Do You Know What Stage Of Business You Are In? - FB Live With Adam Robin And Will Humphreys Of Multiplexit

[00:00:00] Welcome! You've entered the Physical Therapy Owners Club podcast where your host Nathan Shields and other successful PT owners and leaders share their experience and insights on how to build successful PT businesses.

[00:00:15] They'll share the stories of their paths to success and show you how you can also obtain greater freedom and more profits from your business.

[00:00:23] That's what the PT Owners Club is all about, greater freedom and more profits. There's plenty of room for you as well so come on in and join the club.

[00:00:38] When we get to that level of leadership, we understand the relationship between quality care, changing the industry, impacting patients and being profitable.

[00:00:47] It's not one in lieu of the other. It's one causes the other and when we can facilitate an expansion of those points through developing better people and recruiting, providing better quality care,

[00:00:58] the money starts to pour in which allows us to find better people and incentivize them to write even better quality of care which pours in more money than freedom starts to leave.

[00:01:08] The freedom that I was able to experience was unreal and so much so that the anxious person that I am, not anxious like worried but like I've got to be busy, that's when it was like yeah maybe we should sell our company now.

[00:01:19] I feel like I've won the game.

[00:01:21] So I was looking through my list of people that I thought were really cool and I came across your name and I was like hmm let me think about Will.

[00:01:28] And I've been kind of in this coaching space for about a year now and I've been just kind of reaching out to people who are either the practice owners, they used to be practice owners.

[00:01:37] I've been networking with like people like D.Bills who's kind of a practice owner also has the kind of the guru thing on the side.

[00:01:42] You've been a practice owner.

[00:01:44] You've also been a part of a big merger and then a sale.

[00:01:48] You were a partner and now you've got a billing company and you're doing all kinds of cool stuff.

[00:01:52] I thought it would be cool to just talk a little bit about that journey a little bit and just specifically some of the lessons that you've learned along the way.

[00:02:00] And I was really curious to hear like if you can see like some of the same types of patterns in the PT space like the private practice owner space, do you see some of the same type of things like on the billing side and in the healthcare.

[00:02:12] What's the name of your place?

[00:02:13] I'm sorry, healthcare.

[00:02:14] The HBA, the Healthcare Business Academy.

[00:02:16] Nature and Business Academy.

[00:02:17] Yep, yep, yep.

[00:02:18] Tell me more about that.

[00:02:19] Let's start there.

[00:02:20] Tell me a little bit about your journey and some of the lessons that you've learned along the way.

[00:02:23] Yeah, you said a lot of really cool things I want to highlight.

[00:02:26] Number one, that there are different stages.

[00:02:28] Our common coach and great friend Scott Fritz says it's not the age of the individual but the stage of the business.

[00:02:33] And so it doesn't matter our age.

[00:02:35] What matters is the stage of business.

[00:02:37] And so the PT journey very easy can look like if we're not aware becoming a new grad, a tenured PT who knows what they're doing, a director, an owner, an owner, exiting starting businesses that are free.

[00:02:49] Industry facing usually starting in the consultation space or coaching space.

[00:02:53] And then after that, I mean, that's just one potential journey.

[00:02:56] I have friends and you probably do too who have just stayed in that PT owner space and we have common people in our network like Blaine Steinmeck, who's I think he's on his like 60th location.

[00:03:06] So they stay in that space and they expand and they become eventually this like multi-state business.

[00:03:11] But it's interesting you mentioned because there are unique lessons to each stage from my experience and there are some commonalities that you see all the way into seeing it again as someone who goes more business to business or B2B where I work with PT owners now and seeing some of these lessons manifest,

[00:03:28] not just for them but for me in a different light.

[00:03:31] The stage of business is interesting and as we progress through it's a journey that I don't even think we're aware of is there.

[00:03:38] We really do have more than that as an option but there most PT owners maybe not even realize that that's an option to go that route to learn, earn and return.

[00:03:47] Which is I love that phrase right like we learn we earn we return and that's basically the same thing as mentioning those stages of the business.

[00:03:53] So yeah, I'm happy to talk about that journey in any way you'd like.

[00:03:56] Yeah, I like the idea that you mentioned stages of business.

[00:04:01] We built our coaching program specifically around helping owners get clear on what stage of business they're on.

[00:04:07] We've built a like a little mini window of that to help people understand that but I'm curious, like how do you can you talk a little bit about those stages?

[00:04:17] Like how do you define those stages?

[00:04:19] What type of information do you use to define those stages of business?

[00:04:23] Yes, so what we've created in my world is something called the leadership hierarchy and there's five key stages.

[00:04:29] And that first stage on the entrepreneurial leadership hierarchy is the physical therapist who comes in and starts to just hustle like they're in that world of learning their skill set.

[00:04:40] Age one, I've got a graph and everything if you want me to pull it up.

[00:04:43] I don't know if it's relative for what we're doing but that graph was adapted from other graphs outside of PT that are similar nature.

[00:04:49] But the physical therapy stage there is just like trying to get over themselves.

[00:04:53] They don't think that they have the skills that they have.

[00:04:55] They're trying to overcome that feeling of they're not as good as the degree says they are, but they learn their skills and they think that's all they're ever going to want to be.

[00:05:03] And then the next level comes in, which is the director stage.

[00:05:06] That director stage is where they start taking on actual leadership concepts.

[00:05:11] Now given every step in this hierarchy is leadership.

[00:05:15] What's the number one job of any leader to create more leaders?

[00:05:19] And so this is the first step into that domain.

[00:05:22] When you're a director, we start looking at it from a place of building other people.

[00:05:26] Now in our industry, because there's such little support, oftentimes what happens is the directors become a default dump.

[00:05:32] All the stuff that the owners doing that they just can't keep up with, they end up giving to their director like here.

[00:05:38] You know, and there's such a difference between here, just take this from me versus what you were talking about with Nathan,

[00:05:43] which is giving plenty of space for people to grow scale and figure out their own problems.

[00:05:47] And then from that second stage of directorship, then we get into the first stage of the higher pyramid, which is that ownership level.

[00:05:54] That's when we go from being self employed.

[00:05:56] The first stage is self employment.

[00:05:58] We go open to practice and we own our job and we think that's all we want.

[00:06:02] Here's the commonality Adam in all these stages.

[00:06:04] We think that's all we want.

[00:06:06] I'm a PT and I'm treating all I want to do is treat my patients.

[00:06:09] Then you become a director.

[00:06:10] It's like, no, I want to help my clinic go right, but that's all I want.

[00:06:13] I want to treat my patients and be a part of a great team.

[00:06:15] Then we become entrepreneurs.

[00:06:17] All I want is to own my job.

[00:06:19] I want to see my, I want to make more than 80,000 a year.

[00:06:22] My dream is to make 150, see the same number of patients and have a small team work with me.

[00:06:27] But the problem is that there's gaps between all these things.

[00:06:29] And it's in solving those gaps that we rise to the next level.

[00:06:33] And then once we get to that next level above that self employment stage, then we become a manager.

[00:06:40] And I don't like the word manager, but that describes that stage because we stop begging for new patients.

[00:06:45] We're starting to actually get some flow in on their own.

[00:06:48] We're not chasing profits.

[00:06:49] We're starting to get them a little bit more consistently.

[00:06:51] And instead of like being self employed, we start looking at hiring directors underneath us and learning that stage.

[00:06:57] And then we get to that stage of like true leadership where we are effortless in our, it's not that we don't have problems,

[00:07:05] but we have a team, a real team underneath us.

[00:07:07] We have leaders upon leaders who are growing things for us.

[00:07:10] And that stage, the gap between those top two stages often exists simply because people are pretty comfortable when they have a director and they have a couple of locations.

[00:07:18] And so it becomes that comment from the book, Good to Great, that good is the enemy of great because we're comfortable at that stage.

[00:07:27] But true greatness comes from building systems and peoples at a level to where the owner can leave for a month every year and nothing goes wrong.

[00:07:35] If anything, it keeps getting better.

[00:07:36] As you guys are coaching people up that hierarchy of leadership, we do things similarly in my world in different ways.

[00:07:41] It's something that I wish PT owners were aware of.

[00:07:44] For my journey, it was painful because I didn't have as much support as I think like for example, you and Nathan are able to offer now.

[00:07:50] I've learned a lot just from hearing you talk about that.

[00:07:52] The thing that really hit me was one lesson that you learned was we think that's all we want.

[00:07:58] And I think it also ties in a little bit too good as the enemy of great because they're both the same thing.

[00:08:04] You think that this is what you want.

[00:08:06] And then when you get there, it's like, okay, I'm done.

[00:08:09] And it takes this new mindset push, this new mindset ceiling for you to break through to realize there's actually a bigger vision for yourself.

[00:08:17] You just haven't quite explored it yet.

[00:08:19] That's amazing.

[00:08:20] I like the stages of business too.

[00:08:21] And I experienced a lot of that as a business owner.

[00:08:24] We talk about stage one a lot and stage one is that hustle phase where you're hustling up new patients, get referrals in the door.

[00:08:30] We call it the Get Busy Stage.

[00:08:32] Get busy.

[00:08:33] Stage two is like congratulations, you're busy.

[00:08:37] Get organized policy, procedure, systems.

[00:08:40] You might have a team of three to four at that point.

[00:08:43] Then stage three is like now that you're organized, you get to build your team.

[00:08:48] So it's like leadership, recruiting, clinical director.

[00:08:52] And then stage four is like now we get to scale.

[00:08:54] Now we get to open up a billing company, start a coaching company, open up another location.

[00:08:59] That's kind of how we define it.

[00:09:00] And it's really, really cool being like having gone through those stages.

[00:09:05] And I still am learning a ton on the business, the clinic ownership side.

[00:09:09] But I'm starting all over on the business coaching side.

[00:09:14] I'm starting all over and I get to like relive all of that.

[00:09:18] And it's really cool going through that experience again and not feeling that sense of overwhelming

[00:09:22] and really kind of understanding like, hey, I'm just in stage one or hey, I'm just in stage two.

[00:09:26] Did you feel that had that same experience when you started in the black?

[00:09:30] Absolutely.

[00:09:31] So every single time I started something new, I went in there with a false sense of confidence every time.

[00:09:37] Like in the end, it wasn't totally false, but like I'm one of those where I was like, oh,

[00:09:42] if I could figure out how to run for locations and have them be almost autonomous,

[00:09:47] I can start a billing company with the right partner like Katie Archibald.

[00:09:50] And so when we started it, I had all sorts of like very restful evenings because I'm like,

[00:09:55] no, this is great.

[00:09:56] I'm pouring in hundreds of thousands of dollars to get started of my own money.

[00:09:59] And then he started growing up those hierarchies again.

[00:10:02] And man, what I love about the hierarchies, Adam, is that nothing's more humbling than starting over in a new hierarchy vein.

[00:10:09] The difference being when you've gone through one to a point where you've been able to experience leadership

[00:10:13] and let's be really clear, people who get to that level five leadership, they are not better people.

[00:10:18] Level five actually is a term from Jim Collins about from good to great about that special type of leader.

[00:10:23] That person is always more of a reflection of the coaching that they've received and the team that they were able to build,

[00:10:29] which is mostly due to them, but not exclusively by any means.

[00:10:33] When we start over, we don't have the team and we need a different coach.

[00:10:37] And that's the thing I've always had.

[00:10:38] I always have a coach.

[00:10:40] They're always in the industry.

[00:10:41] I want to work when I'm building in the industry, but later on, I actually diversify outside the industry.

[00:10:46] And so, yeah, it was so humbling starting in the black man.

[00:10:49] I remember one day in particular, we were the Katie and I were talking about,

[00:10:53] we've been in business for a year.

[00:10:55] And I was like, what's your first quarter theme for next year being right?

[00:10:58] And she's like, how about we turn a profit?

[00:11:01] Like, yeah, how about our company's name is in the black, which is a financial term for being profitable.

[00:11:06] And I was like, how about our theme is in the black is in the black.

[00:11:10] And our team laughed when they said that and we were actually on track for what we wanted to hit numerically,

[00:11:14] but there is nothing more humbling than watching your bank account just drop

[00:11:18] and having people you're hiring and to mishire and be like, crap, I brought that person on and they were not a good fit.

[00:11:24] And you have to fire them and all the head trash that goes with that

[00:11:27] and the sleepless nights start kicking back in and still rather do that than get stuck.

[00:11:32] It's like, I love the idea that we are potential is unlimited.

[00:11:35] I don't think we realize as leaders, our potential and our power.

[00:11:39] And I think the older I get, that's probably one thing I am learning is that like it's unlimited.

[00:11:43] One of the things that I'm really, really committed to is seeing and hearing you so that you can learn to see and hear yourself

[00:11:51] and like realize the potential that you really do have.

[00:11:54] Like in our industry, people are starving for new patients and they're looking to outsource like, I need more referrals.

[00:12:00] Or I just need this amazing billing company or I just need this amazing solution to automate my practice.

[00:12:06] And it's like, no, like you are the answer to everything you want, like helping people realize that.

[00:12:11] And once they start to see that and they started to develop that vision, that's when it becomes really, really fun.

[00:12:16] I agree. That traction of them believing one thing that's interesting to note about you though is I never felt like you needed help with that particular area.

[00:12:24] And I've always wanted to ask you who was it? Was it organic for you to already have that knowledge?

[00:12:30] Not that you were at anything other than humble, but there was this kind of like awareness of like, you know what?

[00:12:35] I can do these things.

[00:12:36] And I always that's part of the reason I thought you were so advanced when we met.

[00:12:39] But was there someone in your previous world that like showed that to you or is that something that you just developed by learning?

[00:12:44] And if so, how did you do it?

[00:12:46] Yeah, that's a good question. I'm not a super talented person.

[00:12:50] Like I'm just a normal guy.

[00:12:53] I think that the thing that drives me is mostly internal.

[00:12:57] I have this fear of regret.

[00:12:59] I have this fear of like the thing that I just don't want is to be on my deathbed and have to look at my son and be like,

[00:13:05] I didn't take the shot. I didn't go for it.

[00:13:07] For whatever reason, I can't live with that.

[00:13:10] I always find myself, I put myself in really uncomfortable situations.

[00:13:14] I see there's sink or swim and I'm a fighter.

[00:13:16] I may give the impression that I've got it figured out or something, but I don't man.

[00:13:20] I'm swinging for the fences just like everybody else is.

[00:13:23] You said the thing I was looking for which is like you have this inherent clarity of like potential negative outcome that you don't want to have.

[00:13:31] And I think that's the only healthy type of fear there is, is the fear of not banking enough on ourselves or taking our shot.

[00:13:37] That we oftentimes in physical therapy, we're so afraid to hire the coach.

[00:13:41] We're so afraid to do the thing that's going to put us in deep water because we're already drowning.

[00:13:47] Oftentimes that's the only way through and it's only in swimming forward in that way and taking those risks.

[00:13:55] I've actually never hired a coach I regret ever because everyone taught me something.

[00:13:59] Even the bad ones, I feel the exact same way.

[00:14:01] I get on these calls with people who call and they practice owners who are amazing, super smart.

[00:14:07] And they're like, we talk a little bit about what it's like to work together and we get to the end and we talk about the price just to be transparent.

[00:14:13] Like we are not the most expensive place. We're right there in the middle.

[00:14:16] But if I ask the question like money aside, like, is this something you really want?

[00:14:20] They always say yes.

[00:14:22] Yeah, of course, like I would really like I would love to do this.

[00:14:25] Really, it's not a decision on do you want this?

[00:14:28] It's really a decision like do you feel like you can pull it off?

[00:14:31] That's what we have to help people overcome. You're betting on yourself.

[00:14:34] I think it's coming from a fear of like, I'm going to spend the first time Nathan and I spent money on a coach.

[00:14:39] It was $30,000. It was a full like program that incorporated year, but it was 30 grand.

[00:14:45] It wasn't a six month gig.

[00:14:47] It wasn't a six month gig. It was a full series of programs and stuff that we were committed to.

[00:14:50] And by the way, we had social proof.

[00:14:52] We had a lot of people who were new people and had talked to people who had been through that program.

[00:14:55] They were who we wanted to be.

[00:14:57] And we were still like, oh my gosh, are we going to do this?

[00:15:00] And I don't remember Nathan just sitting across from me going, yeah, what else are we going to do?

[00:15:04] You got to get there.

[00:15:05] I think we're afraid of spending that money.

[00:15:07] Now that was a lot of money, of course.

[00:15:09] It's not like we were going to go bankrupt by spending that money.

[00:15:11] And I've known people who've gotten loans to pay for coaches because they understand what I didn't back then,

[00:15:16] which is that investment we make in ourselves is the single quintessential expression of self belief.

[00:15:22] And it's risky what if I have a bad coach?

[00:15:24] Well, do more research, but once you talk to people who are like having great results, it's like, okay, then your choice is really simple.

[00:15:30] Do you want to be stuck?

[00:15:31] Because now we're leaving the millions of dollars of what could be made, all the freedom we could have, all the trips and the months off and all the things I've been fortunate to experience.

[00:15:41] I didn't realize at the time that was the decision, all that I could be screwing up by not doing it.

[00:15:46] And I think that to me has always been like the biggest challenge and you might think, oh, he's always had it down.

[00:15:52] But if I can share a quick story, Adam, because you talk about my early stages, the first coach I ever hired, wait, this was before Nathan.

[00:15:58] So this Nathan and I is $30,000 thing.

[00:16:00] This was actually three or four years into us like being together.

[00:16:03] And my first at one point, I purchased my location from Nathan's.

[00:16:08] I was a sole proprietor.

[00:16:09] I had two locations.

[00:16:10] I was drowning and I was about to walk away.

[00:16:12] I was going to walk away from the business completely.

[00:16:14] This is in 2007.

[00:16:16] I, my wife beautifully was like, Hey, I got your back.

[00:16:20] She's my writer die.

[00:16:21] Heather goes, I will completely let you just like also port you in any way.

[00:16:26] I won't give you any resistance.

[00:16:27] But why don't before you give up?

[00:16:29] Why don't you go join this networking group called entrepreneurs organization?

[00:16:33] And I was like, sure.

[00:16:34] And I looked at it and it was $2,500, which I was like, that's insane for a monthly company.

[00:16:38] I was like, I'm not going to be there for a monthly coaching call in a group.

[00:16:41] It wasn't one on one coaching, but they have these quarterly events that they

[00:16:45] kick it off and the quarterly events you're there for eight hours.

[00:16:48] And I'm like, how am I going to take eight hours of a work week and go

[00:16:51] sit in a room and learn about business while all those patient visits

[00:16:54] aren't getting seen all those employees who are hanging by a thread

[00:16:58] because I'm keeping them together.

[00:17:00] What's going to happen?

[00:17:01] And so I didn't go for the year.

[00:17:03] I didn't go the second year I coped and then second year I was like,

[00:17:07] you know, I'm doing a lot of work and I'm like, why don't you give me

[00:17:08] the first day and then I was like, I'm doing a lot of work.

[00:17:10] I'm doing a lot of work and I bought that company and then I was like,

[00:17:12] I'm doing a lot of work and I bought that company and then I was like,

[00:17:14] I'm doing a lot of work.

[00:17:15] And then I was like, well, I'm doing a lot of work for a month.

[00:17:17] And then I was like, what are you doing?

[00:17:19] And then I was like, beautiful.

[00:17:21] And then I just started to get into the company.

[00:17:23] She goes, actually show up this time and then quit the end of 2008.

[00:17:26] Will after you've done a year of this accelerator group

[00:17:28] and entrepreneur's organization, you can leave and know that

[00:17:31] you've tried everything you can.

[00:17:32] And so I showed up for the first day in this guy,

[00:17:34] But it didn't make me feel bad.

[00:17:35] It really didn't.

[00:17:36] It was like a real like, hey, you're in the club

[00:17:38] and I'm razzing, you kind of experience.

[00:17:40] And that changed everything, Adam.

[00:17:43] That was when my whole world,

[00:17:45] I look at that moment, the day that I actually paid

[00:17:48] and showed up as when everything shifted for me.

[00:17:51] And now Scott Fritz, that guy who is the facilitator

[00:17:54] who had sold his business in 2007

[00:17:56] for an unbelievable amount of money,

[00:17:58] non-physical therapist, he and I are now partners

[00:18:01] in one of my four companies.

[00:18:02] He's a minority partner and I get to see him every week

[00:18:05] and he's an angel investor in 50 other companies.

[00:18:07] Like who the f*** that physical therapist

[00:18:10] who was going to walk away from his practice?

[00:18:12] I am a living testament that if I can do it literally,

[00:18:14] literally anyone can.

[00:18:16] It really just takes paying the money and showing up

[00:18:18] and realizing like you said,

[00:18:20] if we start over to be patient

[00:18:22] and be like, well, what's the worst option to give up?

[00:18:25] Right.

[00:18:26] I want to shout out to Heather

[00:18:28] for being such an amazing leader.

[00:18:29] We talked about like leadership

[00:18:31] like developing other leaders.

[00:18:32] And I will go a step further.

[00:18:34] I think the biggest expression of leadership

[00:18:36] is helping people commit to what they really want, right?

[00:18:39] Heather helped you realize more what you really wanted

[00:18:43] and enrolled you to take action

[00:18:46] towards what you really wanted, right?

[00:18:47] Because you said it like you didn't take action

[00:18:49] because you were focused on what you didn't want.

[00:18:51] Patients aren't getting seen.

[00:18:53] This isn't happening.

[00:18:54] All this negative, negative, negative.

[00:18:55] It's like we get all this fear junk

[00:18:58] and it's like being brave enough to say,

[00:19:01] that's all a lie and like focusing

[00:19:02] and being bold enough to go after what you really want

[00:19:05] and believing in yourself and taking action.

[00:19:07] And when you can get alignment like that,

[00:19:09] it's like I have the same story.

[00:19:10] Like I worked with Nathan.

[00:19:12] I didn't know what the heck I was doing.

[00:19:14] I was young, dumb.

[00:19:15] I was just working my fingers to the bone

[00:19:18] and Nathan pulled me out of the gutter,

[00:19:21] got me out of patient care,

[00:19:22] actually started making more money,

[00:19:24] spending more time with my family.

[00:19:25] And now we're partners.

[00:19:27] Same exact story.

[00:19:28] That's amazing.

[00:19:29] It is.

[00:19:30] And it's always those people like Heather in my world

[00:19:32] and your wife that are the writer dies

[00:19:35] and that's where I feel the most blessed, right?

[00:19:37] That story without her, totally different direction,

[00:19:40] totally different outcome.

[00:19:41] That's why I love that phrase.

[00:19:43] It's a stage not the age

[00:19:44] because not everyone has maybe some of those elements

[00:19:47] in place, not everyone has maybe an organic natural ability

[00:19:50] to like fear the thing that we should be fearing,

[00:19:52] which is untapped potential or a Heather,

[00:19:55] but we all have something.

[00:19:57] And I would say anyone listening to your podcast today,

[00:20:00] anyone listening is in that realm of powerful leader

[00:20:04] looking to tap into what they can sense as inside.

[00:20:06] It may be motivated by drowning and I want help.

[00:20:10] My experience over the last five years,

[00:20:11] I was telling you before this call,

[00:20:13] I've had the privilege of working with 93 different companies

[00:20:16] in the last three years.

[00:20:18] And my one commonality I've realized is that

[00:20:20] you can see people in their late 70s

[00:20:24] who just never listened to the podcast,

[00:20:26] who never made any steps.

[00:20:29] So if you're listening and you're like,

[00:20:30] yeah, this isn't me.

[00:20:32] Now man, you are exactly us.

[00:20:34] We are you, no matter what stage you're in.

[00:20:37] It could get, we might be out of that stage

[00:20:38] in one setting, but we're back in it in another.

[00:20:40] And each time it's another reflection of humility

[00:20:43] and realizing we're nothing without our teams

[00:20:45] and all that, I love it.

[00:20:50] Hey everybody, listen to this.

[00:20:51] I've got a great way for you to save money

[00:20:53] on your continuing education.

[00:20:55] This episode is sponsored by Medbridge.

[00:20:58] Harnessing the power of technology

[00:20:59] to help you advance your career

[00:21:01] and improve patient outcomes,

[00:21:02] Medbridge delivers over 1500 evidence-based physical therapy

[00:21:06] continuing education courses,

[00:21:08] including more than 7,000 specialized patient exercises

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[00:21:21] to the first ever home exercise program, Patient Mobile app.

[00:21:26] Medbridge has taken learning to the next level

[00:21:27] for over 200,000 PTs, OTs, ATs, SLPs and nurses

[00:21:32] and those whom they serve.

[00:21:34] For a limited time, use promo code PTOClub,

[00:21:39] promo code PTOClub to receive $175

[00:21:44] off your annual subscription.

[00:21:46] Love it, man.

[00:21:47] We talk a lot about, I just got a few things

[00:21:49] that I'm kind of thinking about.

[00:21:50] The stages of business, you know,

[00:21:52] they come with avatars.

[00:21:54] Like each stage has this ownership avatar

[00:21:56] that lives inside of it.

[00:21:58] They have the overwhelmed guy who's in stage two

[00:22:00] who can't figure out his systems.

[00:22:02] There's the fear, the woman who just opened their practice

[00:22:05] who's full of fear in stage one,

[00:22:06] trying to drum up some referrals.

[00:22:07] There's the frustrated owner in stage three

[00:22:09] who's trying to develop their leadership team

[00:22:11] and who can't really learn to let go.

[00:22:13] So, I think we're going to have

[00:22:14] a chance to learn a little bit more about ourselves

[00:22:16] and overcome that to experience new possibilities

[00:22:19] is really what helps us grow.

[00:22:20] Agreed.

[00:22:21] Question, we talk about it a lot,

[00:22:23] but I want to hear more like bullet point,

[00:22:26] like boom, boom, boom.

[00:22:27] The biggest one to three,

[00:22:30] biggest lessons that you've had to learn

[00:22:33] over your entrepreneur career.

[00:22:35] Yes.

[00:22:36] Stage one, like,

[00:22:37] I think it's a great opportunity

[00:22:39] for us to learn a little bit more about ourselves

[00:22:41] and overcome that to experience new possibilities

[00:22:43] stage one, like technically stage three,

[00:22:45] but like level one of self-employment.

[00:22:47] The biggest lesson is that there are plenty of problems

[00:22:51] that new patients don't solve

[00:22:53] because the erroneous thought I had was

[00:22:55] if I'm busier, I'll be successful.

[00:22:57] If I see more patients, I'll be successful.

[00:22:59] That is hands down the biggest lesson

[00:23:01] I learned at that stage

[00:23:02] because that mindset is what kept me

[00:23:05] thinking like I'm a self-employed

[00:23:07] and not a business owner.

[00:23:08] And you know the distinction

[00:23:09] just for the clarity of the audience.

[00:23:11] Self-employment is when we exchange our time for money.

[00:23:13] Being a true owner, a business owner,

[00:23:15] according, this is Rich Dad, poor Dad,

[00:23:17] but like a true business owner

[00:23:19] exchanges people and processes for money.

[00:23:22] That mindset of being a PT,

[00:23:24] that I am a PT,

[00:23:25] that the more new patients I see,

[00:23:27] the better it is.

[00:23:28] That was limiting the next stage

[00:23:30] being an owner who has a director.

[00:23:32] The next stage that was really clear to me

[00:23:34] was that when I,

[00:23:36] no one can ever do it better than me.

[00:23:38] The let it go part.

[00:23:39] Because all those cookies and pies

[00:23:41] at the self-employment stage

[00:23:43] really validated

[00:23:44] and I hired people

[00:23:45] and it seemed like my biggest

[00:23:46] seeming frustration was

[00:23:48] why can't I find people who are as good as I am?

[00:23:50] Yeah.

[00:23:51] These people just won't listen.

[00:23:52] They don't care enough.

[00:23:53] They're selfish.

[00:23:54] All these judgments that aren't true,

[00:23:56] which actually aren't necessarily false,

[00:23:57] but they're not the whole truth at least.

[00:23:59] That's why leadership is the key to that stage.

[00:24:02] Totally.

[00:24:03] You've got to learn leadership and recruiting.

[00:24:05] I feel like recruiting in that stage is hard too

[00:24:07] because recruiting is leadership.

[00:24:08] You've heard me say it.

[00:24:09] Recruiting is, in my mind,

[00:24:10] the quintessential expression of leadership.

[00:24:12] If a leader's number one job is to create more leaders,

[00:24:14] recruiting is basically that.

[00:24:16] It's just a matter of finding, developing

[00:24:18] and retaining talent.

[00:24:19] Yeah, man.

[00:24:20] Like that second level

[00:24:21] of just being like,

[00:24:22] no one is as good as me.

[00:24:24] Because then I remember that shift in my mind

[00:24:26] of being like,

[00:24:27] okay, I'm not the practice,

[00:24:28] but I'm still pretty much

[00:24:30] the best one here.

[00:24:31] I'm the guy on the big deal.

[00:24:33] No one knows how to treat other directors.

[00:24:35] Yeah, it was like that self-involvement

[00:24:37] that was not healthy.

[00:24:38] And then the biggest lesson I've learned

[00:24:41] at the top of that leadership hierarchy,

[00:24:43] back when I had, you know,

[00:24:44] Nathan's in Alaska,

[00:24:45] he's expanding a new concept for us,

[00:24:47] for locations,

[00:24:48] and we have a leadership team running it.

[00:24:50] I'm not treating patients.

[00:24:51] I'm not even managing directors.

[00:24:53] All I'm doing is 10 to 15 hours a week

[00:24:55] of recruiting,

[00:24:56] which is my energy bucket filler

[00:24:58] and overseeing the leadership team.

[00:25:00] Like I would be with them

[00:25:01] in their executive council.

[00:25:02] The thing that I learned at that level,

[00:25:04] the number one lesson

[00:25:05] is how profitability unlocks possibility.

[00:25:08] How opposite we're taught in school,

[00:25:10] how like you should never want profits.

[00:25:12] You should be humble.

[00:25:13] I say this all the time.

[00:25:14] I want every physical therapist

[00:25:16] to say that they want to make

[00:25:18] as much money as possible.

[00:25:20] I want to be rich.

[00:25:21] I want physical therapists say,

[00:25:23] I want to be rich.

[00:25:24] Yeah, that feels good.

[00:25:26] Yeah, dude, because why?

[00:25:28] Because it's like what the guy who owns Facebook.

[00:25:30] What's his name?

[00:25:31] Zuckerberg.

[00:25:32] Zuckerberg.

[00:25:33] Zuckerberg says don't love him personally,

[00:25:36] but like he has a couple of really cool quotes.

[00:25:38] One of them is we don't do Facebook to make money.

[00:25:41] We make money to do Facebook.

[00:25:43] When we get to that level of leadership,

[00:25:45] we understand the relationship between quality care,

[00:25:48] changing the industry,

[00:25:49] impacting patients and being profitable.

[00:25:53] It's not one in lieu of the other.

[00:25:55] It's one causes the other.

[00:25:57] And when we can facilitate an expansion of those points

[00:26:00] through developing better people and recruiting,

[00:26:02] providing better quality care,

[00:26:04] the money starts to pour in,

[00:26:06] which allows us to find better people and incentivize them

[00:26:09] to write even better quality of care,

[00:26:11] which pours in more money than freedom starts to leave.

[00:26:14] The freedom that I was able to experience was unreal.

[00:26:17] And so much so that the anxious person that I am,

[00:26:20] not anxious like worried,

[00:26:21] but like I've got to be busy.

[00:26:23] That's when it was like,

[00:26:24] yeah, maybe we should sell our company now.

[00:26:25] I feel like I've won the game.

[00:26:27] Let's start a new game.

[00:26:28] And there were plenty of times I regretted it.

[00:26:30] But now I'm so grateful.

[00:26:31] I did so grateful, right?

[00:26:33] Those are the main lessons I would say bullet points.

[00:26:35] I just gave you one per stage, but there's many.

[00:26:37] There's operational lessons, leadership lessons though.

[00:26:40] It's absolutely powerful to see how profitability

[00:26:42] really does unlock our ability to even imagine

[00:26:45] what's possible professionally personally

[00:26:48] in every domain of life.

[00:26:49] I want to just quickly touch on those.

[00:26:51] We talked about new patients don't solve problems.

[00:26:54] All problems can't be solved by new people.

[00:26:56] How do you get over that, man?

[00:26:57] Like, how do you do that?

[00:26:59] We get into this because I haven't quite figured this out yet.

[00:27:03] We get into this stage.

[00:27:04] This is what I mean, Nathan.

[00:27:05] We're talking about this same thing,

[00:27:07] but we get into this.

[00:27:08] We're leaning so heavily on our ability to hustle like we know how to hustle.

[00:27:11] We know how to build units and get that patient in

[00:27:13] and get that plan of care going.

[00:27:15] And that skill set equals success.

[00:27:17] Part of that is getting new patients in the door

[00:27:20] and we lean on that for years.

[00:27:22] We just kind of keep,

[00:27:24] we stay on that roller coaster

[00:27:26] and we oftentimes get owners who are kind of stuck

[00:27:29] in that stage of business.

[00:27:30] And it's like, we have to ask them to like,

[00:27:32] everything you think you know, like stop

[00:27:34] and do this other thing where it's like,

[00:27:36] seems like a super big waste of time

[00:27:38] and super boring and you're going to hate it.

[00:27:40] And I think the only way to get there is through pain.

[00:27:42] I don't know how else to get through that.

[00:27:44] Yeah.

[00:27:45] Beautifully how you articulated that, Adam,

[00:27:47] like that concept that we've heard over and over again,

[00:27:49] change doesn't happen until the pain of change

[00:27:52] is lesser than not changing.

[00:27:54] I said that backwards, but it's the same message.

[00:27:56] We have to feel so much pain by not changing

[00:27:58] the way we think that we eventually are forced

[00:28:00] to change how we think.

[00:28:01] To answer your question, it's different for everybody,

[00:28:03] but it all bails down to the same concept,

[00:28:05] which is education.

[00:28:06] When people can understand what problems aren't solved

[00:28:10] by having an endless amount of new patients,

[00:28:13] it does start to shift things.

[00:28:14] The obvious answers are like staffing.

[00:28:17] Every PT I've ever met is looking for a PT

[00:28:20] and that's why my recruiting company does well

[00:28:22] because people are desperate.

[00:28:23] They'll even talk to someone they've never met.

[00:28:25] That's like the tip of the iceberg of what's wrong

[00:28:28] in thinking that new patients,

[00:28:30] the biggest thing I've grown in the last two years,

[00:28:32] Adam, is marketing true marketing,

[00:28:34] like understanding that world

[00:28:36] because we don't really do marketing

[00:28:39] in physical therapy.

[00:28:40] We think we do.

[00:28:41] Yeah, we got a website and we do SEO.

[00:28:43] That's about it.

[00:28:44] When we own companies and we go to doctors' offices,

[00:28:47] that's sales, but we don't use words sales

[00:28:49] because of all the connotations.

[00:28:51] Marketing truly is putting a message out

[00:28:54] to inform and to educate.

[00:28:56] And so when we are able to understand

[00:28:59] that we are sending the wrong message

[00:29:01] when we take any client,

[00:29:03] see a therapist who understands this concept

[00:29:06] that new patients doesn't solve all problems,

[00:29:08] they're the ones who are dropping United Healthcare.

[00:29:10] They're the ones who have the courage

[00:29:12] to like look at their patient mix

[00:29:14] and say, I'm not going to work with this insurance.

[00:29:16] The uneducated bleeding heart that all of us says,

[00:29:20] well, I want to help as many people as we can.

[00:29:23] Okay, here's how we have to see when we treat someone

[00:29:27] who has an insurance that undermines the value

[00:29:30] of our profession, we are hurting future patients

[00:29:33] with that insurance on a large level.

[00:29:36] So when we take a stand for the reimbursement

[00:29:39] that qualifies us to be able to be in business,

[00:29:43] we are able to help and expand that.

[00:29:45] Now that doesn't mean we'd close our doors.

[00:29:47] We see it like two options.

[00:29:48] I take UA9 healthcare or I don't.

[00:29:50] And I have to basically worry about my doctors not sending to me

[00:29:53] and I have to worry about patients thinking we're all about the money

[00:29:55] or my employees thinking we're all about the money.

[00:29:57] No, we educate people in a third option

[00:29:59] and say, listen, we're going to every referral.

[00:30:01] We'll tell the doctors we don't take them,

[00:30:03] but we'll tell them why.

[00:30:04] And we'll have another option for them to go to,

[00:30:06] Joe Schmo down the street who's not able

[00:30:09] to learn these lessons,

[00:30:10] who's willing to sacrifice his family time

[00:30:12] and his soul to help someone for $30 an hour.

[00:30:16] Okay, like that person, great.

[00:30:17] We'll have other options for them.

[00:30:18] There'll always be those other options.

[00:30:21] Remember, we can help everybody,

[00:30:23] but we can only serve so many people

[00:30:26] so that the really savvy business owner

[00:30:28] who gets over that idea understands

[00:30:31] that they're going to serve their avatar, their ideal market

[00:30:33] and that includes reimbursement.

[00:30:35] And that's again, that's just one factor

[00:30:36] in addition to like needing to hire more PTs

[00:30:39] because I'm too busy treating at a loss

[00:30:41] all these United healthcare patients.

[00:30:43] We all boils down to education.

[00:30:44] How we see it depends on how willing to be coachable

[00:30:47] and learn and how good the coaches.

[00:30:49] But at the end of the day, all of us needs that to get there.

[00:30:52] And once we get there, we never go back.

[00:30:54] The pain in that stage is you're physically

[00:30:58] and mentally exhausted and burnout

[00:31:00] and just overwhelmed and stressed

[00:31:02] and you're losing your hair.

[00:31:03] That's what the pain feels like, right?

[00:31:04] Totally.

[00:31:05] Okay, so now we're in stage two

[00:31:07] where we're having a hard time letting go.

[00:31:09] The pain's different there.

[00:31:10] For me, the pain was my people started quitting

[00:31:13] because I was a micromanager and I was a jerk.

[00:31:15] I was a poor leader.

[00:31:17] And like there's only so many times people can quit

[00:31:19] until you have to look at yourself and be like, okay,

[00:31:21] there's no way seven people are all jerks.

[00:31:23] You're the only cool guy, right?

[00:31:26] Eventually you're going to have to look in the mirror

[00:31:28] and be like, they're quitting because of you.

[00:31:30] Has that been your experience?

[00:31:31] 100%.

[00:31:32] Dude, I remember telling my wife,

[00:31:34] it was a good day because everyone showed up.

[00:31:36] Like that was my standard.

[00:31:37] And when I remember there was this one time,

[00:31:39] to me, this next stage is the most personally

[00:31:42] invalidating.

[00:31:43] When we're getting out of that level where we are

[00:31:45] basically director owners, we're still pretty much

[00:31:48] self-employed, but we're director owners and we have

[00:31:50] a team and maybe another director underneath us.

[00:31:53] I remember having a team meeting and then coming

[00:31:56] back into the office for something and seeing that

[00:31:58] they were having a staff meeting behind the team

[00:32:00] meeting to talk about how stupid my information

[00:32:03] was in the team meeting.

[00:32:04] I remember crying like crying all the way home

[00:32:07] from work that day because it was like being told

[00:32:10] by the cool kids, you're an idiot.

[00:32:12] And I didn't think of my employees as the cool kids

[00:32:14] necessarily, but that was the feeling of just

[00:32:16] complete isolation.

[00:32:17] No one gets me.

[00:32:18] I'm the biggest loser.

[00:32:19] Clearly I'm a horrible business owner.

[00:32:21] It comes from releasing that pride.

[00:32:23] That was the pain threshold for me.

[00:32:25] I didn't care at all how much I thought

[00:32:28] I was good as a therapist.

[00:32:29] All I cared about was being somewhere at work

[00:32:32] that was safe and how do I build that safe

[00:32:34] environment?

[00:32:35] And that began my journey into recruiting,

[00:32:38] like learning how to recruit.

[00:32:40] And you're a powerful recruiter.

[00:32:42] I remember when we were working together,

[00:32:44] how you took some concepts and you just

[00:32:46] within weeks did what other people took months

[00:32:48] to figure out because you were already there.

[00:32:50] And I think that's the pain is like,

[00:32:52] I want to build a team that might just

[00:32:54] might become a family.

[00:32:55] And how do I build leaders underneath them?

[00:32:57] I no longer did a comparison of me versus

[00:32:59] them.

[00:33:00] It was what are their strengths and weaknesses?

[00:33:02] How can I serve them?

[00:33:03] And that's how we eventually got to a place

[00:33:05] where I'll never forget this day at them

[00:33:07] and I'll never forget this day at them.

[00:33:09] And I remember one of my friends

[00:33:11] who was a little girl,

[00:33:12] she was a little girl in the middle of

[00:33:14] the year before I exited.

[00:33:15] I came in to do a town hall.

[00:33:17] We had 50 employees and I walk in

[00:33:19] and they were like hugging each other

[00:33:21] and talking like, oh my gosh, it's so good

[00:33:23] to see you.

[00:33:24] And then I walk in and someone goes,

[00:33:25] oh hi, Will, how's it going?

[00:33:26] And then they saw Michelle Bambanek

[00:33:28] with the time was functioning as a CEO.

[00:33:30] And they're like, Michelle and Michelle,

[00:33:32] they hug and I was like this really welcome

[00:33:34] team member.

[00:33:35] And it's amazing leader to being seen as

[00:33:37] like, he's a great guy, he's a part of the company.

[00:33:39] We're not totally sure what he does because he's not here.

[00:33:41] That was hard.

[00:33:42] That was so weird to have all this like need for

[00:33:44] me and all this like attention negative or

[00:33:46] positive to then go to being like in

[00:33:48] the background.

[00:33:49] But from that place, that's where I was

[00:33:51] able to do some things I never dreamed were

[00:33:53] possible.

[00:33:54] It just was no longer about me or the cookies

[00:33:56] back when I was at PT, right?

[00:33:57] It's an interesting journey for sure.

[00:33:58] Painful, but very worth.

[00:34:00] That's amazing we're getting into the

[00:34:02] mid-part of Q1.

[00:34:04] We've been talking to our clients in the beginning of January, we talked about annual strategic

[00:34:08] planning, setting goals.

[00:34:10] Our clients are killing it.

[00:34:12] They're hitting records.

[00:34:13] They're smoking it.

[00:34:14] They're hiring people into their team.

[00:34:16] Many of them are at this stage of business as of today where they've never been.

[00:34:20] They've got the most amount of visits or the most amount of people on their team that

[00:34:24] they've ever been and they're starting to get pushback from their team and they're

[00:34:27] starting to try to figure out how to support and challenge.

[00:34:31] If you don't mind real quick, what's your spill on how do you be that leader that empowers

[00:34:36] and gives people space but also has a standard and how do you know when to move and when not

[00:34:41] to move?

[00:34:42] One of my favorite quotes ever is this, in case you haven't noticed, there's very little

[00:34:45] original content that I create.

[00:34:47] I am a big reflection of everything I've ever learned and I love it.

[00:34:52] I steal all that stuff.

[00:34:53] Yeah, I love it.

[00:34:54] This quote was, and I'm going to butcher it a little bit, but a team helps create

[00:34:58] a team will support.

[00:35:01] Coming up that yearly strategic planning piece, the reason that was so powerful.

[00:35:05] It took a few years.

[00:35:06] The first time we implemented things without our team being present, it was very much like

[00:35:09] we support you.

[00:35:10] Yeah, we believe that's a good thing and so on.

[00:35:12] But the second we started putting people in once a year.

[00:35:15] Now Adam, this is when things really took off.

[00:35:17] We started doing quarterly events.

[00:35:20] Our system became for the last two years of being in business.

[00:35:24] Maybe three was that there was an executive council comprising of me, Michelle Bambanek

[00:35:29] and a two others.

[00:35:30] It was over marketing and some ops.

[00:35:32] And we would get together on a Thursday and we'd spend all day Thursday off site

[00:35:37] at a hotel in a conference room.

[00:35:39] And we were taking the book, Bern Harnes' book, scaling up.

[00:35:43] We had read that book.

[00:35:44] They have a checklist, a literal checklist of what a business needs to have to be elite.

[00:35:48] Research again, very proven stuff.

[00:35:50] And we looked through the checklist and we identified where we were the weakest

[00:35:54] in that checklist and we would just spend all day talking about the biggest.

[00:35:57] We looked at our stats for the previous quarter and we'd like look at everything

[00:36:01] that was there and we come up with some general ideas of what we were missing.

[00:36:04] So that's Thursday, Thursday night.

[00:36:06] All the directors from the different locations would come in.

[00:36:09] And so it was about 10 people.

[00:36:11] We'd have this big kickoff dinner every single time at the same Italian restaurant

[00:36:15] all day Friday.

[00:36:16] We were all together with a facilitator and that facilitator would help us

[00:36:21] take what we had taken from Thursday and then with all the directors,

[00:36:25] they would piece out the next quarter strategy.

[00:36:28] Which was a direct reflection of the annual thing we did in January.

[00:36:31] This was so great because they were the ones creating that whole buy-in thing

[00:36:36] just went away because they were solving their own problems.

[00:36:39] I learned that my greatest skill was being authentic as a leader

[00:36:43] and saying, hey, guys, I don't know how to do vacation coverage.

[00:36:48] I don't.

[00:36:49] I'm offering four weeks, which we did.

[00:36:51] And none of you can take it because we don't have coverage

[00:36:54] in the middle of nowhere Arizona.

[00:36:56] Like, what do we do?

[00:36:57] Like, how do we solve that?

[00:36:58] I got to be honest, I need your help.

[00:37:00] And then putting them in a space where they could collaborate and create it.

[00:37:03] And I was totally engaged.

[00:37:04] It's not like I had my hands off, but I learned that when you have the right

[00:37:08] people, then they create the right solutions

[00:37:11] where people are having a hard time buying in boils down

[00:37:14] for each employee one of three things.

[00:37:17] Do they know their product?

[00:37:18] Can they name their product?

[00:37:20] So knowing and naming is the same thing.

[00:37:22] Do they know how to get it and do they want it?

[00:37:25] There's a willingness factor.

[00:37:26] If all your employees and leaders are matching those things,

[00:37:29] that's a check mark.

[00:37:30] Yes.

[00:37:30] On those three elements, then it's a matter of creating space for them

[00:37:33] to be able.

[00:37:34] And the technology we had a facilitator, we had the book having space

[00:37:37] for them to collaborate together to address the big rocks that need to be

[00:37:41] moved.

[00:37:42] And when they move them, the buy-in was immediate because when you have 50

[00:37:46] employees and you have not just the executive council, but your own

[00:37:49] director saying, yeah, this is why we're doing this guys.

[00:37:51] And they're talking from a place of complete buy-in.

[00:37:53] No one ever questions it.

[00:37:55] And then we'd make a fun theme.

[00:37:57] So after that Friday, we would make a theme.

[00:38:00] I remember once it was in the jungle, we played that Guns N' Roses song.

[00:38:03] Everything was decorated.

[00:38:04] All the leaders, base painters, animals, we were talking about how like

[00:38:08] we're in the jungle, we're coming out of it.

[00:38:09] We're animals.

[00:38:10] We can do this.

[00:38:11] We had a quarterly goal and that goal was attached numerically to a reward

[00:38:17] if we hit yellow and a super reward if we hit green.

[00:38:20] And then at the end of that quarterly event, every employee down to the

[00:38:23] tech, one thing that they were going to focus on for that quarter to help

[00:38:27] move that initiative forward.

[00:38:28] That was the golden years of my experience professionally and wanting

[00:38:31] a PT practice, just being a part of that and watching the culture

[00:38:35] shifted how people would eliminate C players on their own.

[00:38:38] A C player couldn't find a home in our place because they loved

[00:38:41] the company so much.

[00:38:42] That was a long answer to say, given a shared common goal and the

[00:38:46] ability to get the right people on the bus pointing towards that

[00:38:49] goal eliminates all of that other stuff.

[00:38:52] I agree, man.

[00:38:53] Dude, super powerful.

[00:38:55] Biggest lessons.

[00:38:56] Number one, new patients don't solve all the problems.

[00:38:59] There's some problems that new patients can't solve.

[00:39:02] Number two, learning to let go and learning to empower others on your

[00:39:06] team to make decisions.

[00:39:08] And then number three, profitability unlocks possibility.

[00:39:13] That's awesome, man.

[00:39:14] Can I add one more?

[00:39:15] Yeah.

[00:39:15] This is the lesson of all lessons and I want everyone listening to

[00:39:18] just really dial in on this after going through this journey.

[00:39:21] And after realizing that work is a ball made out of rubber and my

[00:39:25] family is this glass ball I can't drop.

[00:39:27] So I dropped that rubber ball so many times I've worn the floor thin.

[00:39:31] And having done that, not just as a PT practice owner, but now

[00:39:33] as a medical billing owner.

[00:39:35] And now is it the other companies I have, I've come down to this one

[00:39:38] realization and it goes back to what you said Adam that I matter.

[00:39:41] My life matters.

[00:39:43] And it's not that I'm better or worse, but that I am enough

[00:39:46] that I am worthy that I am capable.

[00:39:49] And there are days that I know it, there are days that I hope it's true.

[00:39:54] And there's even some days I believe it, but no matter what day it is,

[00:39:57] after all this failure and leaning and learning how to collaborate

[00:40:00] with great people like you at the end of the day, my life is important.

[00:40:04] And that is something I hope everyone listening will start to resonate

[00:40:07] with is that at the end of the day, that's the only lesson that matters.

[00:40:09] Amen to that brother.

[00:40:10] Will, tell us a little more about, I know you got a podcast

[00:40:13] that you just started, you got in the black, you've got health care

[00:40:15] business, Caterbie. People want to know how do they find you?

[00:40:18] How can you help them? Tell us a little bit more about that.

[00:40:20] I appreciate that. I am launching a podcast I'm super excited about.

[00:40:23] We're in February recording this.

[00:40:25] It will be in April at the latest.

[00:40:26] It's called The Will Power podcast.

[00:40:28] That's my way of introducing powerful people like one Mr.

[00:40:33] Adam Robin, who is one of my first guests to the world.

[00:40:36] They're short podcasts. They're 30 minutes.

[00:40:38] They're meant to be every week.

[00:40:39] I'm also going to be doing a dial in call in episode where people can

[00:40:43] call in anonymously and ask me anything.

[00:40:46] And I'll coach them there on the call, whether it's a 15 minute

[00:40:49] or 30 minute or even hour.

[00:40:50] I think that's the main thing I want people to hear about on this episode

[00:40:53] is just that I'm going to that podcast from there.

[00:40:55] It can learn about the four other companies that I'm associated with.

[00:40:58] But at the end of the day, that might be a great way just to kind

[00:41:00] of stay in the ecoverse and start to hear a little bit more

[00:41:02] about what we're doing to help PT owners.

[00:41:04] And we're huge supporters obviously of you and Nathan.

[00:41:06] I love what you guys have meant to me personally and I'm so grateful

[00:41:10] for the universe putting both of you guys in my path.

[00:41:12] I'm so excited to see what you guys are building.

[00:41:15] Yes, sir. Thank you, man.

[00:41:16] Hey, let's do this again in a couple of months.

[00:41:18] I love it, brother. Tell Heather said hi.

[00:41:20] Will do peace out, man.

[00:41:22] Thank you.

[00:41:25] Thanks for joining us today in the physical therapy owners club,

[00:41:29] the resource for stability and freedom in your PT practice.

[00:41:32] Reach out and join the network today.

[00:41:34] Subscribe to our podcast, get links to social media

[00:41:37] and access all of our episodes with show notes at PTO club dot com.