Retain Top Talent With Better Clinic Culture

[00:00:00] I just wanted to create something. I don't know. I enjoy suffering. I don't know what it is. I was always an athlete who liked to push myself physically and mentally. I just saw this as a challenge and I wanted to conquer it. I don't know. I was just kind of bit by that entrepreneurial bug.

[00:00:24] Welcome to the Private Practice Owners Club. Your hosts and coaches, Nathan Shields scaled his practice and exited for millions, while Adam Robin went from working 60 hours a week in one clinic to scaling to multiple clinics while working less than four hours per week remotely. This podcast is meant to share with you exactly how they did it and how you can build a business that supports the lifestyle that you truly desire.

[00:00:47] And don't forget to join the Private Practice Owners Club community on Facebook, where we are obsessed with providing even more resources that help owners just like you win the game of private practice. Hey, it's Nathan. Quick heads up for all the private practice owners who are listening.

[00:01:10] If you've been listening to the podcast for a while, you know that it took me at least 10 years of grinding in my own clinics before I finally figured out how to scale and sell my four practices for seven figures and about three times the national average. The biggest shift wasn't some secret marketing hack. It was how I thought about profit systems and actually my role as the owner.

[00:01:33] That's exactly what we're going to be working on together with you at the High Performance Practice Conference this fall in San Antonio, Texas. From October 15th through 17th, Adam Robin and I are hosting a three-day hands-on event for PT, OT, speech, mental health, PEDS, pelvic floor, and medical practice owners who want to build clinics that are profitable, scalable, and best of all, don't depend on them 24-7.

[00:02:02] We'll dig into simple profit and KPI frameworks, real leadership and culture work, and practical systems you can take home and plug in with your team. So if you're doing roughly six to seven low figures a year and you want your clinic to feel more like a real business and less like a job slash cage, I'd love to see you there. Frankly, I'd love to see you bring your leadership teams as well because we will have breakout sessions for them too.

[00:02:27] You can get all the details and grab your seat at the link in the show notes. All right, let's get into today's episode. Welcome everybody to the Facebook Live Private Practice Owners Club. Me and Adam today talking about creating an excellent culture that retains talent. And it's something that's fundamental.

[00:02:49] I mean, a lot of us are opening practices, starting practices with the idea that, well, if I'm going to be doing this, I might as well be in a place that I like, a place that I love. At least be doing it my way, right? So that's one of the fundamental reasons why people open their practices. There could be many reasons, but a lot of it is like, I'd rather do this my way if I had the choice. Was that part of the reason why you got into private practice? I think I was just a psychopath, honestly.

[00:03:19] What do you mean by that? I mean, I just wanted to create something, you know? Like, I just wanted to like, I was always like, I enjoy suffering. I don't know what it is. It's like, I was always like a athlete who liked to push myself physically and mentally. You know, and like, I just saw this as a challenge and I wanted to conquer it. And I don't know, I was just kind of bit by that entrepreneurial bug. Yeah. And I'll admit it.

[00:03:44] I was like, if I'm going to, if I'm going to raise a family, I don't want to be reliant on a salary. And I know I can make more as a private practice owner. Yeah. As I started doing that and financially was doing better and better, I started hating my practice a little bit more and more. Yeah, really? Because, yeah, because it was like, it wasn't, there were aspects of the job that I hated. But it was what I created, right?

[00:04:10] Either out of abdicating responsibility, out of ignorance or naivety. It could be a number of things. But I was ultimately responsible for the culture that I created that I didn't like. So it was like, well, you have a company that you don't like working in and that's your fault, right? And it was my fault. And so I think that's why it's important to talk about culture because not only is it the way for us to gain fulfillment in our practices,

[00:04:38] but it's also like the title says or the subtitle says it's a way to retain talent. People aren't going to stay in places that they don't like, especially if they have a choice. Yeah, there's so much to go into that. Humans are weird, man. Humans are weird. We're weird. It's like, it's hard to keep that balance where people, you're kind of, you're challenging them just enough. You're giving them some sense of purpose and fulfillment.

[00:05:03] You're also able to draw boundaries in a collaborative way that makes them feel heard. You're also compensating and motivating them appropriately. All those stars have to kind of align, right? And then maybe if you get it all right, they might not quit. Maybe not. But if there's one reason why they would quit, we can think about some of those reasons. And those are, it could be financial.

[00:05:31] It could be, I know a lot of studies have shown that it is a lack of respect or appreciation for their supervisors. And that could definitely tie to a culture or maybe not, no buy-in to a bigger purpose or mission of an organization. Some people are motivated by that. And so if they don't have that higher calling or don't know that they're working towards that higher calling, they might lose energy, steam. Try to find that somewhere else, right? Yeah.

[00:06:02] So for me, when we're talking about culture, I tend to always fall back on purpose and values. Yeah. You'd like to operationalize it. Yeah. Where do you, when I talk about culture or when we talk about culture, where do you instinctively fall? What do you start thinking about? I think that the way that I think about it is depending on, because you're always learning, right? The way that you think about it today is going to be different than the way you think about it tomorrow or next year. So I don't think you ever like master it.

[00:06:30] But right now, the way I think about it is really in two ways. I think it's culture is the energy that you decide to bring every day as the owner or as the leader. Like it's going to start rise and fall with the energy that you bring. Like you don't have the luxury of, I mean, so what if you hate it? You got to figure out how to be happy today and you got to bring energy and you've got to get people inspired by your energy. You have to be a believer, right?

[00:06:59] So I think that's number one. And then number two is really quickly. Yeah. Don't forget number two. Okay. So I'm not necessarily the raw, raw type dude. I'm pretty. Yeah. That's true. Right. But I knew that wasn't necessarily the environment that I wanted in my clinic. So there was that juxtaposition. Like I'm not the raw, raw dude, but I want some of the raw, raw stuff around me. You got to hire those people. All right. That's exactly what I was going to say.

[00:07:28] The people that brought that and were in alignment with me are people that I tried to set up or somehow allow them to step up and step out and do more of that or encourage more of that or show gratitude towards that. Because I knew that it wasn't going to come instinctively from me and to do so could be inauthentic. And so I had to find people who had that and let them grow.

[00:07:58] That's awesome. I think that's great. But I do think that defining, you know, maybe you can, maybe when I say energy, you might say purpose and values is I think it's kind of the same thing. Right. It's like my thing is like I want to show up with optimism. I want to show up with positivity, gratitude. I want to show up with a sense of encouragement and a sense of collaboration. And I actually want like I want people toned up a little bit. Right.

[00:08:22] Like I want people to be grateful for being, be excited about being at work, even if it's hard. So I think that's a decision that the leader has to make and has to model. The other number two, get back to number two is I would say the ultimate driver is firing people who don't belong. I think that's the ultimate driver. Right. Now, maybe firing is a harsh word, but maybe another way of saying it. You can say that.

[00:08:53] Protecting that energy. Right. Protecting that energy in a way of like, hey, there's only like I can't allow people in my bubble that are going to deflate that. And I'm willing to make hard decisions if that's what it takes. I remember when I started getting into the Gary Vaynerchuk stuff. I don't know if you know Gary V. He's on LinkedIn quite a bit and he's inspirational, motivational.

[00:09:23] But one of the things he says is a lot of times owners will find that their most productive people just don't align with the values. And so they turn a blind eye towards their malalignment simply because these people, they crush it. They bring in money. They are productive. Right. Maybe I'll overlook how they negatively interact with the other people or even maybe put off some patience.

[00:09:51] And that goes against our values, whatever they're doing. But man, they're so productive. How could I get? How could I lose them? He's like, that's the first person you need to fire. And it's so hard. So hard. That's tough. Yeah. It's a tough decision to make. Right. But I will say I haven't necessarily been in that exact position. Yeah, I've been close to that where they've been really productive people and I had to let them go because it was just too much after all. You know, I dragged my feet long enough that I finally had to let them go.

[00:10:19] But I was never negatively impacted for a significant period of time. We might have had a dip, but you know what? The good people that were around me that were in alignment tended to step up. And it was after the fact that they mentioned and even some of the patients mentioned like, yeah, that guy wasn't a fit. She wasn't a fit. You probably, I recognized that weeks ago or months ago. You should have let them go a long time, a long time ago. And I'm like, really? You know, they see it.

[00:10:48] Our team sees it when people don't align. And when we don't let them go, let those people or show those people a path out the door, the people who are aligned, I think they get a little bit, you use the word deflated. They get a little bit deflated or maybe even lose a little respect for you because you talk about values, but do you really believe in them? Are you willing to do something hard like letting someone go or hold someone accountable because they're going against the values?

[00:11:16] Because we're not seeing it and you're still letting this guy run around or this girl run around and be a jerk and going against our values. Or maybe it's just chronic tardiness or something silly like that. Well, it's not silly because it goes against our values, but that's when the culture gets sacrificed. Yeah, that's a great way to think about it. Yeah. And other people see that and you need to protect it. Like you said.

[00:11:43] Yeah, I think it's another really, not to get in too much of a tangent, that's a really great way to erode confidence in yourself. Right. And so. Yeah, I'm glad that you said that because it's not just about the confidence in your team, but there's something about in the back of your mind, you're like, I'm not strong enough. Right. To do what is needed. I'm letting that thing. Control me. Correct. Correct. I like that. Yeah. Yeah. Yeah.

[00:12:09] You've started a number of companies over the past year and outside of the PT practice. And it sounds like you're creating good cultures in those situations. What is it that you think is part of the secret sauce? What is part of the recipe for creating cultures in these new organizations that you have? I don't know. I think I can speak, you know me, I probably don't have it systematized the way that you do, but.

[00:12:33] I think that if you didn't, here's the thing is I think you do it, but it comes rather easier naturally. And I think a lot of owners who have really good cultures and they say, I don't know what the magic sauce is. I think they do it. They just haven't sat down or maybe even haven't asked the team or patients. What is it about us that makes this a great experience? Because I think once you do that, they'd be able to highlight some things and you're like, oh yeah, well, I just always do that. So yeah, maybe so.

[00:13:03] I think some of that just kind of is water under the bridge because you don't recognize it because it comes naturally. Well, I would say the first thing that comes to mind is it takes work. That's the first thing that comes to mind. Like it's not. It's intentional. Maybe it's natural. Correct. It's intentional. Like it's got to be designed.

[00:13:22] And I feel like just coming back to that energy piece, like you have to put energy into it, but you have to let people feel and see your passion and how, and you channel that into them. Like I'm here for you. Like, I want you to see possibility here and I'm committed to that. And not only because I say it, because like, you see how committed I am to you right now? Like they need to feel that on a regular basis. And that takes a lot of energy to show up for people like that. You know what I mean?

[00:13:52] So I'd say that is probably, that's probably where I'd start is recognizing that. But I always kind of think like the thing that brings me the most passion isn't so much like what we do in the company, like the accolades and the accomplishments. But it's more about like the people we're becoming.

[00:14:16] And when I think about myself and the type of leader I want to be, I always think about like, I want to be somebody who's capable and competent and who can be somebody that people can lean on in time of need. I want to be that person. And so my whole goal is like, I want to try to call that out of my people.

[00:14:35] I want you, Mary or Catherine or Joe or Ryle or Angela, like you have a calling to be that type of person who can not only be there for yourself, but to be there for the people around you, to be a pillar. And I'm going to hold you accountable to that because I care too much about you. You know what I mean? And just remaining committed to that, I think breeds a level of inspiration. It could also create fatigue on your team.

[00:15:02] So you have to know when to provide rest, but also like you have to know when to like step on the gas and be like, hey, it's time to do more here. I'm glad you brought up the point about accountability because I think that's one of your strengths is like, if something's going out of line, you have worked that muscle enough to have the accountability conversation pretty quickly. Just say, oh, hey, here are the guardrails and you're starting, you're going outside of them and I need to bring you back in. Yeah. Yeah.

[00:15:31] And I think, and people need that. They need, oh, I touched the wire. I went outside the lines. And that guidance brings me back in and the people who are bought into the company appreciate that. Yeah. And they say, cool, noted. I won't do it again. And I will recognize that when other team members do the same. And that's a skill, right? That's a skill. I don't always get that right. You know what I mean?

[00:15:59] Like I definitely haven't always gotten that right, but I know what happens if I ignore it. If I ignore it, then first of all, I'll allow that behavior to erode the culture, but it erodes me, right? Because I start losing confidence. I start becoming fatigued and I'm not able to really pour into the people around me the way that I want to. Right. And so I know that happens. And so I can't, I can't allow that to happen.

[00:16:28] You know what I mean? So like the, the antidote to that is just like, you just have to have the hard conversation and trust that that's the right thing to do. As you have more of the accountability conversations, not only does your team become stronger and fall in line, but those who aren't aligned start self-selecting or acting out to the point where you need to let them out the door.

[00:16:51] And it attracts people who are more aligned because you start recognizing who's a better fit during the interview process, whether that's the job shadow or in-person interview. And if you get your team helping out with either one of those, they can then readily start seeing this person's a fit. That person's not, this is what I see. This is why they would be good. This is why they'd be that, why they wouldn't work.

[00:17:18] And then the team starts recognizing who's a fit for the culture and who's not. And that, that starts building on itself to create some momentum and aggregation of people that work well together in a nice culture. Yeah. And that are communicating. I love the idea of getting people to a place where they can just be themselves. You know what I mean?

[00:17:39] Where it's like, I always see in teams where, you know, they'll have two leaders talking through an issue and this person's kind of bringing the issue about 90% of the way. And this person's bringing it about 90% away. And there's a real conversation that needs to be had right there in the middle. And I'm sitting there watching. I'm like, who's going, who's it going to jump in? Who's going to do it? And they don't, especially younger leaders, right? They don't. And I'm like, wait a minute, guys. We've got to finish the conversation.

[00:18:09] It feels like there's a little more to be said here. Right. You know, like, but like, it's like one more sentence. You know what I mean? And usually that sentence is like, you know, when you do that, it really bothers me. Or when you do that, it's something like that. Right. Like when you do that, it's actually kind of disruptive. And I still love you, but like, that's disruptive. Right. Like we worked through that. And then you can just see all the, that's where the progress starts. The uncomfortable conversations. Correct.

[00:18:37] I'm like, yes, here we go. Here we go. Isn't that part of five dysfunctions of it? Or yeah. Five dysfunctions of a team. Yeah. The trust pyramid. Yeah. The trust pyramid starts. That's the very bottom, right? Is some trust and honesty. Yeah. So you can have those kinds of conversations. Yeah. Yeah. You have to be there. So like going back to the retaining great people, I think that the owner has to be the designer of that. Right. Like that's hard.

[00:19:06] That takes a lot of this. For those who are listening, he was pointing to his brain. My brain and my heart. Right. Like that is a ultimate. That's like maybe, maybe the ultimate gift that you can, that you can offer there. Right. Is to call people into a place of leadership where it's like, Hey, we're going to have some authentic conversations here and we're not going to quit. We're going to argue and debate and figure it out. Cause our people deserve that. Our customers deserve that. Our patients deserve that. And this isn't about our inconveniences. Like we're going to have a conversation, right? That's it. That's the standard.

[00:19:36] Right. I'm holding onto that. Right. I think that's a beautiful thing to create for a team. Yeah. And I think once you, some of the benefits of having that culture then are, you can, what I noticed at least is that now the fulfilling the purpose or mission of the organization is not something that I'm doing alone. I have other people beside me who are actively engaged in making sure that the company fulfills its purpose and mission.

[00:20:02] And we have other people on the team who are tracking KPIs as intensely as I am. And some of these people are ensuring that policy and procedure is being followed better than I am. So there's a ton of support. And then when it comes to needing to step up and do more from a production side of things, they're all about it. They recognize how that's absolutely necessary for the benefit of the organization to survive and thrive. Right.

[00:20:32] And so that's what I've seen as we've generated these cultures that people love to be a part of and it attracts talent and it retains talent to the subtitle of today's episode. And it's freeing. It's that there's nothing more heavy than allowing your insecurity and fear stop you from actually saying what needs to be said or, or showing up the way that you've, because you're scared of somebody.

[00:20:59] Like when you let that go and people can just be themselves, it's like now we're clicking. Right. And then you'll see those stats rising. Definitely. Yeah. If you don't have that, it's hard to say that people won't leave because, you know, if they're under some financial constraints, even if your culture is great, they've got to do what they've got to do to survive. Sure. But if it's a difference between them joining your team versus another team and all things

[00:21:29] being equal, ideally they're going to pick the one that has the culture. If it's a matter of a, just a couple thousand bucks a year, they're probably going to stay with the one that has the better culture instead of sacrificing what they have. Right. Yeah. So there are huge benefits and it could be a huge part of your recruiting program as you're recruiting for providers, especially in this stage of the industry where everyone needs a provider.

[00:21:56] One way to stand out and sell your practices, the culture that you have. Yeah. Do you find that's something that you talk about fairly often as you're recruiting? You know, I think. If I recall, you're a little bit, maybe a little bit more focused on how your company can help those who you're talking to achieve their goals. Yeah. I mean, our whole thing is. But I would assume that you're talking about culture a little bit. I think we're always, we're a culture first company. That's what I tell my everyone. We're a culture first company.

[00:22:25] So if you're coming here to learn how to be the best clinician in the world, maybe not the best. I'm not saying that we don't focus on that. I mean, Catherine is a wizard clinician. She's a, you know, so she's like dialed in, but it's not the thing that it's a thing that we do. It's not, we're really more focused on like who we are and how we're being in the leadership development that we're experiencing for our patients and our families and the people in our community. That's really where we want the majority of our energy being spent.

[00:22:54] I think really that's for us, it's like, how can we help people paint a vision of what they really want to do with their life and with their career and help them achieve it? Right. And sometimes that means that being in your company is not a long-term goal. Sometimes that means it's an, it's a shorter term goal to something better. Right. But like at the end of the day, when you lose people who've been with you, who you've poured into, it does sting.

[00:23:20] I don't think that sting ever goes away, but I can sleep at night knowing that I helped that person. You know what I mean? I helped that person get to a place where they can open up their own clinic. They can lead out on teams or transition into certain areas of their life with confidence. That means more to me than keeping them in the clinic, you know? Yeah, for sure. It means a lot that you can say, especially if you leave on amicable terms that you can say, I helped that person develop into a better employee for the next person.

[00:23:50] Sure. That might be right. That's right. That's one of the things that we always said was our job is to help you find the next best job. And whether that's in our company or in another company, our goal is to help you become a better version of yourself so you can have a greater impact in the organization that you're with. Yeah. So I think that's part of it. You know, I think that's part of it, but we've lost a lot of therapists due to finances.

[00:24:18] People want to make more money and work less. People want to make more money and work less. What can you do? I'm not mad at them. That's another conversation from another episode that we, I'm sure we've had sometime in the past two months. Yeah. It's how to make more so you can keep them. Yeah. So, I mean, as far as an employee experience, there's the culture piece, but there's also like, how do we help our people earn more?

[00:24:44] How do we help them generate financial wins as well? And, you know, maybe that doesn't mean they stay with you for 30 years, but maybe that turns a one or two year employment into a five or six or seven year employment. Right. Across multiple different providers. Giving people a career ladder, I think is part of it as well. Yeah. You can either lose them rather quickly because they're not a culture fit. Yeah.

[00:25:12] Or you can keep them for a while because of the culture and they begrudgingly say, you know what? If you can't, if I can't get my financial needs met here, I'll find someplace else. So you might as well create a culture that's great. Retain them as long as you possibly can until they begrudgingly say, I have to go. Yeah. I never really thought I would say this, but I've seen a lot more of the younger generation

[00:25:37] be less really like focused on culture. And it's a little more like being 40. I turned 40 yesterday. So I'm officially into the, am I an old man now? I don't know. Oh, not yet. Okay. Good. But, but me, I was, I'm not a young guy anymore. I'm not 26, 27 with one or two years out of school. I didn't grow up in that era, you know, but it just feels like they're just more like more,

[00:26:06] a little bit more selfish, like a little bit more like not selfish in a, in a negative way, but selfish in a way of like, I'm interested in what I can like, what's in it for me type of mentality. That's been hard, right? That's been different. That's been more, it's almost like they want to be like independent contractors and do their own thing. Yeah. Yeah. Yeah. I could see that. So full transparency, like we haven't cracked that code. We haven't figured that out. So yeah. They want a lifestyle job. Yeah.

[00:26:36] Yeah. Like we talk about building lifestyle companies as owners, they're taking it down into the down into the team stage and saying, I want a lifestyle job. I want all the flexibility and all the benefits without a lot of the effort. I want to see patients one-on-one and get clock out early on Friday, 25 hours a week, but get paid for 40. Yeah, totally. Totally. A hundred percent, a hundred percent.

[00:27:04] So I just recently, when this one comes out, it might be a week after another episode where I talked to Jason Wambold about tying their compensation to their production. And that's something that's been going on in the physician world for decades, but is one way to help them understand, not that I'm coaching you at this time, but maybe there's

[00:27:34] a reason, maybe there's a trend that might follow along behind that of you can have your lifestyle job. I'm just not going to give you a guaranteed salary. It's your salary. What you get paid is going to be based on your production. Then you can, you can take Thursday off if you want and spend time with your family. If you want to make the salary that you want, you're just gonna have to make it up somewhere else, you know? And I wonder if there's going to be a, if that's going to be not a backlash or, but a

[00:28:03] reaction to some of that. Yeah. And I think it will be, we've had our, I've been pretty vocal about like some of the cultural issues we've had past 12, you know, 18 months. And we're really starting to think about how to redesign the way we're, we're building our team and the way we're compensating our team and how are the model, you know, what is the younger therapist want? So just worth considering for people who are listening. Yeah.

[00:28:32] Well, I mean, there's a lot you can do to focus on culture and the benefits are obvious for me to go back to where I started is I finally got to a place where it was a company that I could enjoy, that I was proud of, that I got a lot of fulfillment from because we were, because we focused on culture and it took a few years to get there. It's not an overnight success. And like you said at the beginning, it was intentional on our part that we wanted to

[00:28:59] improve what we had and then focusing on purpose and values and, and the whole employee experience was the way that we got there. That's awesome. So question for you, what were some of the things that you operationalize that you felt like were like, like a big impact for the company? There were some things and we talked about them today on our group call, but the way

[00:29:23] we did the staff meetings, we brought in discussion of values during our staff meetings and highlighting team members and even giving out awards based on values using a calendaring activities, right? So national physical therapy month was kind of a big deal in our clinics. We had games and with the patients and with the providers and the team members on a regular basis.

[00:29:51] We had contests throughout the year between clinics, like pumpkin carving contest for Halloween or something like that. And I would take that throughout the year. We would shut down at once a quarter and do a town hall where we brought, we closed down a little bit early on Fridays. We usually had half day Fridays anyways, but we closed down a little bit earlier on Fridays and had everyone gather in one location and did trainings and team exercises and stuff like

[00:30:20] that, that promoted cohesion amongst the group. So there are a number of those things that we just made routine. Some of them were meetings. Some of them were activities and within each clinic there were, there was probably someone who delegated to make sure birthdays were getting recognized. Right. And that the, the clinic was getting decorated for the appropriate holiday. And that wasn't me and Will, that was someone within the clinics themselves that had those

[00:30:50] responsibilities. Yeah. So another question I have for you is how did you guys handle staff drama? Cause what I've noticed is whenever there's a cultural issue, all the cultural issues that I've experienced, not, not all of them, but most of them have not been with the patients. They've been more like between team members. Yeah.

[00:31:15] So there would be like drama and there would be like little isolated groups of people who were kind of like in the shadows doing their own thing. Mm-hmm. So how did you guys handle that? We did have a policy rumors backbiting and we called it nattering. It wasn't allowed. And we'd call you out on it. Like, this is what I'm hearing. This is what's going on. Tell me about it. What's going on.

[00:31:40] Or if there were two people who had an individuals who had an issue, obviously one of them would bring, one person would bring them up and first of all, give them control and say, so do you plan on talking to so-and-so about that? I don't know. And we'd say, well, we're expecting you to talk to them about it because you have, you brought it up. Do you need help in how that conversation might go?

[00:32:04] Do you want one of us present when that goes down to be there to support and guide them through those conversations to figure that out? So we established the policy. We had, as you can tell, a little bit of a SOP, a policy and procedure behind it and an expectation and then held people accountable accordingly. But that's inevitable. We just needed to tell them this is even in our onboardings, we'd have to talk to them about this is what that looks like.

[00:32:33] Have you guys ever seen any of this in a previous workplace experience? And 100% of the time they'd say yes. Well, yeah, we don't allow for that here. It could happen, but we're going to call you out on it. There's going to be disciplinary procedures if we see it happening. Yeah. It just goes back to protecting the standard, right? Yeah. You know, we know the kind of culture that we want. We know the energy that we're looking for here and that takes work. It's part of the job.

[00:33:01] It fell under the value of professionalism, which was one. Okay. Yeah. And so that's just not professional. Yeah. I mean, it's easy to come to work and complain and nag and would you call it nattering? Some people, and we'd even say, some people might say that you need to blow off steam, right? You need to vent. Not here. Not in this building. Not in, no, not while you're here. You can go vent to your spouse. Right, right, right, right.

[00:33:30] Or your friends at home, but you're not going to vent here. And letting off steam, some people could say, well, that's a good thing. Well, yeah, not here. You're not going to do that. That doesn't happen here because that goes against our policies. Yeah. I love it. Very helpful. All this is, we're doing all this, of course, because we want to highlight the conference that's coming up. We are four weeks away as we're recording this. It might be just a week or two away when this actually gets released.

[00:33:57] But especially if you're in the Texas area, because it's not a far jaunt, we're going to be in San Antonio October 15th through 17th for the high performance practice conference. Go to ppoclubevents.com to register. We'd love to have you guys there. It'll be fun. We'll be talking about how to increase your profit and freedom and balance and all that kind of stuff. I have some great speakers set up so far, especially excited to hear from the keynote speakers that we've got.

[00:34:24] But check it out, October 15th through 17th in San Antonio. By the way, little nugget for those who are still here, we're going to be doing a promotion of all the speakers on, I know in the Facebook group, potentially in some emails if you guys get emails from us. So you'll see bios of all the speakers, their accolades, what they've accomplished, where their expertise is.

[00:34:51] So make sure you guys check that out so that you can kind of see if something like this might be worth exploring and joining us. Yeah. If you see the material come through your inbox, don't disregard it. Yep. Yep. For sure. Cool, man. Good talks. All right, brother. We'll see you next time. Talk to you later. Thanks for listening to the Private Practice Owners Club. If you enjoyed this episode, would you mind doing us a huge favor and leaving a review?

[00:35:18] This helps us get the podcast out to more clinic owners to help them create greater freedom and profits so they can own their future. And visit our website, ppoclub.com, to find more resources and connect with us.