Episode Transcript
WEBVTT
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Hi Everyone. Thank you for joining
us for another episode of catch up with
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Cairo touch, our podcast series where
we talk about the state of the Chiropractic
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Profession, best practices and recommendations to
manage and grow your practice and share expert
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advice with a variety of guest speakers. I'm one of your hosts. Dr
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Brian will ask. I'm an account
executive with Cairo touch, for I consult
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with Chiropractors to determine which software solution
is best for them. Today we have
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Dr Ron Sims with us to talk
about the four stages in business. Dr
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Sims is a twelve year Chiro touch
customer and, as the founder of back
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to health chiropractic in northern California,
where he has two locations in multiple associate
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doctors, he's a passionate health educator
and life coach to his clients and community.
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Dr Sims is a health and wellness
expert and has become a regular teacher
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and coach to over fifty greater Sacramento
companies, community organizations, schools and churches.
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It is great to have you today, Dr Sims. How are you
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hey? I'm doing well, Dr
Brian. Thanks for having me on.
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You are a phenomenal speaker. You're
a great educator when it comes to business
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and Chiropractic and we had you on
our webinar series a few months ago,
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I think was about five months ago
now, where we went through a myriad
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of different topics related to covid and
Chiropractic. So I wanted to have you
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back on on this podcast so that
we can kind of chat about, you
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know, the state of business and
Chiropractic and how you can really build successful
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business like you have and on Northern
California. I love your mission. I'm
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on board with that. So we
had spoken before about done of the four
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stages of business launching, building,
scaling and exiting. So can you kind
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of get into that detail? They're
starting at the beginning of kind of launching
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a business. A lot of chiropractors
want to own their own business, which
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I think is noble, but not
everybody's cut out for that, nor are
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they educated about how to do that. So these kind of kind of wing
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it, you know, we're kind
of the kings of the wings, you
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know. We just kind of go
for it and without really any strategy.
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And for me, I associated with
a great mentor for five years and that
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really helped me kind of learn really
how the business part. You say,
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the launch. You know, as
an associate in a sense you're launching in
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that you're trying to build your own
associate practice within a greater practice. As
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the owner, you're looking to reach
your mission more effectively and you know that
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some point, if you're a volume
chiropractor, like I've been blessed to be,
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at some point you hit the ceiling
to where you realize that your mission
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ends with you and that's that's a
realization. I need to really think about
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that. Scaling. You know,
a lot of chiropractors die on that build
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hill or they build this practice with
all their might and they have spinning plates
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in the air and they just can't
seem to keep it together and and they
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get a lot of new patients but
they can't convert them. Then they convert
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a lot of people, but then
the new patients go backwards and they just
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can't seem to figure it out and
it's because they don't have the business acumen,
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the little details. You know.
So for us, that that that
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scaling is the hardest step to go
from build, build, build, to
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now scale and bring on the associated
take some faith that it takes a lot
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of planning. So you started out
there. You mentioned that you associated for
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five years and that's kind of the
business model I think a lot of chiropractors
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go through. As you come out
of school, you've just passed your boards,
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you're eager, you're hungry to adjust
and treat patients, but you don't
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really understand all the aspects of the
actual business and I think that that associate
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ship does a lot for chiropractors to
kind of get their feet wet with,
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you know, getting into the kind
of the nuts and bolts of the business.
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Is that really the way it worked
out for you? Yeah, you
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know, for me, I think
in that process that's how it worked for
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me, because I feel like I
personally had some natural leadership gifts and always
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had kind of entrepreneurial spirit. But
I think Chiropractic we need a team up
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more, we need to create more
systematic practices if we're really going to reach
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our mission of helping. Beyond your
and my ability to help individually in the
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in the practice, in terms of
adjusting people, at some point I hit
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my my ceiling there and my mission
just stops and that's a frustrating thing.
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And so for me my vision was
always much greater than me. And so
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yeah, I think associated ship helped
me a lot, but for a lot
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of people helps them realize, gosh, maybe I am more of a team
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player. Like one of my associates, Dr Christmas. She's phenomenal. Well,
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the greatest chiropractors ever been adjusted by
and passionate empathy, I mean just
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the package. And but she doesn't
want to own a business. She wants
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to leave it like five o'clock and
go home and be a mom and all
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that. So I think associate ships
help you kind of figure out, you
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know, do I have that leadership
to really own a business, or should
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I is have a really good associate
practice and kind of own that be part
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of a team? And so I
don't think. I think too many chiropractors
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don't have the gift of leadership or
they didn't get it developed properly and they
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go out and start these practices because
they're going to run their own practice and
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then they realize how hard it is
and then they try to sell it later
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and to exit it and they get
fractions on the dollar. You know,
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they just don't get what they thought
it was worth because they were the practice.
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That totally makes sense. So when
you are when you're going through that
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early stage of kind of figuring out
who you are and so you do want
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to go out. So you're like, you know what, I'm ready to
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do this. Do you think that
first logical step there is building that business
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plan, you know, writing it
down, having that vision? I always
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like to start with the vision of
where I see this practice going, Lord
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Willing. For me it was I
wanted to have a high volume, multi
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associate practice when I started this in
ninety six, and so for me that
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was my vision. I had a
real clear vision on that and I knew
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it was going to be associate centered. I knew it's it was going to
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be me and I tell my associates
and I'm still practicing, I'm still adjusting.
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I'm fifty five years old. I'm
in the adjustatorium since I was twenty
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six. So I know what it's
like to be day to day table side
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and I don't want any of my
associates in my practice to grow through my
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dilution. I want them to learn
how they attract new patients and how to
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convert them to a new way of
living and thinking and new lifestyle and how
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to retain that relationship over a long
period of time and how to do that
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in practice while building phenomenal teams of
people. So for me the vision was
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first. The second thing was the
mission plan, like how do you do
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that? And I've always had coaches
and I will always have a coach.
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I always want somebody who's going to
give it to me straight, if you
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will, Brian, you know,
and tell him tell me, yeah,
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Hey, sims, you got you
got to work on a few things here,
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buddy. So that's been huge for
me, is that humility of always
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having a coach. Always have them
so important to me so I could pour
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into others. It's hard to pour
from the empty bucket, man, you
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need to be poured into. So
to me that's why we should team up
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and Chiropractic to to be missional.
And then our purpose are why? As
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really we want to adjust and educate
as many individuals and families as possible toward
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optimal health and wellness. That's just
our purpose, and so we kind of
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put all that on paper. And
you know, I've read a lot and
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I really like Wickham's work on in
his book traction. I also read his
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book. It's about the CEO relationship
with his integrator. So he has a
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business plan on two pages. So
I tell my associate it's if you want
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to have your own business, you've
got to get it on two sides of
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papers. Got To have your your
marketing plan, it's got to have your
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your purpose, your mission, your
vision, it's got to have your problems
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list, you know the areas you
got to work on, your projects or
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hundred eighty day projects, all that
stuff. So I think a lot of
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kids don't go in to practice with
thinking about stuff like that. They just
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want to try to go to this
final screening, get ten new patients and
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just hopefully take off on it and
see how it works. You bring up
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such so many good, valid points
there and I think that that's so that
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we have to kind of unpack a
little bit of it is chiropractors in general,
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and that's why I said that beginning
stages you have to have that why
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right. You have got to you
talk about optimal health and wellness. Everyone's
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going to be a little different,
like you said, a kind of all
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wing it sometimes in Chiropractic. But
having that why and developing that why,
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I think is one of the most
important things we've even mentioned here. Can
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you kind of go into more more
detail as to how you communicate that towards
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either your associates or to your patient
base? That general purpose for me is
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my patients and I have a wonderful
relationship and I have the freedom to enlist
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them in helping me reach our mission, and we're very focused on that.
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We educate our practice members continually many
formats. We engage them. We constantly
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are learning and growing so we can
continue to refine our offering as it relates
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to wellness and Chiropractic can corrective care
and all that goes with that. But
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that why, man, if you
don't have that why, you need to
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find a team that has a why
you can get behind, you know,
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and that's why I just believe there's
strength and numbers. If I'm going to
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reach my true mission, if I
have a finally tuned team with five to
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seven, ten doctors, whatever your
vision might be. For me it's I'd
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love to have at least seven associates
over three locations. Right now have two
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and four, so I'm on my
way. But I think having that big
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why is got to be above yourself. It's got to be missional. It's
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got to be can't be about Brian
and Ron. If we really, really
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truly want to live that out,
there's going to be some humility when you
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start to scale Brian. There's some
really cool fruits that come from that.
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For me, I walk through my
practice through the day and there was a
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room full of people waiting to get
their spines checked. Socially distance, of
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course, we have a good system
in place for that, but I walk
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the gauntlet and saw everybody wait and
see Dr Krista. You know, it's
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great that nobody knew me. I
felt anonymous was quite nice. There's a
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sense of like one lady goes what
doctor's that and I thought, okay,
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I've created a scalable entity. Now
you know where. It's not all about
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Dr Ron. You know, back
in the day I always wanted that attention
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early on. It kind of feeds
your ego a little bit, like,
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Oh, it's good to be appreciated. Right now, for me, it's
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all about building strong teams of people
that are behind the mission. I think
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that is probably one of the most
important things that we're going to talk about
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here today, because I don't think
that people understand that because, again,
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we said before, Chiropractic you kind
of do what you want. And yes,
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it is nice for you to be
able to walk in on that practice
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and people know who you are.
You want that family care, wellness and
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and that's wonderful. But if you
truly want to scale, you have to
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build like that. You have to
be able to if, like you said
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before, if Dr Ron's not there, well, the practice still goes right.
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It's not about you, but it's
about the business you've built. So
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how do I get there? What
do we do to scale that? How
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do we take those practice as next
level? What if, she said,
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is already the hardest to do,
how do we do it? Can I
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say that for me this has been
a twelve year maturation in that I kind
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of got to a place in my
practice for I began to realize why.
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I don't really have that solid of
a why I didn't like our mission,
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even though we were serving a lot
of people and it was all about me
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and I just was it was basically
pure horsepower on my part, which,
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again, it's not a practice you're
going to exit with grace. You're going
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to sell it a discount versus if
you create a true business that you now
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I personally am less than thirty five
percent of the revenue generation. So that
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was kind of my goal, is
to get below thirty, but not through
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dilution, through the growth of my
associates. In other words, I didn't
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want them to grow because I shrunk. I don't like that model. I
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don't think that serves chiropractic very well. I will shrink some day, though.
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Dr Brian, you want to build
that practice, not because you're seeing
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less, but because the actual company
is growing. Right. That's right.
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And if you can take yourself out
of the equation and you can still have
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that solid business, that's growing business, that's where you need to be.
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I mean, is it systems?
Is it people? Is at the vision?
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Is At all coming together? It's
like a CEO finishing schools. What
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I think chiropractors need to go through. It's what I'm going through. I
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keep going through that and for me
it's you know, obviously you got to
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have robust marketing plans, you've got
to have internal marketing initiatives, you got
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to have outside in initiatives, you
got to have digital and web and social
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initiatives. We have to attract new
people to Chiropractic. But then you have
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to have the systems and the process
in the procedure and the consistency and what
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I callt you know, really the
clarity around your offering and how you present
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that to the public and how you
build your team to represent that on your
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behalf and build that true business at
true brand. And then you know you
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have to retain those customers. So
there's a lot of little details. Is
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that you make one small little mistake
in your process procedure and all of a
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sudden you're wondering where Mary and Joe
are, you know, and where what
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happened to the other lady that really
connected with in the report? Haven't seen
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her in like two weeks, and
you start seeing these holes in your bucket,
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going what was going on? And
we go we don't spend the time
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training. We train ninety two three
hours a week, but we have meetings
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and trainings and we have preshift huddles
and every employee on my team has a
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scorecard. We have a score board
which is continually live action of what's our
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marketing looking like? How many new
patients do we have from Xyz? How's
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our new patient load. Then how
many are we converting? What's our conversion
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percent? How many are we keeping
after a month, for month, Twelve,
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month, twenty four? So we
believe that you don't reach your goals
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by really what you want is by
what you measure. So we have a
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really strong measurement system that we look
at everything, and so we can then
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tailor our training to our specific associates
or team members to say, Hey,
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it's evident that you're struggling and retention. You know, you need to focus
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on x, Y Z, maybe
more report of findings and more report of
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finding ourster you sit down with your
client after a reexam and go over the
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results, after they've improved, you
know, and having those times where you
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really reconnect with them and reclarify their
goals. And we do annual resigns with
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our practice only because we wanted like
sit down with you and go are you
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still into wellness? Do you still
want to be the best version of yourself?
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You still want to avoid catastrophe?
Okay, good, let's keep the
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same program and so, anyway,
for me, we look at numbers and
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metrics to determine how to train in
the attraction, conversion or retention paradigm.
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That is a normal way of life
to I mean in any business or any
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job, everyone has some sort of
numbers or metrics that you're being measured by.
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So why not utilize that in your
practice? And now you can get
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a measurement. It's just like you
kind of talked about when it comes to
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developing your team right and having a
coach. You are the coach, you're
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the leader, but it's all that
comes down to accountability. You have a
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team. If you're a chiropractor and
you've got six other chiropractors that you kind
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of meet with, you've got that
accountability or you've got a mentor they're giving
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you that and of Hey, like
you said, Hey, Ronnie, need
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to be doing this. Well,
that's check it on you. You have
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that set up in your practice where
you're we're checking on everybody else. We
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need to be able to get to
these places to meet our goals. So
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track it, used reports, use
different practice management systems like Cairo touch,
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whether it's CAIRODUC or not. You
need to be still need to be doing
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that to maintain optimal growth and accountability. That's right. Your spot on,
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and so for me that looks like
every practitioner, my team has really went
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to scorecard of the attraction, conversion, retention in team building domains and within
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that key performance indicators. You know, for me that conversion percentage at what
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we call our three which is report
of findings when they actually start care are
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for is, for us a four
month reexam and how they do in those
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visits and how they communicate where they're
at and how they objectify their improvement is
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really kind of for us what you
got to get good results and you got
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to show the results, you got
to objectify it and you got to make
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sure you hold people accountable. So
for me I had to hold my associates
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accountable and they hold me accountable.
You know, we have these key performance
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things like I need to work on
this, and one associate he's got to
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work on this one thing where you
just need to tighten it up, and
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he knows that. He's now seen
through his numbers and through the training,
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that these little weak spots he has
in his management of his practice is why
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he's not reaching XYZ goals. We
started with you, which we did you
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our Webinar series with you right at
the beginning of covid right if you go
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with our first Webinar series guests.
We did three of them with you as
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phenomenal and part of that was US
talking about the idea that you have an
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opportunity as a chiropractor right now to
really make your mark and we're essential business,
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and so what better time right now, during a pandemic and a health
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crisis, to become the leaders and
healthcare. So for you guys, have
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you have you done that? What
has been successful for you that you can
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help share here? We immediately just
kept a positive attitude. People were confused
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afraid, so we had a lot
of conversations via email, via personal phone
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calls. We did see our practice
shrink, like everybody else, but we
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rebounded a lot quicker than we thought
and we're actually seeing more patients per week
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than we were pre covid right now. I don't know if that's what's going
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on out there, but we just
feel like people are at home their tents,
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they're anxious and they're having more flare
ups. They're doing more home projects,
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they're taking on new workout program we
are seeing a lot of new patients.
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So most of our growth has been
through new clients and we still have
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a fair number of people that are
still sheltering in place that haven't come back
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to us that eventually when they will. So I think covid'll probably help us
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because we've just stayed positive, Brian. We focused on getting great results and
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talk about what we can do to
make our bodies more resilient and more adaptable
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and how can we build our immune
system. So that's been kind of our
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messaging. Is Tomorrow, for instance, I have a corporate relationship where they
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have threezero employees. They're doing a
digital healthfare tomorrow and I'm their keynote speaker
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and I'm speaking on how to super
charge your immune system. And so we're
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just staying positive. We're educating and
we're teaching the CHIROPRACTIC principles above down,
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inside out. We're teaching holistic lifestyle
and we are doing our best to just
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digitally be in front of everybody on
a daily basis and Instagram, facebook and
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again, digital events. We've transitioned
all of our education systems onto digital so
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that all of our clients are getting
our videos on exercise, on just health
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information. So we continue our core
value of passion education through this time and
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I believe that's why we've grown.
Also, I believe we have a pretty
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strong business model and so we don't
really have a lot of big prepays.
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We try to keep people in the
here and now financially. So a lot
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of practice struggle with that where they
get prepais and I'll sudden something happens in
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the people that prepaid aren't using the
visits they prepaid for, so they want
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to refund. You know, it's
like Ah, so there's just business practices
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for me that really, I think, helped shelter us during this time.
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We didn't lay off anybody and we've
we've been growing again through positivity. What
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kind of comes full circle with our
whole conversation is you have to have that
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mission and vision right and then we
always talked about before and when it comes
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a scaling and building, being able
to have the internal the external marketing.
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It's staying positive, like you said, getting that message out there. It's
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all part of the mission, it's
all part of the vision. That's also
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part of the business. It's also
having the correct marketing systems in place to
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correct you know, practice management or
software in place to be able to go
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through tougher times, because nobody could
have predicted this, but because you had
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a solid foundation, you're completely fine. That's right, and you have to
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really pivot. So then we kind
of get to the exit strategy. Right,
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they'll kind of the last principle here
is what's next, right? What
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happens when you're end of your career? Do you just hang it up?
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Yeah, there's several models that work. I have a friend the Midwest who
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is now selling his practice to his
for associates. It's about a one point
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five million dollar transaction. So built
a beautiful, big associate based wellness corrective
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care practice and so now he's exiting
with a nice founder's fee. Some doctors
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like my mentor, who did this
for a while. He would work in
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his practice a day and a half
a week and he would come in and
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do team trainings and see his wellness
patients and then he built his coaching business
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on the side and then just recently
sold his practice. So there's that model.
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And again I don't think the model
is to try to build up your
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practice just all about you and then
sell it and expect you're going to make
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a big profit. You just not. If you build a true business and
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you go exit that there's going to
be a lot of options for you and
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it's going to be a better multiple. I mean, why is it that
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Chiropractic can't be like other businesses that
you hear of that sell for multiples of
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their their revenue? You know why
is that? And I think it's what
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we've talked about today, and that
is we don't really build true businesses.
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We all build really good jobs for
our selves. So in that model you
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have to save a lot of money
because you're not going to get as much
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as you think in the end.
So you better say it a lot so
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you can justify walking away or selling
in a discount. So those are kind
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of just some thoughts I have on
I think we got to be in teams
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going to build true businesses. Hey, and what about this? What about
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having true businesses where your associates have
ownership? So I think for the young
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Chiropractor, if you're an entrepreneur on
your leader, just message me or something
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and I'll talk to you offline.
But there's some first steps you can take.
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You know, obviously right at your
vision, like you said, Brian,
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and get a business plan going and
read the right books and ask yourself
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the right questions. Well, this
has been phenomenal. kind of to wrap
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it up then, kind of bring
a full circle. Where can people find
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out more about you? Where could
they message you? We're back to health
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CHIROPRACTIC, back to health family care. On instagram we do some really fun
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videos and educational moments. But yeah, you can through our website. You
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can email me. Oh, that's
perfect. Well, thank you so much.
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Thanks again, Dr since we're taking
the time today to share your experience
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knowledge with our listeners, it will
help a ton of people yet again.
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So thank you and thank you to
our listeners for tuning in to catch up
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with Cairo touch. You can always
email us at podcast at Cairo touchcom.
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Again, that's podcast at Cairo touchcom. Feedback, questions, recommendations on guests
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00:21:44.130 --> 00:21:48.759
and content, and remember to tune
in every week on Itunes, spotify or
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wherever you consume your podcast. Thanks
again for listening to catch up with Cairo
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touch.
