Episode Transcript
WEBVTT
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Welcome to this episode of catch up
with Cairo touch. This is Dr Ronnie
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Sims here as your host today.
I'm so glad that you tuned in.
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These episodes and this podcast in general
represent Cairo touches ongoing commitment to the chiropractic
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profession. Our goal with these podcast
is to educate you, inspire you and
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to give you some direction, and
we know right now what the world needs
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the most is for chiropractors to be
at their best. And today I'm super
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excited to have a repeat guest on, one of my good friends and one
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of my mentors and one of my
favorite people in Chiropractic, the extraordinary Dr
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Alan Minor Allen. Thanks for coming
on again. Thanks for having me run.
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Appreciate it. Yeah, looking forward
to our conversation today, and today
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we really want to kind of look
at building out this dream business and really
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focusing on and on people, Human
Resources and Alan, it's been real fun
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to watch you, you know,
I know we watch each other, but
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it's been fun to kind of see
what you've been doing in your career and
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it's really fires me up. And
you know I love that old that Old
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Bible verse says, Let us consider
how he may spur each other on,
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and I will say that you are
one of those guys. Every time I'm
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around you, you just seemed to
spur me on. So I really appreciate
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your brother first thing I want to
talk about, I want to kind of
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touch on a topic, and that
is money. And so we're going to
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talk about building out our business and
for me doing that, I need key
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people, and so I would love
to hear your input on this, and
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that is how do we go about
determining the proper wage benefit package? Just
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the whole idea of how do we
compensate not only are docs but our seas
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so that we can build out this
vision and not lose these high quality people.
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So can you start there? Absolutely, there's a lot to say about
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that. So I'm the CEO of
Cara matchmakers, and so every day we're
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talking with offices who are we're helping
offices, Higher Sea's, higher office managers,
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higher associate doctors, for a very
of different you know, there's people
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who want associate doctors to because they're
too busy and they need help. There's
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doctors who are just wanting to buy
back some time freedom. You know,
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they've been in practice a long time. They're not ready to get out of
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practice, but they'd like a few
days off. And there's a lot of
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Docs who are starting to plan their
exit and so you know they might be
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thinking three, four or five years
down the road. But for there looking
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for that person who can eventually take
over the practice, which side Notote,
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is hands down the best, easiest
way to do that. If you've got
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a bit of a runway before you
want to exit out, just so much
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easier for a person to really spend
time learning the practice the people. That's
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probably the simplest transition we see.
So within that compensation comes up freely and
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you know, Ronnie, I'll just
pull back the curtain a little bit.
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You and I are in a mastermind
group of very high level, top performing
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Chiropractors, most of which who've built
a successful practice and now they've moved on
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to another business venture within Chiropractic or
multiple practices. And so we had a
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speaker there who is somebody you're connected
with who really summarizes this conversation. And
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this gentleman, I won't say names, but you know he's a CEO of
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a nine billion dollar publicly traded company. I googled his net worth as he
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was talking and you said, actually, it's about en x. What that
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number is? And as he was
talking. What applies to this conversation is
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they I forget the exact numbers,
but you know they have how many employees?
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Several thousand, it Tenzero or someos
twenty two thousand, and they moved
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their turnover rate for employees. At
it's high it was like forty something percent
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a year. Thirty percent people were
leaving and they got that down to almost
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single digit numbers, which you can
do. I'm do the math if you
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had. You know, if your
have fortyzero employees and forty percent or leaving
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a year, they're hiring fifteenzero people. And so anyways, he gave a
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lot of wisdom in his talk about
what he did to keep these teams together.
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That applies to the chiropractic practice,
even though we're not operating on that
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scale, and it was really where
my work started on. This was after
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a couple of failed clinics personally,
and I was in a CEO group called
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vistage at the time and I really
took to this plumber in the group who
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just had this beautiful business roun he
was a twenty million dollar plumbing business.
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He'd been in I was the same
practice and business, I guess for thirty
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years and every one of his plumbers
have been with them over twenty years.
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And I started kind of looking at
what he was doing and comparing it to
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what I was doing in the practices
and I saw a really big gap.
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And you know, the first thing
he was really clear on is his plumbers
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were plumbers and he was real careful
to say, you know, a lot
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of my competition has the plumbers trying
to they try to have upsell different ongoing
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plans, and so now their plumbers
become salespeople. And he said my plumbers
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do what they went to school for, what they dreamed of doing, which
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is being a plumber, and I
pay him better than anybody in the city
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and that's why they all stay with
me. And he said, does it
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cost me a little more money?
He said yeah, but he said I
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and he regularly would leave town for
two or three months. He's like,
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I've got great people, I don't
have to Babysit this business and it's worth
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my freedom and flexibility to pay these
people and so and that was another key
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part of how the billionaire business owner
we just talked about got that rate down.
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There are many pieces to that conversation, but one key one was taking
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good care of his people. And
so chiropractors, as you alluded to,
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have traditionally been on the other end
of that spectrum. I mean I think
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I was paying my first sea's twenty
years ago. Five Bucks, six bucks
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now or you know. And what
hit me recently, maybe last year,
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was CARLS JR, the fast food
place, is paying eighteen dollars an hour.
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I thought, you know, we
always tried to stay a few dollars
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an hour for sea's above starbucks.
Will starbucks has you know, they used
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to be at fifteen, so we
try to be seventeen. Now these places
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are all eighteen to twenty. So
you know that's a forty, forty five
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thousand dollar a year income for these
seas. But you know it's the job
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markets tight. A Little Dada Ranie. This is actually in two thousand and
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nineteen. So before all the craziness
of the crown of stuff, our average
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placement time on a sea was about
forty five days and our average placement time
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on a DC was was around ninety
to a hundred days and we've seen I
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just was looking at our stats from
last month here in two thousand and twenty
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two and we were as high as
a hundred and fifty day placement time on
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a see it's. We've seen that
come back down to one hundred and thirty.
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It's starting to come back down,
and thirty days and we've been at
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about sixty days on sea's and we're
starting to see that finally come back down.
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But the truth of the matter is
there's not so many people in the
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market place, in the workplace these
days, and they're not even sure why.
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They thought it was all the extra
financial aid, but that's dried up
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and people haven't come back. And
I've read theories that it's a lot of
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MOMS have decided to stay home with
kids so they're on the workforce. A
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lot of people retired earlier than they
plan so they're not available in the workforce.
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But whatever the reason is, there
are fewer people to go around and
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so one very obvious strategy is if
you got great people on your team,
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now pay them more so they stay. I guarantee it will cost you far
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less money to bump them up a
few dollars an hour if there are a
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sea then it will to have to
try to replace them. You're going to
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pay somebody else that much anyways.
I mean try putting an add out on
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indeed at sixteen bucks an hour and
watch the quality of people that come to
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you. They just the very few
people apply and and they're probably not who
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you want representing Your Business. And
so on. The other end of that
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spectrum is the CHIROPRACTIC associate doctor.
By our numbers, right now we're running
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about five openings for every available DC
and we see that around the country and
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so so, yes, that is
you know, right now we're talking about
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war in the Ukraine, and what's
the result of that? Decreased supply and
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oil. Well, gas prices are
going way up. Well, we sort
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of see something of similar phenomenon.
There's a decrease supply of associate doctors.
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So what's happening? We're seeing salaries
go up, and I'll tell you the
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fastest way to if you don't have
if you're looking for an associate and you
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don't have a hundred thirty days to
find them, the fastest way to change
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that is pay more. We're seeing
the low end of the market now.
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You know, associates are commanding around
Eightyzero. You know, there's obviously still
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some that are working at five thous
sixty, but as soon as they see
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those other jobs now they jump really
quick and there's a lot of jobs that
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are paying six figures now. And
if you know, if we've had a
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job sitting out there for three four
months at a hundred thousand and it's not
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moving, it's amazing that job goes
up to one hundred and twenty five thousand.
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All the sudden we have six applicants
and so um, it's probably it's
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painful for the clinic owners right now
because, you know, we haven't had
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to pay those extra wages. But
stepping back, it's probably healthy for the
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profession. Ronnie, you know,
something had to give when these students are
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coming out of school with two hundred
fiftyzeros minimum student loans. Either that number
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has to come down our compensation has
to go up, and so we're seeing
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this split in our profession of really
successful practices that are growing in a acting
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great talent and you we've got a
lot of failing practices right now. And
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over the top of that I'll share
another inside scoop. We had four calls
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yesterday with enterprise clients, people a
ten or more clinics. And probably every
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other week now we're getting a call
from some group with a lot of money.
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It's usually private equity, and hey, we've got fifty million, a
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hundred million. We want a hundred
clinics and three months, six months,
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and it's like well, get in
line, you know your there's a limited
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market here and so and so these
people are starting to pay more money and
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so in what you're seeing, then, is some consolidation. Those groups are
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these practices that are really kind of
struggling and failing. These groups are buying
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up in a lot of these docks
like, you know what, forget it,
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I'll go on a nice salary and
turn over my practice to them.
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And and it's something like dentistry went
through this about ten, fifteen years ago
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and they just, you know,
consolidated these practices and built these groups,
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and now something like eighty percent of
doctor of Dennis go work for a group.
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That is amongst us and happening right
now in Chiropractic and so you know,
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it's not uncommon in other industries,
but because of that, because of
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the limited supply of doctors, it
is really important that your office is running
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tight, that you've got great hr
software, that you have great systems,
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that you have a training process.
Ronnie, here's another one. I can't
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tell you how many great people will
choose a job that pays a little less
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but has benefits. We never used
to see that in Chiropractic. We always
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said, hey, your benefit was
your family's undercare will provide their chiropractic care.
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Well, now it's like thanks,
but I also want the health insurance
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in the one K and I'm willing
to take the Ninetyzero job or the twenty
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dollars an hour versus the hundred thousand
dollars with no insurance or the twenty two
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an hour no insurance. And so
you know. And another simple litmus test
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we hear all the time, as
doc say. Gosh, I know,
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two years ago I put an ad
out on indeed or Linkedin, and I
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had a hundred people apply and they're
calling us because they put out that same
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add and they haven't gotten a response
in the last month. So Um,
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the market has change, Ronnie,
and in with that, please let me
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take it wherever you want to.
Last thing I'll say is chiropractors need to
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be raising their rates. You know, after covid with inflation, your customers
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don't mind a five ten dollar bump. They won't flinch at it. It's
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happening to him everywhere else. You
know it's okay. Let me just give
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the green light to chiropractors. It's
time to raise your rates to make to
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cover for these expenses. You're can
to be able to pay more to the
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people working for you, going to
be able tracked better talent and at the
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end of the day, that's your
Google reviews. That's a reflection of your
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business. And I'll tell you,
Ronnie, it's a lot more fun to
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work with a peeple who really know
their stuff. We're on top of their
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game, who show up, you
don't have to motivate them, versus working
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with people who are late and inconsistent
and really don't care that much, and
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so so some days about the straight
percentage relationships her, those are gone forever.
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Probably. It depends on behavioral makeup, Brownie. If somebody's more entrepreneurial,
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they will be more willing to work
on a percentage or, you know,
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production, a conversion rate, something
like that. The problem is if
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somebody's really good at that. They're
hardwired to go do their own thing before
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long. So they're going to stay
with you. You know a lot of
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us. You know, I was
guilty of this. I'd complain about my
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doc who I'd send to a spinal
screening and sign up one people and I'd
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go and I'd send up twenty,
and I thought something was wrong with him,
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you know, and it turns out
he just was a caregiver. He
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wasn't a market. He didn't like
being out there and I was really down
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on them. And looking back it
was like it was the opposite. He
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was really stable, loyal, predictable
person. And guess what? The guys
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who would go out in, the
women who go out to the screenings and
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sign up twenty, thirty people,
I'd be really excited about and then six
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months later they'd leave me to go
buy their own clinic or start their own
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clinic, and so and so seventy, sixty to seventy percent of our profession
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Ronnie, are hardwired as caregiver.
is their clinicians. They could have been
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engineers or architects or CPA's. They
like detail, they like predictability, their
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patient, their loyal. But those
people do not like bonus systems. It's
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stresses them out. Give me a
good, solid salary, let me know
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exactly what's expected on me. What's
My job description? Train me really well
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and how to do that. And
they're satisfactions really high. And like those
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plumbers, they'll stay for decades in
a practice and be really happy with it.
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And so a lot of students now
are wired that way. And so,
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you know, there's always this battle
of their hands. Aren't his experience,
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they don't have the bedside manner,
so doctors don't want to pay them
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as much. But the flip side
of that is the docks who are more
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seasoned. You've really got to determined, you know. Are they why are
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they bouncing around job? So anyways, there's a lot to unpack there.
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But yeah, students are we're seeing
average students now. Our you know,
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it's pretty standard. Hundred and eighty
thousand dollars, eighty five thousand. Now
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it's fair that some offices will do
like a ninety day training period where the
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salaries a bit lower, right,
but you know, you can't. You
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know, once a person's up to
speed over three months, then it's they're
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off and running. So that's that's
really the standard we're seeing right now in
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the industry. My goal, and
this has been working for me, is
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to have it so that they're paying
for themselves within one year of being in
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our practice and we've been hitting at
on every associate. So can you elaborate
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on that? You think that's realistic
or what she dots expect on that?
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Yeah, plug in your numbers as
you want, but a general rule of
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thumb is rule of thirds. What
that associate doctor generates and revenue for the
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practice, you should pay them a
third of that. A third of that
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should go towards the overhead of the
practice and a third of that should be
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profit for the clinic. And so
you know, generally speaking, we tend
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to use the math of an average
adjustment being fit or an average office visit
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collecting fifty so to if that associates
responsible for two hundred visits a week,
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that math comes out to roughly five
hundredzero dollars annually. And you should be
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willing to trade a hundred and fifty
thousand dollars for five hundred thousand dollars all
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day long. And that should be
you know, they make a great living.
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Part of that goes towards your overhead
and part of that is profit.
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And once stocks sit back and consider
that, then they go okay, because,
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Whoa, you just scared me in
a hundred fifty thousand like well,
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time out, let's look at what
they're supposed to be doing. And you
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know, if an office isn't ready
to pay that, then it's like all
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right, well, maybe you need
to look at adjusting your fees and growing
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this another fifty hundred visits a week. The problem are on he is when
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that money comes out of the owning
doctor's pocket. You're making two Hundredzero as
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an owner and you bring somebody on
for a hundred thousand and now you're taking
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home a hundred thousand last. That
doesn't go over to well at home and
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that's very demotivating for the owner.
So you know, there's a lot of
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our calls at Chira. matchmakers are
telling owners you're not ready, your practice
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numbers don't support an associate doctor.
Yet get this built up another hundred fifty
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thousand dollars, two hundred thousand dollars
a year. Get this built up so
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many patient visits and you'll be able
to pay that person. You know,
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to hire a really high caliber person
who's going to help build your practice,
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buy back some of your time freedom
and should generate revenue for the bottom line.
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And the exchange of that is you
know, now there's a lot of
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Docs out there who are very happy
to show up be a chiropractor in a
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great environment with great systems procedures and
know that they're making a really good living,
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that they can, you know,
afford a house, pay for their
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kids to go to good school.
You know, you not to get crazy,
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but you know, honestly, in
this time, doc who can live
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off of Fiftyzero with the Chiropractic Loan? The math does not add up.
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And because of the scarcity of people
in the profession now, they can command
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that. I mean just we always
tell docs, before you go post your
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ad, do a google search or
a search a search engine for what people
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are paying in your area and you'll
see pretty quick you know what you're up
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against. So you know, just
just don't be surprised when you hear those
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numbers. Look at what's out there
and you'll pretty quickly see what you're up
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against. The other option is a
lot of times we work with folks whom
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in rural communities and so there's not
other jobs to pick from. But the
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challenge now is for these this younger
generation, you're gonna have to pay him
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enough to want to move out to
the rural community away from the city.
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So even there we've seen wages go
up quite a bit. So back to
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that one scenari where you're not paying
them enough and they become a flight risk
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or perhaps you hired the wrong type
of person. How expensive is that mistake?
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You know, there's a lot of
research you can find out there from
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all kinds of universities. They usually
they usually range from three to five times
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the salary, you know, and
I'd say that's pretty when I had to
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close my clinics they were doing three
hundred thousand and revenue. That's just one
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number. But you know, I
had the wrong docks. They leave practice
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closes, you know, let alone
I don't even know how I quantify that
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exactly, but you know, that's
why here's what interesting Roun we get this
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like with our home. That's an
expensive asset, so that's why we get
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it inspected, we make sure everything's
what we think it's going to be.
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The most expensive thing that you pay
for in business in a chiropractic practice is
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the people to work for you.
If they stay there, five, ten
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years, they're they're going to cost
a lot more than the building. If
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you bought your building, then any
equipment you use. So so, paying
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a little bit of money on the
front end to get this right, to
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make sure you're hiring who you think
you're hiring, is you just I don't
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even know how you quantify how you
make that back. And then the other
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side of that too is you know, we're chiropractors, we're great clinicians.
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Were great at healing people. You
are not. You don't have a degree
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in HR most likely. And so
you know, putting an ad out,
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vetting the resumes, using different assessments
to look at their cognitive ability, predictive
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behavioral assessments, the interview process,
on boarding them. Most people aren't experts
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in that. And we see docs
trying to save a few bucks, and
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it's where they get it wrong.
And then you get that wrong. It
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looks so bad ron when you know
you've had like three people at the front
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desk over a year. You know
they're let's be honest, your patients are
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wondering what's wrong with doc. Must
be a jerk to work for like he
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can't keep anybody around here. And
and not to mention here's something else I
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don't even know how you quantify.
What about all the google the bad google
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reviews you get from your bad team
members? Like those stick around for years
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and people might choose the next person
on the list because they're eating. What
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a jerk your front desk person was, Orr associated doctor. So Google you.
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We can't afford to be bad and
business with Google anymore. And I
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think it's you know, it's the
same with your people. So it's it's
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such an important thing to get right. Most docs are always looking for the
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best script, the best system,
but it's really the people that I think
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are the are the thing that build
these really stable, successful practices running.
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Yeah, and I love what you
said to open this conversation about doing some
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introspection, and I know you and
I talked about this a little bit the
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last time we were together. Of
Really, you know, like my friend
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said, close the door, go
in and look in the mirror and determine
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what it is you want and and
what it is you're looking for. And
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I will say you know, you
and I've talked about this. One model
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is you got to be really,
really good at saving money and just have
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a solo practice, keep your overhead
low and Save, save, savee.
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Save, because we know that the
typical practice is not worth anywhere near with
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that doctor thinks when they're a hundred
percent of the revenue, versus this other
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model that you've adopted, that I've
adopted, that's more of an associate driven
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practice that's a true business, if
you will, that is scalable, durable
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and ultimately exfitable and transferable. You
know, that something that you and I
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can gracefully lead at some point or
not. But talking to that a little
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bit as to helping Docs kind of
clarify that vision and having that moment of
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what do I want? Yeah,
I had a call last week with a
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doc who had a nice little practice. It did fifteen, eighteen thousand a
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month and it cost them three thousand
dollars to be there. That's a good
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living, you know. He's in
there three half, three and a half
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days a week. The problem is
he wants to move out of state and
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he wants to sell it. Well, he's finding it hard to sell because
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he's got it. There's no CEA, he he's the CAA he's the only
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person there. So unless he finds
somebody who wants to step in and do
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exactly what he's doing, it's not
so transferable. It's been a good living
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for him. But you know,
if you're if you've gone through all the
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stress of owning a clinic, we
teach you should be paid three ways.
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You should get a salary, you
should be paid distributions on a quarterly or
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annual or monthly basis and when you
sell that business you should profit from the
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sale of that business. And so
this doc has been getting, you know,
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a paycheck each month, but there's
nothing transferable there. He's got a
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base of people and because of technology
like Cairo touch these days, you know,
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you can run in office with just
one person and with, you know,
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phones and text messaging. So that's
a lot easier to do and not
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a bad way to go if you're
just trying to keep something simple and you
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want to make a decent living.
But you're you're tied to it. It
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is a job that you've created.
If you ever get to the point where
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you you don't want to be there
but you'd like to keep the business going,
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you're going to have to cross that
bridge. That you have, Ronnie,
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which is building a practice around successful
systems and people, and it's really
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you know again, you can build
a very simple life, which is very
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appealing to a lot of people,
with a simple practice. Again, Ronnie,
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I say this every chance I get
chiropractors. Oftentimes, I think loose
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sight of what a brilliant business we
have. You charge fifty, sixty seven,
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many dollars for something you do with
your hands that takes a couple minutes.
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And I see so many docs get
distracted with everything under the sun with
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you know, and we work with
a lot of them, you know,
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with with different MDDC practices and functional
practices and modalities and that stuff can help
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a lot of people. But I
think sometimes people just do forget that.
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You know, you look at a
massage therapist that to spend an hour with
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the person and charge what we charge
for one adjustment that takes a couple minutes.
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It's a brilliant business model, it
really is. There's no other service
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industry that has fixed expenses. You
know, whether you took care of to
356
00:26:08.200 --> 00:26:12.680
people today or two hundred, your
expenses really don't change other than when you
357
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need to hire another CEA. What's
your variable expense. Face paper, you
358
00:26:17.279 --> 00:26:22.079
know that your your cost is your
cost. So it behooves you to make
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that thing profitable and to serve as
many people as you can and then to
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build in the right systems and to
have some redundancy so that you know,
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if you get to point where you
have an associate doctor, you've got some
362
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freedom in your schedule and a few
staff members so that it's not all on
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one person shoulders, and I'm a
fan of that. You know that.
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That, to me, is something
also that when you go to sell that
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practice, if there's an associate in
there, oftentimes it's appealing for them to
366
00:26:51.160 --> 00:26:53.920
buy it. But even if it's
not, you know that's appealing to somebody
367
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buying a practice because the staffs all
staying behind. If you're the one who
368
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build the practice and you sell it
and you leave, the value you think
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00:27:03.079 --> 00:27:07.519
you have in that business does not
exist because you are the engine in that
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business and you're leaving. So you
know, we work with a lot of
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great practice brokers because a lot of
people hire us because they're looking to put
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an associating because they want to exit
out in a few years, which I'm
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a big fan of. But we
get to chatting with them and it's just
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interesting how often these offices are really
you know, the average IBADA. That's
375
00:27:30.400 --> 00:27:33.839
profit. So after all your expenses
put back what you paid yourself. That's
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00:27:33.920 --> 00:27:41.240
ebida earnings before taxes, depreciation and
amortization. Most offices think they can get
377
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three times earnings. So, you
know, let's just keep it simple.
378
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If it was a, I don't
know, a million dollar practice and there
379
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was two hundred fiftyzero and earnings,
you'd think you could sell it for three
380
00:27:52.519 --> 00:27:57.720
times those earnings, which would be
seven hundred fiftyzeros. But the practice brokers
381
00:27:57.759 --> 00:28:03.960
today are telling us it's on average
one point five. So really that it's
382
00:28:03.960 --> 00:28:06.680
not seven hundred and fifty, it's
three hundred and seventy five that they're selling
383
00:28:06.680 --> 00:28:11.640
it for. But if you sell
it in house to somebody's been that,
384
00:28:11.759 --> 00:28:15.599
who's been there, you typically can
command a hire multiple on it because they
385
00:28:15.640 --> 00:28:18.519
know the business, they know what
it is. It's not as risky for
386
00:28:18.599 --> 00:28:22.839
them and you can get to and
sometimes three IBADA when you're selling it in
387
00:28:22.960 --> 00:28:26.599
house. So again, but you
got to pay people well so they stick
388
00:28:26.640 --> 00:28:30.279
around so that they build a stable
business so that somebody wants to buy this
389
00:28:30.319 --> 00:28:33.839
thing down there. That's right,
that's right. But let's say it doc
390
00:28:34.079 --> 00:28:38.200
is listening to this right now and
has decided that he does want to create
391
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a true business that's not so personality
based, that is multiple associates and they
392
00:28:44.680 --> 00:28:48.839
really want to go all in on
that. And you know, the first
393
00:28:48.839 --> 00:28:51.799
thing is, and I know you're
doing this and I know my friend,
394
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my friend did this, is to
plan with the end of mind. So
395
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how important is that exercise to you
and what you're doing right now as far
396
00:29:00.119 --> 00:29:06.200
as reaching that vision? What's that
future Org Chart Look like? And then,
397
00:29:06.400 --> 00:29:08.160
as I look at that future or
chart, because I have mine in
398
00:29:08.160 --> 00:29:12.680
my head right now, and what
is the most important first hire for that
399
00:29:12.759 --> 00:29:15.599
doc? That says, you know
what, maybe he heard you speak in
400
00:29:15.680 --> 00:29:18.880
a seminar and he realizes that he's
not going to get what he thought for
401
00:29:18.920 --> 00:29:23.000
his practice and maybe his visions change
where he wants to help more people but
402
00:29:23.119 --> 00:29:27.000
he doesn't want to be the chiropractor
doing all the adjustments. And so what
403
00:29:27.119 --> 00:29:30.279
is a good way to go about
that future ORG exercise? And then what's
404
00:29:30.279 --> 00:29:34.359
the most important first hire? There's
a lot of variables run. It depends
405
00:29:34.400 --> 00:29:37.240
on what they're looking to do down
the road and where they're at today.
406
00:29:37.319 --> 00:29:41.079
You know, we kind of tend
to say look at now, then next,
407
00:29:41.079 --> 00:29:45.119
then this ultimate of what it looks
like. So now might be different
408
00:29:45.160 --> 00:29:48.119
depending where people are at. But
you know, I'll tell you how we
409
00:29:48.200 --> 00:29:52.759
do it. We start our practices
out with just the DOC for the first
410
00:29:52.799 --> 00:29:56.440
fifty visits, and it's good.
It's good because it's great for the DOC
411
00:29:56.480 --> 00:30:02.240
to know how to run a payment, know how to schedule somebody. That's
412
00:30:02.359 --> 00:30:07.319
just never a bad thing and oftentimes
helpful if somebody doesn't come in or something
413
00:30:07.319 --> 00:30:15.079
for a shift. Usually around fifty
visits we bring on the first sea and
414
00:30:15.119 --> 00:30:19.960
then you know. So now I
thinks specialization. You know, initially when
415
00:30:21.000 --> 00:30:23.279
you're young in a business you got
to wear all the hats, but as
416
00:30:23.319 --> 00:30:27.079
you get a little more established you
can start to delegate and usually as an
417
00:30:27.079 --> 00:30:32.359
owner, after the first couple years
you start to know what you're really good
418
00:30:32.400 --> 00:30:34.640
at and energized by and what you
love doing and what things you don't like
419
00:30:34.720 --> 00:30:38.960
doing at all, and so that
really determines where are you moving in this
420
00:30:40.000 --> 00:30:42.279
business. You know, some Docs
like doing the marketing in the networking,
421
00:30:42.359 --> 00:30:45.279
some docks like doing the clinical part
of it. So I'm like doing the
422
00:30:45.279 --> 00:30:49.519
exams or the reports. Some like
being off the floor, back behind the
423
00:30:49.519 --> 00:30:55.279
scenes looking at the finances and the
billing. Where you're going is determined by
424
00:30:55.359 --> 00:31:00.440
what are your strengths, what gets
you excited. But then I also believe
425
00:31:00.720 --> 00:31:03.359
as you have more success and grow, you've got to do the same with
426
00:31:03.400 --> 00:31:06.599
your employees. And so you know
initially that one see a that's doing the
427
00:31:06.680 --> 00:31:10.759
front desk and the back desk and
the text stuff. Eventually you have a
428
00:31:10.759 --> 00:31:17.079
separate textea and a separate back office
person or maybe an assistant. And then
429
00:31:17.079 --> 00:31:21.039
eventually, you know a lot of
times it depends on techniques, but then
430
00:31:21.119 --> 00:31:23.920
you know once there's enough money,
like I said earlier, to pay the
431
00:31:25.119 --> 00:31:30.440
salaries to an associate, then that's
usually the next step because as it does
432
00:31:30.480 --> 00:31:33.279
give the owner they're able to have
a sick day, they're able to leave
433
00:31:33.359 --> 00:31:37.480
for a week on vacation and not
set the practice down, they're able to
434
00:31:37.480 --> 00:31:40.799
take a couple half shifts off or
go leave early to pick up the kids
435
00:31:40.799 --> 00:31:45.119
from school or go to sports or
coach stuff. And then it just kind
436
00:31:45.119 --> 00:31:48.880
of depends on the scale and vision. We work with some three and five
437
00:31:48.880 --> 00:31:52.000
million dollar practices that have four,
five, six docks in there and,
438
00:31:52.039 --> 00:31:56.720
you know, a team of ten
or twelve CEA's. And we see different
439
00:31:56.720 --> 00:32:00.200
models. Some of them where each
dock kind of has their own people they
440
00:32:00.240 --> 00:32:04.559
take care of. We have other
models where kind of the practice shifts around
441
00:32:04.599 --> 00:32:07.839
and shares people. There's a lot
of ways to do that. A lot
442
00:32:07.839 --> 00:32:12.880
of times it depends on services offered
and techniques. Is this a Pi Clinic?
443
00:32:13.480 --> 00:32:15.720
Is it a sports injury clinic,
a pediatric clinic, a General Family
444
00:32:15.720 --> 00:32:21.319
based practice? Is there a lot
of rehabbing done in the practice? Is
445
00:32:21.359 --> 00:32:27.200
it a functional practice? Is it
multidisciplinary with other practitioners in there? So
446
00:32:27.559 --> 00:32:30.720
you know, it kind of it
branches in a lot of directions, but
447
00:32:30.799 --> 00:32:37.279
I think again, it's it's it's
it goes easier if you really hire great
448
00:32:37.319 --> 00:32:42.319
people at every step of the way
who are in line with the vision,
449
00:32:43.039 --> 00:32:47.839
who all have really clear a clear
understanding of what's expected of them and the
450
00:32:47.960 --> 00:32:53.319
job description and the training to bring
them on, and if the owner knows
451
00:32:53.319 --> 00:32:57.359
where they want to steer their roll
in it as time goes on, it
452
00:32:57.440 --> 00:33:01.240
really is helpful. So I'll there. I just retired. Is We've been
453
00:33:01.319 --> 00:33:07.200
joking the last few weeks, but
I we have practices in New Mexico and
454
00:33:07.200 --> 00:33:14.359
in Texas and we're opening more practices
in Texas and and so most of my
455
00:33:14.400 --> 00:33:19.279
time is this spent as the CEO
of Caira matchmakers, and so I've got
456
00:33:19.319 --> 00:33:23.000
some great people that are on our
our executive team that oversee our clinics.
457
00:33:23.640 --> 00:33:27.480
But I just I finally hit a
point with my band with where I went.
458
00:33:27.559 --> 00:33:29.440
You know, I was only in
there three half days a week,
459
00:33:29.480 --> 00:33:34.000
but I as things got busier,
I needed some more time in my schedule
460
00:33:34.039 --> 00:33:37.640
and so I always knew that eventually
I'd like to be on a roll of
461
00:33:37.680 --> 00:33:40.559
what I call the chairman of the
board, where you know I'm kind of
462
00:33:40.559 --> 00:33:44.559
the advisory Guy. But I'm not. I'm not. I'm no longer in
463
00:33:44.599 --> 00:33:47.319
a clinic adjusting. We've got the
we've got a call center staffed up that
464
00:33:47.400 --> 00:33:52.039
our team overseas. We've got a
whole see, a training department, a
465
00:33:52.119 --> 00:33:57.000
DC train department, and we have
people that operate and run that. So
466
00:33:57.400 --> 00:34:00.480
it's been twenty years slowly building that. But now you know, in theory
467
00:34:00.559 --> 00:34:05.279
I just need to meet a few
times a week with with my key people
468
00:34:05.359 --> 00:34:09.079
who are overseeing our other people.
But that was my vision. You know,
469
00:34:09.159 --> 00:34:13.679
we want to scale this up to
multiple offices and so we've slowly been
470
00:34:13.679 --> 00:34:16.480
moving at that direction. So there's
there's so many ways to do that.
471
00:34:16.519 --> 00:34:21.679
You know, we've got a great
friend who's got a really successful house called
472
00:34:21.719 --> 00:34:23.000
business, who's who, you know, knows he's not going to be able
473
00:34:23.000 --> 00:34:27.039
to sell it someday, probably.
It's a matter of fact. Our vet
474
00:34:27.079 --> 00:34:30.800
just we got a letter that he
wasn't able to find but he would come
475
00:34:30.840 --> 00:34:31.679
to the house. We loved it. We got a letter, Hey,
476
00:34:31.679 --> 00:34:35.360
I'm retiring and couldn't find a way
to buy my practice, so I'm shutting
477
00:34:35.360 --> 00:34:38.039
it down. You know, it's
a little harder to transfer something when it's
478
00:34:38.079 --> 00:34:43.199
a one man show, one world
and show. It's a little easier to
479
00:34:43.239 --> 00:34:47.440
transfer something when there's people in place
doing the different roles inside of the job.
480
00:34:47.559 --> 00:34:52.519
My personal belief and my hope for
the profession is that more docks will
481
00:34:52.559 --> 00:34:59.039
begin to look at the legacy that
they're leaving behind and you know that's a
482
00:34:59.079 --> 00:35:01.320
bigger calling than just making enough money
to retire. I mean, how am
483
00:35:01.320 --> 00:35:06.280
I going to leave all these practice
members behind? And and so back to
484
00:35:06.280 --> 00:35:08.800
what you said earlier. You know, and again I'd love what you're saying
485
00:35:08.840 --> 00:35:15.360
because you're really reminding me that the
profession has so many different ways you can
486
00:35:15.400 --> 00:35:19.119
go with in it and there's so
many different personality types and what you're doing
487
00:35:19.199 --> 00:35:22.559
isn't for everyone, and I get
that. But as I look at this
488
00:35:22.639 --> 00:35:27.480
and I look at again people being
the key human resources and having the right
489
00:35:27.519 --> 00:35:30.440
people in the right seat doing the
right job the right way for the right
490
00:35:30.480 --> 00:35:35.760
reasons, all the rights. As
you look at this process, can you
491
00:35:35.760 --> 00:35:40.199
speak a little bit more into the
actual testing and the different things we should
492
00:35:40.239 --> 00:35:44.719
consider so that we don't make mistakes
and hire? Yeah, there's just this
493
00:35:44.760 --> 00:35:47.559
came from my failure. I had
a good friend who is high in a
494
00:35:47.639 --> 00:35:52.559
company show me what they used and
I realized, Oh, these publicly traded
495
00:35:52.599 --> 00:35:58.920
billion dollar companies aren't just hiring off
of gut or an interview. They're they're
496
00:35:58.920 --> 00:36:01.599
really measuring pole. So they vary, they take the time to define what
497
00:36:01.760 --> 00:36:07.599
is this role, was the job
description and what are the ideal behavioral traits
498
00:36:07.639 --> 00:36:12.760
a person would have who would excel
in this role? And then I learned
499
00:36:13.960 --> 00:36:19.039
a couple other tools. I'd seen
a chiropractor years ago had a system with
500
00:36:19.079 --> 00:36:22.559
something called the disk. Most people
have heard of disk and it's a you
501
00:36:22.599 --> 00:36:28.400
know, it's a simple behavioral assessment
and there's a lot of those. There's
502
00:36:28.559 --> 00:36:30.760
hundreds of those out there. And
what I didn't realize, though, is
503
00:36:30.760 --> 00:36:37.119
there's this other subset of these licenses
that have been used now for five thousand,
504
00:36:37.199 --> 00:36:40.480
sixty, seventy years inside of these
fortune one hundred companies and they're just
505
00:36:40.559 --> 00:36:45.039
they're just accurate on a whole other
level. They only take a few minutes
506
00:36:45.119 --> 00:36:52.039
to do, but the the way
they get down to assessing a person is
507
00:36:52.519 --> 00:36:55.039
just something most chiropractors have never seen. We why would we? You know,
508
00:36:55.039 --> 00:36:59.159
no chiropractors going to buy a license
for a hundred thousand or two hundred
509
00:36:59.159 --> 00:37:01.800
thousand dollars when you hire once or
twice a year. But these companies,
510
00:37:01.840 --> 00:37:07.079
like the public billion dollar, multi
billion dollar company, and they're hiring tens
511
00:37:07.079 --> 00:37:09.360
of thousands of people are they're using
these constantly. There that you know,
512
00:37:10.280 --> 00:37:14.039
you don't even have time to waste
to sit down in an interview if the
513
00:37:14.119 --> 00:37:17.920
person's not wired the right way for
the job. And then the other side
514
00:37:17.960 --> 00:37:22.599
of that is the cognitive side.
And most of the owners on the line
515
00:37:22.599 --> 00:37:27.920
of at some point had one of
two things happen. Either you hire somebody
516
00:37:28.039 --> 00:37:30.880
and you train them in and then
they don't seem to really get it,
517
00:37:30.920 --> 00:37:36.800
so you train them again and they
are a little better, but they stay
518
00:37:36.840 --> 00:37:42.239
and then it's like three months later
and you're going, are they dumb?
519
00:37:42.480 --> 00:37:45.559
Like, what's wrong? I've know, I've shown them how to do this
520
00:37:45.639 --> 00:37:50.039
thing fifteen times and it's not sticking. Well, that's cognitive ability and you
521
00:37:50.079 --> 00:37:52.719
can assess that on the front end
and we use a bell curve and we
522
00:37:52.800 --> 00:37:58.079
know people on the back half of
the bell curve can in a very measurable
523
00:37:58.159 --> 00:38:00.119
way, we can tell you how
quickly somebody's going to on board and learn
524
00:38:00.199 --> 00:38:05.239
your procedures. You know, you
know they going to know you're you probably
525
00:38:05.519 --> 00:38:07.920
most people, if you've been in
business a little while, you've had somebody
526
00:38:07.920 --> 00:38:10.639
where like a week or two in
they seem to know everything. That's cognitive
527
00:38:10.639 --> 00:38:15.360
ability, and they've had people three
months later they know nothing, and that's
528
00:38:15.400 --> 00:38:17.800
cognitive ability on the lower end.
So you can measure that. Also.
529
00:38:17.880 --> 00:38:22.280
A lot of times owners about the
experience of you think you're hiring one person
530
00:38:23.119 --> 00:38:28.000
and three months later you're like,
who is this person? Like, this
531
00:38:28.079 --> 00:38:31.000
isn't who I interviewed. What's going
on? And so that's where these behavioral
532
00:38:31.000 --> 00:38:36.400
assessments get into the levels of stress, how people are justing their behavior,
533
00:38:36.480 --> 00:38:42.199
their personality. That's why hiring off
gut is a really you know, sometimes
534
00:38:42.239 --> 00:38:45.159
you get lucky, we all have, but you can really miss step because
535
00:38:45.280 --> 00:38:50.360
just because a person's presenting themselves one
way today, they might be adapting to
536
00:38:50.360 --> 00:38:52.519
the stress in their life right now
and that's why they're coming across that way.
537
00:38:52.519 --> 00:38:57.760
And anytime somebody's changing jobs they probably
have some level of financial stress,
538
00:38:57.840 --> 00:39:02.519
work stress, let alone and family
stress, relational ship stress, health stress.
539
00:39:02.559 --> 00:39:07.119
So we all adjust our behavior in
our personality based on that. So
540
00:39:08.280 --> 00:39:13.679
when you're paying the numbers I talked
about at the start of this you can't
541
00:39:13.800 --> 00:39:16.320
and if you get it wrong,
the fact that you might might up costing
542
00:39:16.360 --> 00:39:21.599
you three, four or five times
that salary. You just can't afford to
543
00:39:21.639 --> 00:39:25.960
get this wrong run and when you
get it right and you don't have to
544
00:39:27.320 --> 00:39:30.679
worry about the people working with you
because they're on point, they're on purpose,
545
00:39:30.719 --> 00:39:35.000
in the right they're the right person. You know, we have multiple
546
00:39:35.000 --> 00:39:37.360
clinics. I don't step foot in
them, but my people are there every
547
00:39:37.400 --> 00:39:40.360
day. I trust them. I
know they're executing our systems. I see
548
00:39:40.360 --> 00:39:45.199
their their reports each week. We
talked about their reports and adjust accordingly based
549
00:39:45.239 --> 00:39:51.320
on numbers and metrics. Not Everybody
works into that system and so I have
550
00:39:51.360 --> 00:39:54.079
to measure people before I waste a
second of my very valuable time to actually
551
00:39:54.119 --> 00:39:57.960
sit down and spend time interviewing them. And the problem too, is what's
552
00:39:57.960 --> 00:40:01.599
your interview and more emotional. We're
guy reactors. We're really good at bonding
553
00:40:01.639 --> 00:40:07.639
and connecting with people and finding the
good in people and mentoring people, encouraging
554
00:40:07.639 --> 00:40:13.519
people, and that can really work
against you if it's an employee employee relationship
555
00:40:13.559 --> 00:40:16.519
because you know, some of those
things, behavioral traits, you just can
556
00:40:16.559 --> 00:40:21.400
never train. They're hardwired with people. So true, Hey, hound.
557
00:40:21.480 --> 00:40:27.920
Speaking to the actual interview process.
So let's say I've done the right thing
558
00:40:28.000 --> 00:40:30.440
and I've, you know, either
art a company or spend a great deal
559
00:40:30.480 --> 00:40:35.480
of time of doing the testing,
the cognitive piece, and let's say they
560
00:40:35.480 --> 00:40:40.079
fit that what I'm looking for.
Walk through what your typical interview process would
561
00:40:40.079 --> 00:40:44.119
be like. So somebody wanted to
geek out and really go deep. You
562
00:40:44.159 --> 00:40:47.079
know, top gratings of book you
could go read and learn about. But
563
00:40:47.159 --> 00:40:52.079
the general the way we generally do
it is we assess everyone. We know
564
00:40:52.159 --> 00:40:55.360
the parameters. So if they're not
the right behavioral mix of who we're looking
565
00:40:55.440 --> 00:41:01.800
for or and the right cognitive then
we don't even have a first anything.
566
00:41:01.840 --> 00:41:06.719
We don't have time for that.
If they match and they look to be
567
00:41:06.760 --> 00:41:10.039
a good fit, then we'll typically
do a very brief phone call of about
568
00:41:10.079 --> 00:41:14.800
five minutes and all we're trying to
do in a high level is just figure
569
00:41:14.840 --> 00:41:17.000
out do I want to spend more
time meeting with this person facetoface or no?
570
00:41:19.320 --> 00:41:21.840
You can usually get a read on
that from you know, it's not
571
00:41:21.880 --> 00:41:24.079
a long interview, it's just really
quick when to touch base right interest in
572
00:41:24.119 --> 00:41:29.039
this job. Why do you think
you might be a good fit for this
573
00:41:29.119 --> 00:41:31.760
job? Great, and you're just
trying to decide. All Right, I've
574
00:41:31.800 --> 00:41:35.599
got, however, many people to
choose from here and trying to windle this
575
00:41:35.679 --> 00:41:40.239
down. So that's the next step. Then we'll move on to in person
576
00:41:40.320 --> 00:41:45.800
interviews. Hopefully, if the behavioral
and the cognitive is right, then you
577
00:41:45.840 --> 00:41:49.960
know, we're only meeting with four
or five people. Something that to maybe
578
00:41:50.039 --> 00:41:52.360
bring up here, Ronnie, that
the profession is still I still see on
579
00:41:52.440 --> 00:41:58.920
facebook boards. That's really archaic.
Is this group interview. Chiropractors do it
580
00:41:58.920 --> 00:42:00.559
because they didn't have a lot of
I'm and they're trying to weed through forty
581
00:42:00.679 --> 00:42:07.679
fifty people, see who stands out
and just say themselves time. The only
582
00:42:07.719 --> 00:42:13.239
reason to ever do that is if
you are looking for an extreme extrovert,
583
00:42:13.440 --> 00:42:15.679
maybe if you're looking for somebody to
go out in the community and market for
584
00:42:15.760 --> 00:42:21.760
you. That's who excels in that
environment. And there's so many other nuanced
585
00:42:21.760 --> 00:42:28.559
behavior traits that you will miss and
go right over those people by doing that
586
00:42:28.599 --> 00:42:31.440
group interview. And so these this
technology takes the place of that. It
587
00:42:31.440 --> 00:42:35.920
cuts down your time. I'm not
having to meet with thirty people, you
588
00:42:35.960 --> 00:42:37.679
know, you're only getting on the
phone with people who are really good fit
589
00:42:37.800 --> 00:42:43.639
on paper, behaviorally cognitive. So
anyhow, then we like to do an
590
00:42:43.639 --> 00:42:47.079
interview and we have a whole slew
of different questions. You know, again
591
00:42:47.159 --> 00:42:52.159
most Docs are interviewing questions, are
using old interview questions like when they got
592
00:42:52.199 --> 00:42:54.559
interviewed once. That just don't tell
you. The point is to really get
593
00:42:54.639 --> 00:42:58.360
to know this person and I guess
another piece of advice I give on the
594
00:42:58.360 --> 00:43:04.840
interview is don't sell yourself. Too
many people spend the interview trying to convince
595
00:43:04.880 --> 00:43:08.000
somebody why they should work for them. My attitude is I'm trying to find
596
00:43:08.000 --> 00:43:10.960
out all the reasons you're not a
good fit for me, and so I'm
597
00:43:10.960 --> 00:43:15.679
really grilling them and a lot of
our interview questions are aimed at getting deeper
598
00:43:15.679 --> 00:43:21.079
and why they're not a good fit. I like real time questions. You
599
00:43:21.119 --> 00:43:23.679
know, if if I need somebody
to help me with a lot of special
600
00:43:23.679 --> 00:43:28.159
projects that I'm bringing them on for, I want to hear examples of how
601
00:43:28.159 --> 00:43:31.800
they dealtless special projects. If somebody's
interfacing with the public and they might have
602
00:43:31.840 --> 00:43:37.960
some difficult interactions, let's say unhappy
patients or collecting money or getting people back
603
00:43:37.000 --> 00:43:43.440
on schedule, I want to hear
about how they've handled some uncomfortable situations with
604
00:43:44.639 --> 00:43:46.880
customers in the past and how they
handled it. If somebody came in upset
605
00:43:47.000 --> 00:43:52.039
or angry, how did they help
to make it right? So I try
606
00:43:52.079 --> 00:43:57.000
to get them thinking and talking situationally. If that goes well, then we
607
00:43:57.039 --> 00:44:00.480
typically invite them back for a working
interview. Easy to do with CEA's and
608
00:44:00.559 --> 00:44:04.280
associate. It's harder to do with
other roles. But if you just have
609
00:44:04.320 --> 00:44:07.800
them hang out the front desk,
how are they interacting with people? Are
610
00:44:07.800 --> 00:44:10.480
they jumping in or they engaged?
Are they deer and headlights? You know,
611
00:44:10.519 --> 00:44:15.840
that kind of usually really a caliber
people. The measurements are good,
612
00:44:15.880 --> 00:44:19.679
the interviews are good, and then
you put them in and they jump right
613
00:44:19.719 --> 00:44:23.559
in there and they're willing to help
and and then if that'll goes well.
614
00:44:23.599 --> 00:44:29.280
This comes from top grading and boy, we've really saved some bad experiences.
615
00:44:29.519 --> 00:44:32.719
If the person has a significant other
and you can get out to dinner with
616
00:44:32.760 --> 00:44:37.760
your significant other in them and if
you don't or they don't, then still
617
00:44:37.800 --> 00:44:39.280
be get out to dinner and if
you drink, if you can have a
618
00:44:39.280 --> 00:44:45.280
few drinks, boy that's really you
know, you're out to dinner now with
619
00:44:45.360 --> 00:44:49.559
their spouse and you got a glass
of wine or two, you'll hear see
620
00:44:49.599 --> 00:44:52.840
a whole different side that you never
saw from those people during the interview,
621
00:44:52.920 --> 00:44:55.320
which I think it's really good.
You know, I want to know who
622
00:44:55.360 --> 00:44:59.360
this person is that I'm going to
be spending this time with and working with
623
00:44:59.440 --> 00:45:04.280
and so, um, that's kind
of our process. And then we always,
624
00:45:04.320 --> 00:45:07.440
always, always, we've provide this. A car matchmakers do a criminal
625
00:45:07.480 --> 00:45:13.840
background check, if your state allows
that, a credit background check and a
626
00:45:13.920 --> 00:45:17.000
license check. And I could sit
here and tell you horror stories about well,
627
00:45:17.119 --> 00:45:21.000
you've got a good horror story I
won't tell here online around but years
628
00:45:21.000 --> 00:45:23.639
is one of the worst of just
you know, these things would have come
629
00:45:23.719 --> 00:45:28.079
up if people would have looked back
in their past and saved an awful lot
630
00:45:28.079 --> 00:45:31.840
of pain. It's a simple thing, but most Docs are so eager to
631
00:45:31.880 --> 00:45:36.840
get somebody they skip over that and
all the sudden money's been stolen or is
632
00:45:36.840 --> 00:45:43.239
missing or they're having all these awkward
interactions with problem and it was right there
633
00:45:43.239 --> 00:45:45.480
in the background check and they missed
it. So it's important that are you
634
00:45:45.519 --> 00:45:51.000
know again, you're paying an associate
seventy five, a hundred hundred and twenty
635
00:45:51.039 --> 00:45:53.559
Fivezero a year and there with you
for ten years. It's a million plus
636
00:45:53.599 --> 00:45:58.840
dollar investment. Spend a little money
to get this right professionally, on the
637
00:45:58.960 --> 00:46:04.440
on the front end. Yeah,
I completely agree and I will never not
638
00:46:04.559 --> 00:46:09.880
do this. I need that support
man. Time flies in on so much.
639
00:46:10.000 --> 00:46:15.199
I just really appreciate you. I
know we could keep talking and and
640
00:46:15.280 --> 00:46:17.400
you know a lot of dogs in
this car and have more questions. It's
641
00:46:17.440 --> 00:46:21.400
almost something. We're going to have
you back for a Webinar on this because
642
00:46:21.519 --> 00:46:27.599
it's so important and this is really
what's been lacking in Chiropractic for years and
643
00:46:27.639 --> 00:46:31.800
I just love that you're scratching this
itch and idle even hesitate and I think
644
00:46:31.880 --> 00:46:35.800
you guys can charge more for your
service. But, and I'm not doing
645
00:46:35.840 --> 00:46:39.000
this as a shameless plug for CAIRA
match makers, but you know, I
646
00:46:39.039 --> 00:46:43.880
really has been a big part of
my success and I really appreciate what you
647
00:46:43.920 --> 00:46:46.159
guys are doing with that and I
really appreciate you taking the time to be
648
00:46:46.159 --> 00:46:49.880
with you today. If there's any
last nugget you want to throw out before
649
00:46:49.920 --> 00:46:53.000
we we end this, please still
free right now. If you got anything
650
00:46:53.000 --> 00:46:57.480
else you want to add? No, just that encouragement that there's no better
651
00:46:57.639 --> 00:47:01.239
service based business than Chiropractic. We
impact lives. It doesn't take you're using
652
00:47:01.280 --> 00:47:05.599
your hands. have any of your
people come in, you're the only person
653
00:47:05.639 --> 00:47:08.079
that ever touches them in their life. With all this technology, it's just
654
00:47:08.159 --> 00:47:13.559
the metaverse. It's like only going
to get words. We have what the
655
00:47:13.599 --> 00:47:15.280
world needs and you know, maybe
run where. I'd say is look at
656
00:47:15.280 --> 00:47:19.079
how many people chose not to get
the COVID vaccine. What is it?
657
00:47:19.159 --> 00:47:23.920
Roughly thirty percent. That's a big
number. I remember hearing when we didn't,
658
00:47:23.920 --> 00:47:27.280
you know, we didn't vaccinate our
kids and they were born, it
659
00:47:27.320 --> 00:47:30.920
was like ninety two percent vaccination rates, and so I've got to believe that
660
00:47:31.039 --> 00:47:36.119
there's a bigger group of people that
are thinking, like Chiropractors, and again
661
00:47:36.159 --> 00:47:38.400
I see it with some of these
really successful clinics that we get to interact
662
00:47:38.480 --> 00:47:43.519
with. And so, you know, just just own the profession, have
663
00:47:43.639 --> 00:47:46.679
confidence in your service and what you're
doing for humanity in it. At the
664
00:47:46.719 --> 00:47:50.119
end of the day, that's going
to allow you to bring on people and
665
00:47:50.119 --> 00:47:52.199
give them a great living and help
them make an impact in the world.
666
00:47:52.320 --> 00:47:57.320
And it's really at the end of
the day, if we're providing for our
667
00:47:57.360 --> 00:48:00.079
families, you feel better about what
you do and that is better for the
668
00:48:00.079 --> 00:48:06.239
profession as a whole. Totally agree
and I really appreciate you and for those
669
00:48:06.239 --> 00:48:08.559
of you on this podcast, I
just want to celebrate you right now and
670
00:48:08.639 --> 00:48:13.599
tell you good job. No better
time spent than on your own development.
671
00:48:13.719 --> 00:48:16.320
So I applaud you for that,
but I just want to thank Kiro touch
672
00:48:16.440 --> 00:48:21.559
for their spirit in doing this podcast. The reason for this is to help
673
00:48:21.679 --> 00:48:27.480
chiropractors thrive and grow and reach our
full potential and, like I said before
674
00:48:27.679 --> 00:48:30.719
and like Allen just said, right
now the world needs us more than ever
675
00:48:30.760 --> 00:48:32.679
to be at our best. And
so with that, I want to thank
676
00:48:32.679 --> 00:48:36.639
you for tune and in Alan,
thank you for spending time with me on
677
00:48:36.679 --> 00:48:39.000
this and I hope you all have
an amazing day and make sure that you're
678
00:48:39.039 --> 00:48:44.239
taking care of yourself, that you're
staying healthy, that you're getting adjusted and
679
00:48:44.280 --> 00:48:46.840
that you're spending time on self care. And so, once again, I
680
00:48:46.840 --> 00:48:50.199
appreciate you and have a great day.
