09] Speaker C: New Fear unlocked.
[00:48:10] Speaker A: We had a one way glass. So like where my office was, I had a one way thing. I could see into the waiting room.
[00:48:15] Speaker B: Oh, that's terrible.
[00:48:16] Speaker A: So like I could see kind of like what they're doing as I'm doing like soap notes and stuff like that.
[00:48:22] Speaker C: And yeah, catch them in a lie.
[00:48:25] Speaker A: It's pretty cool. But like I had that and yeah, it's, you know, I just had that conversation with them. It's like you're gonna keep doing these things in your golf swing. So I was like, you know, it's like just like you do maintenance in your car, maintenance on your teeth, maintaining anything that you want to keep. You probably want to continue with these results, right? It's like, yeah, so we have, you know, maintaining things a lot easier for us as a lot cheaper. That's why we have a membership. I just go over what our membership is and then give them the sheet that explains it. They think about it next visit, you know, answer any questions. And you know, not everyone signed up on them, but it's like 104, 103 for sure. That would go on it. Some of the people, they'd say, I would rather just buy a block of visits. I don't want to go on like any kind of a recurring one. And you know, we were fine with that one too.
[00:49:14] Speaker B: But you're doing that ahead of time. You're not waiting for the last visit. You're not saying oops and contacting people after they're already gone. Like it's just part of the process.
[00:49:25] Speaker A: Yeah. And then we did a huddle, right on the huddle of the day. We could see anyone that had milestones. People are going to ask for video testimonials people that were going to ask for reviews, we'd have it like, you know, like they'd have a certain appointment type if they didn't have any future visits, you know, if they owed money. And like, it was a quick standup. We did that in five to seven minutes, right? So the huddle should be quick. And we did a standing meeting on purpose because if you sit, people take their time.
And that just helped us, allowed us to serve more people in a shorter period of time.
[00:49:58] Speaker B: Yeah, I love it.
You mentioned something earlier I wanted to bounce back to, and it was. You mentioned finishing projects.
So what do you mean by that?
[00:50:11] Speaker A: Well, it's kind of like inventory that sits on a shelf, right? Until it's sold, it doesn't benefit or serve anyone. So a lot of people will start projects and never finish them.
Like there's, There's a book, essentially they go over like, okrs, objective and key results. Like it's like they said, like Google's secret weapon.
But like, essentially you have. And then some business plan, coaches will call it rocks, right? You have your big thing that you're going to work on. And here are like the five things that need to be true for this thing to be accomplished.
And I did that in practice. And then as things come up during the week, during the month, we call those issues, right? And then like, we just write them down. We wouldn't try to solve them all immediately. And then if they're smaller issues, we'd solve them in a weekly meeting. And then if they're bigger issues, maybe it goes to a monthly. And if there are really big issues where we're really changing things, we do them quarterly.
And it's actually pretty similar in software. Software is a little bit more, a lot more agile than that. But like, yeah, like, I just have all the list of. We'll call them to dos or issues, whatever you want to call.
You know, it could be like better clarity on a pricing sheet. It could be better clarity on, like, explaining insurance versus cash and deductible or like better scripts for front desk. So, like, we just write down all these things and then, you know, like, I'd have certain days where I'm busy with patients. I call them shovel days. Right. Like, I'm just like shoveling away. And my goal is to finish my shift, finish my day with no soap notes and maybe getting one or two things done. And then I'd have kind of like my busy, productive days. And like Dan Sullivan, business coach, he talks about buffer days and focus days and Free days and then like I'd actually schedule out time to work on these projects and schedule everything and it's like a lot of people think they could be more productive and more profitable by having more patient hours.
We actually like I worked on my business Tuesday morning until lunch, Thursdays I'd have off and I just work on the business primarily and then you know like we do training and stuff like that. And those that don't train can't complain, right?
[00:52:33] Speaker B: Yeah, I love it.
[00:52:36] Speaker A: Finishing projects, big one. And then yeah I talked about didn't really reducing operating costs and AR like with operating costs like you know like Danielle talked about it like you know using AI automation or integrations when possible and I know like chirotouch like now you could take, I don't know if that's officially released yet where you have the AI summarizing the intake forms and then putting that into this objective. So that's like release like and if people are using AI with that kind of stuff like that's a no brainer. AI is going to be great for writing emails, editing emails.
You know like we have a thing where it's like chasing down that's coming out in a month where it's going to chase down leads, qualify them, book them, schedule them for an appointment, handle like phone calls but like AI can't do everything but like those kind of things. It's absolutely amazing. And if you're just hand typing in SOAP notes like you're going to get left in the dust.
[00:53:39] Speaker B: Yeah. And on that note too I think that's important is like to adopt like newer strategies and especially some of these AI things. It does to a certain extent require you to like as a provider to change some of your behavior.
Like the AI intake is a great situation. I actually this is going to sound terrible but I love sitting down after I see a patient because I have time to do that now. It was harder in practice but a new patient going through their paperwork, going through my notes, really organizing that first SOAP note like with all the history, all the things. It was just very like task oriented thing to me and I just loved it. And oh yeah, don't forget this and whatever. You just make it like the greatest note ever in the world. And so I have the AI intake summary now and it's, it was tricky at first because you have to like be okay with letting like you kind of let control of that a little bit. You're, you're handing that over to someone else and like letting them do it. I mean it's the AI thing, but, but that's behavior modification. Like I have to get used to. Okay, I'm not sitting here and just doing that by myself anymore. Maybe I'm going to proofread the summary, which you should because you have to make it's correct and whatnot. But getting used to being okay with letting it do that was something that I had to get used to. The same thing now with the AI scribe. I mean it's like the best thing since sliced bread. I don't know how people are practicing without it, but I will say, like, I need to modify what I'm doing during my visits to fully take advantage of it. But if I would just change what I'm doing during the time that I'm already spending with that patient, then I would have to spend almost no time at all on looking at my, my notes later because they will be totally complete and already done for me. And so yeah, I just had to throw that out there because it reminded me of that like AI is amazing, but you gotta, you have to like let it into your life and like adapt from the standpoint that like you're gonna have to change your behavior to maximize what it can do for you. And it feels weird at first, I think at least it did to me. But I mean it's going to give you time back in. Time is money.
[00:55:42] Speaker A: So yeah, I'm kind of jelly that it's. It wasn't around when I was practicing, right. But like, yeah, some people get lazy. Like I have like one of my clients, he took it away from one of his providers because he was lazy because he didn't proofread the AI. He still use your brain. He was just letting the AI do its thing and it's just like he's reading the notes and they do a lot of proof, personal injury. So you can't have it. And the AI is not going to get lefts and rights correct and stuff like that. It just like. So he took it away from that provider. He's like, you no longer have AI. You have to go back to the old school way of doing it because he lost his privileges. And then so he has to do it the old way because he was just lazy. And you still have to know what good looks like. Like I'd say I'm quite strong at like copywriting. So like I could be very efficient at writing like sales emails.
You know, like we use it on our engineering team, but like it's not perfect. You still have to know what good stuff is. Like, we're just about done migrating databases in just a simple task of translating from this one language to that. It screwed up a ton of stuff. So they still had to, like, hand code a bunch of stuff. So, like, AI is powerful, but, like, it's always trying to appease you. So, like, it's like giving you. Like, sometimes they'll give me an answer, and I was like, that's not right. It's like, oh, yeah, you got me. It's actually this. It's like. Like, you still have to do that because, like, if you're playing around with your own AI, like, it knows kind of like, the stuff that you want. Like, you've trained it and then you call it out. Like, sometimes I'll call out, like, chatgpt or Perplexity, and, like, I'll use both of them quite a bit and copilot. And yeah, they'll just like, oh, yeah, no, that's not correct. Correct.
[00:57:25] Speaker C: It's a tool. Like, you still have to. You have to know the foundation. And in using the tool, it's like, you wouldn't go aerate your yard with a nail gun. Is it gonna work? Maybe. Is it going to cause issues?
[00:57:39] Speaker B: Probably a really funny example, and I actually have one, too. I had to remove my bathroom floor. I mean, did I have to? I probably could have hired somebody, but I literally. There were like, these little square tiles, and I'm like, oh, I can get these out. I literally went in there with, like, this little chisel and a hammer. Like, this is gonna be a breeze. No, I actually. Because my friend needs to do this. I found the picture the other day. I had chiseled out, like, these two tiny little squares right next to each other, and it took, like, 20 minutes.
So that was a no. I went the next day and I rented, like, a actual. I think they're called demolition hammers. Like, it was ridiculous, but that made very short work of it. So, like, yeah, you need the right tool and you have to use it properly to maximize things. So don't. Don't try to chisel out your bathroom floor.
[00:58:24] Speaker A: Yeah, and then, you know, like, there's like a video editing software. Like, there's a ton of them out there, but, like, Opus clips is pretty easy to use. And honestly, like. And then running, like, meta ads is, like, getting so stinking easy. Like, if I was in practice now, I'd probably be running my own ads and editing videos and running them, like, side by side all the freaking time, because it's getting really, really easy. And then Yeah, I guess the last thing forgot to mention this is just if you're running insurance, like running your AR reports and then just breaking it down, 30, 60, 60, 90, 90, 120, and then just breaking out by pair. But like when we started doing that and then like collecting an estimated amount even before they got the service, like that made a difference. Like, because we did insurance initially and we do the service and then you find out it's not covered. So like, we'd always make sure we have a card on file and then doing that. And I know Kathy Mills Chang, which you guys have on, like, always teaches that. And that was huge for us too.
[00:59:29] Speaker B: Yeah. I was talking or we had an office earlier today or yesterday that, I don't know, front desk was saying something about like, well, when we have a deductible, we don't know or we're not allowed to collect up front what the fee is going to be. And I would just say to that office, I mean, you need to double check that because at least where I practice, I mean, we, we're given the amounts we're allowed to collect up front. And that patient is paying me when they're here for that dollar amount.
We're not billing people after. I mean, we will if there's a difference or they get a credit if there's a difference. But the way we practice and the way I did full time, we pretty much always knew what it was going to be and that was due at the time of service. And the patients knew that, though. You just, you just have to communicate to them like, this is how things work.
Yeah. If you're, if you're just building things out and waiting for it to come back to find out what you're gonna get and not collecting that I would not be doing that.
[01:00:23] Speaker A: I didn't have.
Yeah. Plus, like, it takes several times to collect it. Right. Like, I felt like it took seven, six, eight or whatever times to collect it. And then we're like mailing out stuff. Like all those attempts versus like, yes, you collected it up front. You have a card on file and you just charge them the difference. It's huge. Right. You're wasting time on printing stuff, mailing.
[01:00:48] Speaker C: Stuff, postage, and then chasing, chasing, chasing money. Yeah.
[01:00:53] Speaker A: It just really sucked. And yeah, we got out of that. And then like another thing I see practices mess up is someone calls on the phone and they're trying to explain deductibles, insurance and co pays, they get confused and say, oh, let me check my schedule and what they're really politely saying is, I have no idea what the heck you're talking about. I'm going to call someone else. Yeah, like, you know, training your front desk on the phones and like getting them into the office, obviously not lying to them. If you don't take any insurance, don't say you take insurance and say you're going to verify their benefits. So, like, yeah, you know, those are. There's just so many things that you could do to make your business better and it can seem overwhelming. But, like, you know, like I just say pick a couple of things, like every quarter we go through, like these five pillars and just say any areas in our quarterly meeting that we could optimize our business.
[01:01:49] Speaker B: Yeah.
Love it.
That was super powerful. I think I probably learned the most from you that we've. I learned at least from any other guest. No offense, any other guests, but no, this was awesome.
Thanks for coming by.
So, yeah, whether it's raising fees, improving retention, automating, busy work, it's really clear. You know, I think what we covered today would be super helpful for, for any practice. And really, you know, everyone says this, it might sound cliche, but work smarter, not harder. But it's so true.
You know, if you can work smarter, not harder, it's going to leave you more time to work on other things or just go do something enjoyable. Spend time with friends, family, whatever it might be, and work on growing. So here's another one, too. You can't be in growth and protection at the same time.
So I feel like a lot of practices are operating in protection or they're in like, that kind of like sympathetic state. And just a little bit of planning and, and looking at some of these items we covered today, I think would make a big difference for those people. So thanks for coming by today.
[01:02:58] Speaker A: Thanks for having me.
[01:02:59] Speaker C: Yeah, agreed. Big thanks to Dr. Nota Hashimoto for walking us through each strategy. There's a lot here to reflect on and even more to apply to your practice. And if you want to learn more about his work, head to trackstat.org or find him on social media.
[01:03:17] Speaker B: Yeah. And if today's episode gave you ideas, inspiration, or really resonated with you, we would love for you to subscribe and share it with a colleague.
[01:03:25] Speaker C: Thanks for tuning in to Chirocast. We'll catch you next time.
[01:03:28] Speaker A: Thank you for joining us on this episode of Insights for Modern Chiropractors, brought to you by ChiroTouch, hosted by Dr. Stephanie Brown and Danielle Havinas, produced by Debbie Brooks Editing from Matthew Dodge Our theme song, House 5 is from Scott W. Brooks. If you enjoyed today's show, don't forget to like, link and subscribe. We appreciate your support, and we'll catch you next time.
