Buy Back your Time - 7 Steps to Hire Your 1st Employee

[00:00:00] Hey, welcome back to The Aaron LeBauer Show. Today we're going to talk about buying back your time.

[00:00:05] Here's what I mean. You're going to buy back your time. Your time is valuable. You are giving a lot of it away to tasks that you shouldn't be doing, to time that you shouldn't be spending, etc.

[00:00:15] And we're actually going to leverage that and we're going to talk about hiring. But hiring is scary. So first let's talk about buying back your time.

[00:00:25] What do I mean by buying back your time? Like I'm saying is we need to pay money so that someone else can do the more menial tasks that you do.

[00:00:36] So you can focus on the things that are important, treating your patients, growing your business, developing a marketing plan, spending time with your family.

[00:00:41] When you look at the stages of business, you're going to be an employee. When you move out of being an employee, you can build yourself a job.

[00:00:50] When you work, you can move into being a business owner and then an investor. And I'm not going to go through all of those, but just think about this.

[00:00:57] You're an employee. Great. You clock in, you clock out. When you build a job, you can basically build yourself a job.

[00:01:05] I mean, you can start a business, but you basically build yourself a job, which is what I did.

[00:01:11] And some days it's hard to get out. Seriously, it's hard to get out of because a job means that building yourself a job means that when you work, you make money.

[00:01:20] When you don't work, you don't make money. You know, you're by yourself. You're a solo therapist, like a solo cash practice owner.

[00:01:26] Really? I mean, you own a business, but you have really built yourself a job because you're still trading time for money.

[00:01:35] You are still, you still, it's like almost like you can't take a vacation without taking a pay cut.

[00:01:42] We don't have, and do I still have some of that? A little bit. I mean, there's some, I would say, there's some things I do that require Aaron,

[00:01:50] but I can take a vacation without taking a pay cut and I'm not trading time for money 100% of the time.

[00:01:57] And there's still a few instances where I do that, where I do some one-on-one consulting and coaching.

[00:02:03] I do, you know, I do like my coaching business doesn't run without me, although I generate, I don't trade time for money in that either.

[00:02:13] But, you know, like depending on your definition, but the main thing I want you to understand is that while building a business and starting a business can be very freeing,

[00:02:23] it still can trap you. And so this is kind of what happened to me. Started my cash practice in 2009.

[00:02:29] Remember, back then, I know there were, there was no one teaching other people how to start a cash practice.

[00:02:37] I certainly had a coach, a business coach who was a PT, and he helped me set up like a,

[00:02:47] like I'd already set up my, like my massage business as an MFR practice when I moved to town in 2004.

[00:02:54] And I started, I think I was working with Scott somewhere around 2005, 2006.

[00:02:59] And he taught me how to build a lead magnet and do some of the things.

[00:03:01] And he was a PT doing my flash release.

[00:03:04] And he'd stayed with John Barnes as well as me. And that's how I met him.

[00:03:06] And he mentored three or four of us through three months and setting up some of these things.

[00:03:10] And it was just great. So I kind of had a coach, but not really.

[00:03:18] You know, he had hired some other people, but they were other specialists.

[00:03:22] And it's like, there's no other MFR specialists in Greensboro.

[00:03:24] And it was like, okay, no one really told me I could be successful just running a physical therapy practice.

[00:03:32] And so, and if you've heard or read my book, or you've heard some of the podcasts before,

[00:03:39] you know that like, that's how it was. Like I got out of school, my CIs were like,

[00:03:43] you'll never be successful. No one will pay more than their co-pay for PT.

[00:03:45] And so it was a case of not me not believing in myself, but so many people around me didn't believe it was possible.

[00:03:54] What I didn't ever have a vision to build a, a clinic that had five or six PTs that had three or four locations,

[00:04:02] or that was, you know, one in Greensboro, one in Winston, Salem, one in High Point,

[00:04:07] which are the two towns nearby, the two bigger towns nearby.

[00:04:10] Like I didn't have that as a vision.

[00:04:11] My vision was treat my patients the way that they needed to be treated because they were being let down by the system

[00:04:18] and by other physical therapists and, uh, orthopedic surgeons, et cetera.

[00:04:23] Um, so I just, I built that and it was good.

[00:04:26] Um, and I thought about hiring. I was busy. I was like, you know, should I hire another, hire another PT or hire an admin?

[00:04:35] Um, you know, but here's the problem that I had is I didn't want to be responsible.

[00:04:39] This is what I felt. I didn't be responsible for someone else's like income and lifestyle when I wasn't sure that I was going to be successful.

[00:04:46] And it wasn't that I wasn't sure I was going to be successful.

[00:04:49] It's no one had showed me the path and everyone around me on internet forums, um, at, uh, industry meetings, et cetera.

[00:04:59] I was like, this isn't going to work. I'm surprised it hasn't failed yet.

[00:05:02] Even though I was starting to connect and network with other people around the country doing it,

[00:05:07] there weren't many people around the country who had multiple employees.

[00:05:11] There were a few and I saw that that would, could be a thing.

[00:05:14] And I was like, but you know, one of them was like, yeah, it's hard.

[00:05:17] I'm, you know, he was like, I had seven employees and now I make more money just by myself than I did seven.

[00:05:21] I was like, okay, so I'm not going to hire because it costs more money.

[00:05:25] But that's a management problem and a business model problem.

[00:05:30] Um, and probably, uh, uh, what they charge and some other issues there.

[00:05:34] But I was, I would get those.

[00:05:36] Um, so I was like, yeah, no, I'm not going to do it.

[00:05:40] Um, I got to this point though, where, you know, I was like, I feel like it's important.

[00:05:46] Like I'm starting to help other people in cash, build cash practices.

[00:05:50] And I think this was in, I think it was 2015 that I've hired my first person.

[00:05:54] So I launched my course in 2014 and I was able to do that.

[00:05:59] Um, working and seeing my 20, 20 something patients a week and do that.

[00:06:04] And that started, uh, growing.

[00:06:08] And I was going to like, I was trying to get to like APTA events and PPS CSM.

[00:06:13] I was trying to get the CSM in the private practice section meeting.

[00:06:16] I knew I wasn't going to go to learn things, but I wanted to go to connect with other PTs

[00:06:20] around the country because the PTs here in Greensboro who, you know, I don't want to say

[00:06:26] they sucked because y'all are probably listening.

[00:06:28] Y'all didn't suck.

[00:06:29] But it was like, it sucked because what sucked was that I didn't connect with any of them.

[00:06:33] Like they were either working as an employee somewhere or the private practice owners were

[00:06:39] doing their own thing and they felt like there was competition hanging out with me.

[00:06:42] And that's what sucked.

[00:06:44] You know, like I want to blame the person, but it was really, you know, the thing it was

[00:06:48] like, Oh, this sucks.

[00:06:49] Like I can't even do that.

[00:06:50] There was even a mentor from, there's a mentorship list from the private practice section,

[00:06:56] like website.

[00:06:56] And I was a member.

[00:06:58] I'm a recovering member or something like that.

[00:07:01] I was a member of the private practice section.

[00:07:02] It was like, Hey, find a mentor.

[00:07:03] And I reached out to the mentor.

[00:07:06] And after one phone call, he agreed to meet.

[00:07:09] And then he was like, no, I'm going to cancel.

[00:07:10] It was like, it'd be a conflict of interest for me to help you.

[00:07:13] And yet he was a half hour away in Burlington.

[00:07:18] So it's a 35 minute drive owns an in-network practice and I own a cash practice.

[00:07:22] And I'm like, how is that a conflict of interest?

[00:07:24] That's like called scarcity model.

[00:07:28] So the problem I entered was basically, I want to go to these events, these meetings with

[00:07:33] other private practice business owners.

[00:07:35] Like I deserve to be in that room.

[00:07:37] Although maybe they're teaching you how to shake a doctor's hand and I'm no, I wasn't going

[00:07:41] to go for that, but I wanted to be there.

[00:07:43] Okay.

[00:07:44] So if you think about it, if you ever considered going to a PPS event, um, I've been to three

[00:07:49] of them, I think one is a student and two as a, at least two as a professional, but it

[00:07:55] took me a while to, to make it work.

[00:07:57] It's because it starts on a Wednesday, ends on Saturday morning, and it's at like the Broadmoor

[00:08:03] hotel in Colorado Springs.

[00:08:05] And the Broadmoor is a 250 or $300 a night hotel, uh, at the Broadmoor specifically.

[00:08:11] There's not like a Marriott or a holiday inn or anything across the street where you can

[00:08:16] stay somewhere less expensive and walk over.

[00:08:19] It's kind of isolated.

[00:08:21] It's kind of like a little resort.

[00:08:22] Like, yeah, I could have rented a car and stayed somewhere cheaper in town, driven there.

[00:08:26] One of my best friends, parents live in Colorado Springs.

[00:08:29] So maybe I could have stayed with them.

[00:08:30] Okay.

[00:08:30] But then I got to, if it starts on Wednesday, I got to leave Tuesday evening and I'm going

[00:08:35] to miss Wednesday, Thursday, and Friday patients.

[00:08:37] And if that's 15 patients times, let's say, uh, you know, 150 to 200 something dollars.

[00:08:45] I mean, at that time I was charging, I think one 50 that's $3,000 worth of income that I'm

[00:08:50] losing to go there.

[00:08:51] Plus the $500 airline flight and $500 in hotels, food.

[00:08:57] And you know, that's a $4,000, $5,000 trip.

[00:09:02] And so that actually costs me money to go not more.

[00:09:06] Oh, plus the, don't forget the, the $600, $800 ticket, uh, to the, to the, to the, um, conference.

[00:09:15] So that's, you know, it's like, okay, I got to spend $5,000 to go there and not learn anything

[00:09:20] that I'm remotely interested.

[00:09:21] I'm just going to meet other PTs and network.

[00:09:25] Like that didn't make sense.

[00:09:27] Um, you know, con ed similar.

[00:09:30] I mean, let's say it's all day Friday.

[00:09:31] You got to go on a Thursday.

[00:09:33] So it's a little easier to swallow because you're like, well, I got to leave Thursday

[00:09:36] and it's all day Friday, Saturday, Sunday, and come back Sunday evening.

[00:09:40] And I miss one day of work, maybe half a day Thursday.

[00:09:43] So that's easier to manipulate, but it still costs, you know, you want to go to the right one.

[00:09:47] It's, you know, an MFR one was, I think at the time, 600 bucks.

[00:09:51] Maybe it's a thousand now dry needling is 13 to 1500 bucks.

[00:09:55] Plus you got to fly somewhere.

[00:09:56] Like, do you want to just go to the thing down the road because it's convenient?

[00:10:00] Or do you want to go work with the person that, you know, is, you know, is the, the authority

[00:10:07] in that, uh, technique?

[00:10:09] Like, that's what I want to do.

[00:10:11] Okay.

[00:10:11] So that's easier because it's on the weekend.

[00:10:13] But still when I'm gone, I'm taking a pay cut to go there because I'm not seeing patients.

[00:10:18] Here's what happened.

[00:10:19] You may or may not know Paul Goff.

[00:10:21] Paul is a friend of mine.

[00:10:22] He's also British, uh, um, cash practice owner and business coach.

[00:10:28] And he's helped thousands of PTs in America as well.

[00:10:31] And I've known Paul for a long time.

[00:10:32] And when I first met Paul was sitting in my office here, um, probably 2014 or maybe early

[00:10:39] 2015, but probably 2014.

[00:10:41] Um, I can't really remember it.

[00:10:43] I have to look at the calendar, but Paul was, uh, messaged me and we'd chat a little bit

[00:10:47] online.

[00:10:48] He said, Hey, I'm, I'm coming to Charlotte to work with a private client and I'd love

[00:10:52] to, um, I'll be driving through.

[00:10:54] I'd love to meet you.

[00:10:54] And I was like, sweet.

[00:10:56] And so we found a time, I think it was like a Friday afternoon.

[00:10:58] I can't remember if he was going or coming.

[00:11:00] And we sat in the, uh, lobby of my clinic and we sat there and we're just chatting.

[00:11:06] I was like, Hey, you know, let me show you what I'm doing.

[00:11:08] He's like, let me show you.

[00:11:09] Here's what I'm doing.

[00:11:10] And I'm showing him my active campaign account and my course.

[00:11:13] And he's showing me his infusion soft and hit, you know, stuff he's doing for his private

[00:11:17] clients.

[00:11:18] And, you know, Paul and I is interesting.

[00:11:20] I started with like low ticket courses and he started with high ticket one-on-one days.

[00:11:24] And then, you know, we kind of like went in the opposite direction.

[00:11:27] Then Paul started launching courses and I started doing more high ticket, uh, masterminds

[00:11:31] and, you know, and stuff like that.

[00:11:33] And I think, um, like Paul and I did a lot of events together, um, with Greg Todd and

[00:11:39] we put together some mastermind events and, and, and in-person events.

[00:11:43] And, um, I attended one of Paul's things and he worked with me and some of mine.

[00:11:48] It was awesome.

[00:11:49] So that's Paul.

[00:11:50] Paul's great.

[00:11:51] Shout out to Paul.

[00:11:52] Um, but so here's what happened.

[00:11:55] I'm sitting there next to Paul and Paul's like me.

[00:11:59] He's a, you know, he's into soccer.

[00:12:01] He's into fitness.

[00:12:02] He's, um, he's fun.

[00:12:04] He's cool to hang out with.

[00:12:05] He's not old and stuffy.

[00:12:07] He's not one of these people that tells you, you can't X, Y, and Z.

[00:12:10] I'm better than you.

[00:12:11] And, uh, that, which is most of the PTs I didn't get encountered in business.

[00:12:16] Even ones that I recognized, I'd see him at the airport and they're like, oh, Hey,

[00:12:19] you again, you know, like, I mean, there's one of the owners of a couple of practices here

[00:12:26] in, in New York and a couple other places.

[00:12:28] And I'd see him at the airport.

[00:12:29] He's like, Oh, Hey, you know, like Paul and I are sitting down and he's telling me what

[00:12:34] he's doing about his business.

[00:12:37] And, um, and I looked and it was like, Hey, Paul's like me.

[00:12:43] Paul's like me.

[00:12:44] He's, I can relate to him and he has employees.

[00:12:48] And I was sitting there going, why can't I?

[00:12:51] I mean, because I got to see someone like me.

[00:12:54] And so I think the thing is, is it was Paul.

[00:12:56] So thank you, Paul.

[00:12:57] But also it's about, that is about putting yourself in the room with someone who's like

[00:13:03] you doing what you're doing, who's doing things a step or two ahead of you or doing

[00:13:07] things slightly different.

[00:13:09] And it's when you have that opportunity to sit next to someone and see what they're doing

[00:13:14] and, and you can relate to them.

[00:13:16] You're like, Oh, if, if they can do it, like, so can I, like, I don't think Paul got straight

[00:13:20] A's in school either.

[00:13:22] So that's like called the power of proximity.

[00:13:25] And that's why, you know, I have a mastermind group and that's why I get PTs together, you

[00:13:30] know?

[00:13:31] And that's when, you know, I started going to CSM.

[00:13:33] We'd get people together for a, uh, like a social hour.

[00:13:36] Um, but, uh, so, and I was like, that wasn't the only reason that I hired and Paul wasn't

[00:13:42] like, yeah, you need to hire.

[00:13:43] But it was like, we talked about it and we talked about all the things.

[00:13:48] And I left that day seeing how it was possible for me because everyone up into that point

[00:13:55] who was a PT had told me it wasn't possible.

[00:13:58] You know, I said, you know, it not like, um, encouraged the vision.

[00:14:03] Um, so that was really cool.

[00:14:06] Um, so it's like, I got to see someone else do the same.

[00:14:08] Like I'd seen people here in Greensboro do it, but you know, they own a restaurant or

[00:14:13] they own an in-network practice.

[00:14:14] And it's like, I don't have an in-network practice.

[00:14:17] And Paul has a cash practice that's, uh, in, in England where healthcare is free.

[00:14:23] It's almost free here.

[00:14:25] We know it's not free here.

[00:14:26] People think it's free.

[00:14:27] So, um, that was for me like a, a turning point was just being able to see someone walk

[00:14:33] through and we didn't even know we walked through his hiring process.

[00:14:36] We didn't walk through his hiring process.

[00:14:37] We were talking about our courses and coaching and, and that kind of stuff.

[00:14:41] Um, but it was just having that, just having that interaction and, um, seeing that was really

[00:14:46] awesome.

[00:14:47] If you want to see what's possible for you and you'd like to come sit next to me or sit

[00:14:51] next to me and some of my other clients and do it.

[00:14:53] Like maybe that's where our cash PT platinum mastermind is the next step for you.

[00:14:58] And that's for PTs doing at least 10 K a month or more who want to be in a room of other

[00:15:03] PTs who are, uh, big time go-getters crushing it because all it's going to do is give you

[00:15:10] not just more information, but more insights, action steps, um, and, uh, and a vision for

[00:15:17] what's possible for you.

[00:15:18] So if that's you, you can always go book in a call with me, call with Aaron.com and we

[00:15:22] can chat and see if you might be a good fit.

[00:15:27] So here's what happened.

[00:15:29] You know, so I had entered this time bottleneck.

[00:15:31] Here's why I decided to hire someone.

[00:15:33] I had entered this time bottleneck.

[00:15:34] I'm busy seeing, you know, 20, 22, 24 people a week.

[00:15:38] Invariably I got a, I got a beard hair on my nose.

[00:15:44] Invariably when you're busy, people will cancel.

[00:15:49] And I knew like treating 26 people a week was a lot.

[00:15:52] Like if I saw 26 patients a week, the way I treat, that was too much.

[00:15:56] Some weeks I would do that.

[00:15:58] And then generally it would be 24 people on the schedule and I'd have one or two, uh,

[00:16:04] cancel or, you know, move to the next week.

[00:16:06] And so I'd end up seeing, you know, 20 people, 22 people, sometimes 18, but those are on shorter

[00:16:13] weeks.

[00:16:13] And those weeks, 18 was a really sweet number for me.

[00:16:17] Honestly, like 18 patients a week.

[00:16:20] Yeah, I could jam with that.

[00:16:21] Um, and that allowed me to spend time on my business, spend time at home with the family

[00:16:26] and kids, et cetera.

[00:16:28] But I still entered this time bottleneck where I was busy with my schedule.

[00:16:31] I'm growing my coaching business and, um, and people wanted more and more of my time.

[00:16:38] And I'd spend, I'd see patients from eight to one, but then I'd have like four or five

[00:16:43] phone calls.

[00:16:43] There's even on a Monday, I had four or five phone calls to return new patients to reply

[00:16:48] to, um, questions from patients, et cetera.

[00:16:51] And I could kind of do that later, but I couldn't do that when I get home.

[00:16:54] And then it's approaching two o'clock, but then, you know, I need to be home by two to

[00:16:58] swap off with my ex so she could come and start seeing her clients at two.

[00:17:02] So it put a lot of pressure on me.

[00:17:04] Um, and I was doing my notes later at night.

[00:17:09] I wasn't doing them the next day, but it's like, you know, I'm on Tuesday, Wednesday, Thursday,

[00:17:15] when I'm working late, I'm coming home at seven, seven 30.

[00:17:17] Cause I've got all these calls to return and notes to do.

[00:17:20] And I just entered this big time bottleneck, a little bit of an income bottleneck, but it

[00:17:24] was more time.

[00:17:24] Um, and so I decided I needed to hire someone.

[00:17:30] And so here's what hiring did for me.

[00:17:34] It allowed me to buy back my time.

[00:17:36] I bought back at least an hour a day.

[00:17:38] So, um, I have someone answering the phone, someone calling people back, scheduling them

[00:17:43] for their first visit, rescheduling them.

[00:17:46] I didn't have to do any of those phone calls.

[00:17:48] Um, I would do some, but I ended up do those phone calls or those emails.

[00:17:53] And, you know, I think the biggest question for a lot of people is especially the first

[00:17:57] hire is this is going to cost a lot.

[00:18:00] Yeah, it is.

[00:18:01] It's going to cost a lot if you let it.

[00:18:04] So let's say you pay someone, um, Oh, let's say a hundred dollars, you know, uh, what's the

[00:18:13] right.

[00:18:13] Let's say, um, I want to make this easy.

[00:18:16] I'm trying to make this easy math.

[00:18:17] I'm not going to hire an administrative assistant for a hundred thousand dollars a year, but

[00:18:20] let's just say it's a hundred thousand dollars a year.

[00:18:22] I, as an employee, you've got, uh, payroll tax expenses, benefits, et cetera.

[00:18:27] It's going to cost you another 25 to 30 something percent.

[00:18:30] So it's going to cost you a hundred thousand dollar employee is going to cost 125 to 135,000

[00:18:36] depending on what the benefits are and et cetera.

[00:18:39] So, um, think a $50,000 a year employee is going to cost you another, you know, it's

[00:18:45] going to cost you $70,000 or something.

[00:18:47] Um, you know, I'm not the type of person that knows the exact metrics.

[00:18:50] You know, I'm more good by feel than like, let me get the hard numbers.

[00:18:53] Cause I don't enjoy sitting and putting together the hard numbers.

[00:18:57] Um, that's not my personality, but consider that a 50 K employee is going to cost you 75

[00:19:02] K.

[00:19:02] Wow.

[00:19:02] That's a lot, Aaron.

[00:19:03] I don't barely make that.

[00:19:04] Okay.

[00:19:05] Then if you're busy and you're barely making 75,000, there's a problem that we can, uh,

[00:19:10] work on.

[00:19:11] You have a different bottleneck than, uh, hiring before you hire, we have to have valuable

[00:19:17] time.

[00:19:18] And so let's just say you're charging a hundred dollars an hour, um, to see patients and you,

[00:19:25] you're spending an hour a day doing other things that you could hire someone else out

[00:19:29] for.

[00:19:30] Um, hire that person out at $20 an hour.

[00:19:33] And now you're up 80 bucks on your time, because if your time is worth a hundred bucks

[00:19:38] and you can hire someone else at $80 to do that now you're up 20 bucks.

[00:19:45] So that's kind of the, it's like this arbitrage arbitrage.

[00:19:50] Another way to think about it is this.

[00:19:52] If you spend four hours on a Saturday doing laundry, instead of spending time with your

[00:19:56] kids, why wouldn't you pay $24 to have someone else do that laundry for you?

[00:20:00] So you can spend your time with your kids.

[00:20:01] And if you're like, no, that $24, I need that money.

[00:20:05] Okay.

[00:20:06] Maybe you're in a really tough place financially, or maybe you don't value your time with your

[00:20:11] kids.

[00:20:12] Um, and you know, maybe both, but to me, I'd rather spend time with four hours on the weekend

[00:20:19] with my kids because to get them to help me fold laundry is like pulling teeth.

[00:20:24] Um, and have someone else do my laundry for $24.

[00:20:28] It's easy.

[00:20:28] There's an app that's called poplin.

[00:20:30] It's dope.

[00:20:30] If you want to discount, I don't know, DM me with the word laundry.

[00:20:35] I'll send you a discount code.

[00:20:37] Cause I think it showed up on my app the other day when I did it.

[00:20:39] Um, it's, it's time arbitrage hiring an employee is the same thing.

[00:20:44] Um, you know, busy people, um, buy back their time and it either starts with employees and

[00:20:51] tasks in your business, or it can start at home.

[00:20:54] So maybe it's having someone, uh, clean your house once a week.

[00:20:58] Um, mow your lawn once a week, someone else do your laundry.

[00:21:02] Maybe someone else do your dishes.

[00:21:05] The busier you get, some of the top executives have house managers and it's like makes me

[00:21:10] living in my house feel like a hotel or their, their personal assistants doing shopping for

[00:21:15] them.

[00:21:16] And if you don't care what you eat, why are you spending an hour at the grocery store?

[00:21:19] You should spend an hour with your kids, family, or at the gym or working with clients.

[00:21:25] So same thing.

[00:21:26] Okay.

[00:21:27] So, um, I think at the time I was charging $135 maybe, maybe it was 150, but, uh, hiring

[00:21:38] Sarah, who was my first employee at $15 an hour bought me back at least an hour a day and

[00:21:43] definitely more.

[00:21:44] But let's say it was an hour a day.

[00:21:45] That meant I was paying her $120 for the day.

[00:21:48] Plus some extra 150 bucks for the day, you know, with payroll taxes.

[00:21:52] I was charging an hour, 150 bucks.

[00:21:56] So now she gave me back an hour.

[00:21:58] It meant I could get home sooner.

[00:22:00] Right.

[00:22:01] It meant I could see one more patient later in that week or two instead of doing laundry

[00:22:07] at the clinic, answering the phones, changing rooms.

[00:22:10] Uh, you know, I could get my notes done between patients, get the room set up or she would do

[00:22:15] that while I was checking someone out.

[00:22:17] I mean, I could spend an extra five minutes with people giving them instructions on their

[00:22:21] exercises.

[00:22:22] That was like massive shift.

[00:22:24] And it also allowed me to fill my schedule because there'd be weeks when I was super full

[00:22:30] and then, um, I couldn't get back to phones and then I'm empty and I can get back to all

[00:22:34] the phones and I can schedule people in.

[00:22:36] Um, but because she was always there helping me reschedule, schedule new people in, um,

[00:22:42] it gave me an extra hours to do the marketing and do the outreach to keep, to keep things full

[00:22:48] and steady.

[00:22:49] And still things would, you know, um, go up and down and it gave me extra hours to work

[00:22:54] on my coaching business, which is growing as well.

[00:22:57] And it gave me important time, gave me back time to focus on things that were important

[00:23:01] to me, like family marketing, building out backend systems, raising my rates.

[00:23:08] Cause I felt like raising my rates, I had to provide some more value.

[00:23:10] Okay, cool.

[00:23:12] And then focus on hiring the next PT.

[00:23:14] And so here's what I did to hire.

[00:23:18] It was create a list of job duties.

[00:23:20] Like, here's the things that, you know, that I could have someone else do.

[00:23:24] And I built out some SOPs, which are standard operating procedures.

[00:23:28] I built some of those out as we went.

[00:23:29] I had a few before we started.

[00:23:31] I set up a hiring funnel, um, with a series of tasks that, uh, for people to do.

[00:23:39] Um, I've got a whole training for our coaching clients on, it's called the cash PT hiring

[00:23:45] automation.

[00:23:46] Um, and I did a masterclass on it.

[00:23:48] It's fairly simple.

[00:23:49] The number one thing, you know, you can copy my stuff when you're a client.

[00:23:52] Um, but the number one thing to remember is you have to sell the position.

[00:23:56] You can't offer just like you can't offer the same position to everyone right now.

[00:24:00] PTs are really hard to find and you really have to work on looking at it as a, you're selling

[00:24:06] this position so that someone can come generate a couple hundred thousand dollars a year for

[00:24:10] you or save you 10, 15 hours of time a week, which the admin saved me easily 10 hours a

[00:24:16] week.

[00:24:19] I mean, and she was working here 40 hours.

[00:24:22] So she did a lot more than just 10 hours a week worth of work and helped me multiply

[00:24:28] like my time.

[00:24:28] It was, it was great.

[00:24:30] Okay.

[00:24:30] So I set by hiring funnel, um, which is more than just, uh, a job description and, you

[00:24:36] know, I'm going to send me a resume.

[00:24:37] Um, there's specific tasks and things I want people to do to make sure they're paying attention

[00:24:41] and that they're really interested in the job and to know that they're a high quality

[00:24:44] candidate.

[00:24:44] So I don't waste my time reviewing hundreds of resumes.

[00:24:48] I posted it everywhere and ended up with five candidates.

[00:24:53] I think I interviewed three of them in person.

[00:24:56] Um, and I chose from them and I chose the one that I thought was the best.

[00:24:59] I think I made the right decision.

[00:25:02] Um, but you never know.

[00:25:04] I mean, one person was like new in town, didn't feel like a great fit.

[00:25:08] The other person was kind of busy and had their own business.

[00:25:11] And then the other person was like, I think I hired, I think I hired Sarah.

[00:25:15] I think I might've hired her part-time and moved her into full-time cause I wasn't sure

[00:25:18] also.

[00:25:19] And she was okay with that.

[00:25:20] And I, you know what, I can't even remember it.

[00:25:21] Was she full-time or part-time?

[00:25:23] But I think it was part-time ish, maybe moved to full-time, but she was here a lot.

[00:25:29] Um, and was with me for two, little over two years, two and a half years, maybe number

[00:25:33] one reason to hire is buy back your time.

[00:25:36] Second reason to hire, like, let's say you're hiring a PT and you're busy.

[00:25:40] You're still buying back your time.

[00:25:42] You've got a wait list.

[00:25:44] You hire a PT and you move as many new patients and existing people to their schedule.

[00:25:48] Now you've got more time to grow your business and do marketing to fill your schedule, not

[00:25:54] their schedule because you filled their schedule.

[00:25:56] But now we want to fill two people's schedule.

[00:25:58] And then you go and you fill your schedule and we hire a second PT, offload all the people

[00:26:03] to them.

[00:26:03] And now you've got more time to do more of the marketing and the backend systems and

[00:26:06] the training and the leadership.

[00:26:07] And you just keep going until you hire enough people out, um, and build your business enough

[00:26:12] so that you don't have to treat patients unless you absolutely want to.

[00:26:15] But as the business owner, your best bet is, um, the marketing and sales versus the delivery

[00:26:22] of the service.

[00:26:23] So that's why you want to hire and it allows you to grow your business and multiply your

[00:26:27] time and your income and generate revenue and impact.

[00:26:30] Even when you're on vacation, uh, when you're at home asleep, um, or you're teaching, uh,

[00:26:36] mentoring, coaching, doing other things, um, in life.

[00:26:40] Okay.

[00:26:40] So who do we hire first?

[00:26:41] You know, a lot of people, there's a big debate around, do I hire a PT first or do I hire admin

[00:26:47] help first?

[00:26:48] And you know, if everything was even an equal, we could say, Hey, cool, let's go pros and

[00:26:53] cons.

[00:26:54] What's the biggest need right now?

[00:26:57] It's, uh, September, 2024.

[00:27:00] If you have, if you're looking at making your first hire, my best bet would be to say, go

[00:27:06] hire an admin, hire like a part-time admin or even a full-time admin.

[00:27:10] And because they're going to buy back your time for the things that are important.

[00:27:14] Um, hiring a PT.

[00:27:16] Yes.

[00:27:16] You may be busy with patients and hiring a PT may feel like, okay, I don't have to have

[00:27:20] people on a wait list and I have to work as hard treating patients.

[00:27:23] But PTs right now are much harder to find and they're more expensive.

[00:27:28] They cost more.

[00:27:30] And, um, you know, it's just, it might take three to six months to hire a PT.

[00:27:36] It could take a year.

[00:27:37] You never know, depending on where you live.

[00:27:39] But I have clients in San Diego and Houston who've had a hard time finding PTs and you

[00:27:45] know, there's thousands of PTs within driving distance.

[00:27:48] You aren't like, if you only had a job in, you know, Buffalo, New York, I'd work for you.

[00:27:54] And like they're, that are unwilling to move for a great job.

[00:27:56] So, but there's a lot of people out there willing to do, um, to, to do administrative

[00:28:02] work, to be an administrative assistant, et cetera.

[00:28:05] So right now, if you're making your first hire, I'd go find, I go build out the process

[00:28:10] to hire an administrative assistant because at least you'll have an extra 10 to 12 hours

[00:28:15] a week and someone else to do some of the, um, more day-to-day tasks.

[00:28:20] And just to be clear, I'd never ask someone to clean the toilet bowl when I wouldn't do

[00:28:24] it myself.

[00:28:24] Like I've done it and I will do it.

[00:28:26] I don't like to do it.

[00:28:27] Um, so I'm going to hire someone to do it, but they won't be doing anything that I would

[00:28:31] never do or haven't done myself.

[00:28:34] So that's what I would do right now.

[00:28:36] Go hire an admin.

[00:28:37] If you've already got an admin, you need to hire a PT better get started because it may

[00:28:41] take a while.

[00:28:44] Um, so that's the end of that debate for 2024.

[00:28:47] It may change, but there's more jobs for physical therapists than there are physical therapists

[00:28:51] and most places can't pay enough to keep their physical therapist.

[00:28:56] So that's one reason cash and two reason why you need to charge more because if you're under

[00:29:01] charging, you'll never be able to afford to pay another physical therapist a salary

[00:29:05] that they want.

[00:29:06] I spoke with a couple in network business owners recently, um, who have decently large practices,

[00:29:12] multiple locations, and they have PTs leaving to open their own businesses because they're

[00:29:17] going to make more money doing that than they can get paid because insurance is, isn't, uh,

[00:29:23] insurance isn't paying enough.

[00:29:24] And these guys have like 2%, 3% profit margins when they used to have 20 and they don't have

[00:29:31] wiggle room to pay anyone anymore.

[00:29:34] So that's also a reason why make sure you're charging the right amounts if you're doing it

[00:29:38] as a cash practice.

[00:29:39] But number one is if you are busy, you need to be charging enough so that you can pay someone

[00:29:44] else, but also generate an income from the work that, uh, you've done and that they're

[00:29:51] doing to, um, service your clients.

[00:29:53] So here's a couple of problems and lessons from hiring over the years.

[00:29:56] People you hire will not stay forever.

[00:29:59] You know, I thought, okay, I'll hire them.

[00:30:01] I'll fill the seat and like, I don't have to worry about a vacancy there.

[00:30:05] Like, let me go hire the next person and keep growing.

[00:30:08] It's just, they're not going to stay forever.

[00:30:10] Number two, employees are not you.

[00:30:12] They're not going to do things the way you do it.

[00:30:13] They're not going to see the things the way you do it.

[00:30:15] They do not have your brain.

[00:30:16] They cannot read your mind.

[00:30:19] Um, and they're just not going to be as efficient and they're not going to work as

[00:30:22] hard because it's your business, not theirs.

[00:30:24] It's your baby.

[00:30:25] You know, they'll take care of it.

[00:30:27] Um, if they believe in it, um, but they're not you.

[00:30:31] So you need to be able to, when working with employees, virtual assistants, et cetera, you

[00:30:36] need to give them clear instructions and clear expectations.

[00:30:39] Like, here's the problem we're solving.

[00:30:41] Here's what done looks like.

[00:30:42] Here's the six steps to get started.

[00:30:44] They need to know what does the outcome look like?

[00:30:47] And I could get better at this myself.

[00:30:49] Um, but they need to have clear instructions.

[00:30:53] It's almost like it's great to have it in writing and had to have a checklist, do it

[00:30:57] verbally and visually.

[00:30:58] If it's, um, if it's a visual task, like how to do something on the computer or folding

[00:31:04] or sitting up in the room, I've got videos of a lot of these things.

[00:31:08] Um, other thing is, is you're going to have to fire someone.

[00:31:13] You, you just are.

[00:31:14] The first person I let go was fairly easy because she didn't show up to a, to a meeting

[00:31:19] and we were chatting on the phone.

[00:31:21] I was just like, Hey, what happened tonight?

[00:31:23] I thought you were coming to the team meeting.

[00:31:24] She's like, well, I haven't been busy there and you haven't been booking me.

[00:31:27] And she started blaming me for stuff.

[00:31:28] And I was like, Whoa, this whole meeting was around helping everyone meet her and

[00:31:33] understand like when to send people to her for massage therapy.

[00:31:36] And I was like, yeah, this isn't going to work.

[00:31:38] And I didn't realize to fire.

[00:31:39] She just didn't come in again.

[00:31:41] I mean, technically I fired her, but, but then in 2021 and 22, I think it was 21, 22,

[00:31:48] maybe it was 22 and 23.

[00:31:49] I had to sit in front of two people individually and fire them.

[00:31:52] And it was one of the most painful things I've had to do.

[00:31:56] But it was at that time that I realized, um, talking with a couple of my friends and mentors

[00:32:01] that I joined the club of an actual employer.

[00:32:03] Like, it's like, okay, hiring someone is one thing, but having to sit in front of someone

[00:32:08] and fire them.

[00:32:09] It's like, I think that's a saying, uh, that Baron Baptiste has who've yoga, uh, I've studied

[00:32:15] is the pose doesn't start until you're ready to get out of it.

[00:32:18] So when you're practicing yoga, you know, the pose doesn't start until you're ready to

[00:32:21] leave to get out of it.

[00:32:23] That's when yoga starts.

[00:32:25] And it's like, almost like being an employer doesn't start until you've fired somebody,

[00:32:29] you know, but yeah, you're going to have to fire someone.

[00:32:32] Um, your leadership will determine your results or determine how effective they are.

[00:32:39] Um, if you're unwilling to lead from the front, your employees are going to resent you.

[00:32:43] If you're a micromanager, your employees are going to resent you.

[00:32:46] Cause I certainly resented my, uh, employers for micromanaging me.

[00:32:50] So the way that I lead is here's the job I want you to do.

[00:32:53] Here's the results I want you to get.

[00:32:55] Like, let me know what you need to, uh, make this happen.

[00:33:01] Okay.

[00:33:01] So what I do is I tell a couple of things I tell my employees is, you know, ask for forgiveness,

[00:33:06] not permission.

[00:33:07] Like if you see a problem or see an opportunity, jump on it, take action, do it.

[00:33:13] Um, go for it.

[00:33:14] Right.

[00:33:16] Um, and then let me know about it, but you know, I'd rather speed wins.

[00:33:21] And so I'd rather you come and say, oops, I'm sorry.

[00:33:23] I messed up.

[00:33:24] Then I never answered this question or I never jumped on this opportunity.

[00:33:29] And then the next one is called the rule of two is I say, when you encounter a problem

[00:33:35] that you, and that you feel uncomfortable solving on your own, come to me with two possible

[00:33:41] solutions.

[00:33:43] Cause that way I'll either choose one of those two and confirm that you had the right

[00:33:47] idea or I'll give you the third option.

[00:33:49] But in that way, I'm not putting out fires all the time and solving problems.

[00:33:53] I'm, I'm, I'm helping them.

[00:33:56] Um, and I'm, I get to choose solutions.

[00:33:58] So I don't have to come up with something new.

[00:34:00] It reduces the decision fatigue and generally say, here's what I'm, here's the two things

[00:34:03] I'm thinking of doing.

[00:34:04] And I'll ask, I say, which one do you think would be best?

[00:34:06] And they'll tell me, I'd be like, yeah, let's do that.

[00:34:08] And it's usually right.

[00:34:10] Okay.

[00:34:11] So, um, this is like how you buy back your time.

[00:34:16] You hire, you got to hire someone as you're growing your business.

[00:34:20] You're going to have a hard time getting over, getting over or staying over 30 K without

[00:34:24] hiring someone else to do some of the work, whether it's a VA and in-person assistant,

[00:34:28] another PT or another coach or someone else helping you like deliver unless we're doing

[00:34:33] a one to many model the whole time.

[00:34:35] And even one to many model you're going to have, um, even if it's like a coaching business,

[00:34:40] I mean, I've got employees in my coaching business because, uh, the customer service

[00:34:45] requests, um, the requests for time, the requests for interviews, the spam requests,

[00:34:51] you know, people, Hey, I can't get access to this course, et cetera.

[00:34:54] Like you should have someone else doing a lot of these things, you know, editing and

[00:34:58] posting social media and all these other things that, you know, take time.

[00:35:02] I mean, it takes me 10 minutes to record a video, but it might take me 45 minutes to get

[00:35:07] it and edit it and make it into a reel and then post it.

[00:35:10] And invariably I get interrupted or something happens with the internet or Instagram is like,

[00:35:14] no, we can't post that now.

[00:35:15] Or it deletes my caption.

[00:35:17] I'm just like dumb stuff.

[00:35:21] You need to hire if you want to grow.

[00:35:24] Okay.

[00:35:24] So here's, where are they now?

[00:35:27] I want to do, I'll do a little bit about like, I mean, I've got some, uh, you know,

[00:35:32] I've talked about a lot of my employees on the podcast over the years.

[00:35:35] Um, my first employee, Sarah, um, she moved on to get a job, I think at another business

[00:35:41] company here in Greensboro is called the corporation for guardianship.

[00:35:44] And one of the things was, is they were just able to give her shit to young kids, single

[00:35:48] mom and able to give her, uh, more benefits.

[00:35:52] Um, I think a little bit more income, but more of a, you know, like a career path line.

[00:35:56] I mean, it's great.

[00:35:58] I'm super happy for her.

[00:35:59] Um, you know, we've been in touch and, uh, I mean, our kids go to the same school and

[00:36:03] you know, it's, you know, it's great.

[00:36:06] I mean, and I think one of the things about me is, you know, I didn't think I didn't want

[00:36:11] to hire initially.

[00:36:12] And then when I did, I was like, cool.

[00:36:13] And then I like people are leaving.

[00:36:15] I'm like, Oh no, what's happening.

[00:36:16] But I realized it was an opportunity to, you know, find the next best person or the next

[00:36:22] better fit for me as I grew.

[00:36:24] Cause as your business grows, people will not grow with you on the same trajectory, man.

[00:36:29] As life goes on, your relationships are going to change because people aren't on the same

[00:36:32] trajectory, but you know what?

[00:36:33] If they're on their trajectory and they're happy and they're in a better position to me,

[00:36:37] that's what, that's, what's more fulfilling for me is to know that.

[00:36:41] And so even my coaching clients come in and they get on a better trajectory and they're

[00:36:45] moving on like, that's great.

[00:36:47] And if I know that, like that's fulfilling to me.

[00:36:51] Um, Sarah came and then I hired, um, Amber and Amber was with me for almost four years

[00:36:59] as well.

[00:37:00] Um, but then, uh, you know, like things changed in 2023 and she moved on to another, uh, job

[00:37:08] and I don't know where she is.

[00:37:09] I think she's doing something for herself.

[00:37:10] I don't really know.

[00:37:11] Um, but, uh, and right now, you know, as things changed, you've heard, you know, like

[00:37:16] I went through a divorce and you know, all that stuff.

[00:37:19] Like, um, I've got one employee in the clinic and I used to have, uh, we had two massage

[00:37:24] therapists.

[00:37:26] Uh, one was my ex, uh, PT and I was about ready to hire another PT right before the pandemic.

[00:37:31] And now it's a much leaner practice.

[00:37:33] We don't have massage and, um, you know, we're rocking and rolling and it's, it's doing

[00:37:37] the things that I want it to do, but it's different.

[00:37:41] And, um, and so now it's Dr.

[00:37:45] Chris and me up until last year, I had, uh, Dr.

[00:37:49] Caitlin was in there and Chris was doing like performance therapy and now Chris is doing

[00:37:53] PT and, and Caitlin was with me for four and a half years.

[00:37:55] And now she's working, um, at like a healthcare tech company, but she's also has her own

[00:38:01] coaching business, helping barbell athletes.

[00:38:03] And I think other PTs doing training barbell athletes.

[00:38:07] I had, uh, Derek was my first, uh, cash PT, um, resident.

[00:38:13] There's an episode on it, a couple episodes with Derek and Derek went and started his

[00:38:19] own business and then he started doing more online marketing and Facebook ads.

[00:38:22] And now Derek's working with me again, helping coach our clients as well as running a PT marketing

[00:38:27] machine where we, uh, where, where that I'm using to run both my businesses for our, um,

[00:38:33] software, uh, and marketing platforms.

[00:38:36] Um, Tyler was the next cash PT resident and he has his own business now in Winston-Salem.

[00:38:42] And then, and then that's when Caitlin came through after that.

[00:38:45] Um, and now I've got Dr.

[00:38:46] Chris, Chris is awesome.

[00:38:47] We went to school together.

[00:38:48] Uh, he was a year ahead of me at Elon.

[00:38:50] He's such a great dude.

[00:38:52] And so, you know, invariably, you know, people are going to come in and people are going to

[00:38:56] leave and you can, you can view it as, and some people, oh, and I had, uh, Brenna,

[00:39:00] I saw even today on LinkedIn, Brenna went from working with me for a little over two

[00:39:05] years to Twitter.

[00:39:06] And then she was at Twitter for just about two years.

[00:39:09] And then the whole thing changed with Twitter, became a different platform.

[00:39:12] Elon Musk was like, you know, you can't work at home.

[00:39:15] And I think that changed a lot.

[00:39:16] And she, um, left Twitter and then she's been at, uh, UNC.

[00:39:21] She works for the UNC school of business, um, UNC Chapel Hill school of business.

[00:39:27] Um, and it was like her one year anniversary from there today.

[00:39:29] And I was like, I saw that on LinkedIn.

[00:39:30] I just randomly logged in.

[00:39:31] I was like, holy cow, that's really cool.

[00:39:33] She's doing more of what she wants and she's further along her career path, which is amazing.

[00:39:40] Um, and these are my employees.

[00:39:41] I have a lot of, uh, contractors now that I've been working with for years.

[00:39:45] I worked with, uh, you know, so slightly different contractors.

[00:39:49] And we can talk about that.

[00:39:50] Uh, you know, Jake, um, Nicole, uh, Laura, Laura runs my events, does a lot of my social

[00:39:57] media now podcast.

[00:39:58] So thank you, Laura.

[00:40:00] Um, Nicole does a lot of our customer service in coaching business and Jake ran Facebook

[00:40:05] ads for me for seven and a half years and did marketing strategy with me.

[00:40:08] And, uh, you know, but I'm, I'm not working with Jake anymore, which is fine because we

[00:40:15] both need different, uh, trajectories.

[00:40:17] Um, so there's a lot of things around that.

[00:40:19] What's looking back, I say, Hey, this is great.

[00:40:22] But when I was starting looking forward, I didn't want to lose anyone cause I didn't

[00:40:25] want anyone to not like me.

[00:40:27] I didn't want to be the asshole, but as a business owner, you have to make tough decisions some

[00:40:31] days.

[00:40:31] And sometimes that means parting ways with people on your team who've given a lot to you

[00:40:35] and you've given a lot to them.

[00:40:37] Um, but ultimately I believe that, uh, doing that puts everyone in a better position.

[00:40:45] So that's kind of where they're at.

[00:40:46] Um, was there anyone I left out?

[00:40:48] Um, you know, like there's a couple of people that have come and gone that I don't know where

[00:40:52] they're at.

[00:40:53] Uh, there's some like Filipino VAs, like I didn't know them personally.

[00:40:57] Um, but in general, you're going to build relationships with your team.

[00:41:02] Um, but remember you're the boss, you know, so you can be friends with them, but you're not

[00:41:07] their friend, you're their boss.

[00:41:09] So just remember that piece.

[00:41:11] Okay.

[00:41:11] So here's what to do next.

[00:41:13] Hopefully that gives you some insights and lessons.

[00:41:14] Those are some of the big things for me.

[00:41:16] Here's what to do next.

[00:41:17] Okay.

[00:41:18] I want to, I own a, a business.

[00:41:21] Like, so this is for you.

[00:41:22] You own a cash practice and it's just you.

[00:41:25] And then I'm going to give you like, Hey, you own a cash practice or you're in network

[00:41:28] or something else.

[00:41:30] Um, what do we need to do?

[00:41:31] Look, I mean, number one, and this kind of applies to you too.

[00:41:34] Number one, you need to make sure you value your time.

[00:41:36] You know what your time is valued at.

[00:41:38] And it's more than just a hundred bucks.

[00:41:39] It's more than just 200 bucks.

[00:41:41] Okay.

[00:41:41] Whether you charge that much or not.

[00:41:43] Okay.

[00:41:44] You're, if you want to hire a PT, you must raise your rates above 150 bucks a visit.

[00:41:49] Otherwise you're going to be paying them $85 a visit and you're not, and it's going to cost

[00:41:52] you another 25 and you're not going to have any margin left unless you're doing high volume,

[00:41:57] you know, um, 150 bucks for every 20 minutes.

[00:42:00] And you know, like we can do a lot of high volume at a lower price.

[00:42:04] But if you're like me, like most people in the cash practice need to raise your rates

[00:42:08] in order to hire.

[00:42:09] And you need to be comfortable with that because your time is more valuable than you think.

[00:42:13] And the results you deliver are more valuable than you, uh, really understand.

[00:42:18] And people know, okay, then you need to decide.

[00:42:22] Uh, that you're ready to make the shift and hire someone.

[00:42:24] You need to make a decision like this is what I'm going to do.

[00:42:26] And I'm going to go all in on doing it because once you do it, um, it's a commitment.

[00:42:31] Um, and then the next thing I would say to do is once you know, you want to hire and you'd

[00:42:36] like some help, you'd like all the SOPs.

[00:42:38] You'd like the hiring like scripts, uh, job postings.

[00:42:43] You want the help making sure that not just we hire someone, we train them the right way.

[00:42:48] We get them the right scripts.

[00:42:49] We'd navigate these problems, whether it's, um,

[00:42:52] you put them in charge of something and they, and they go out and negotiate a rate that's

[00:42:56] way too low, or we have them, um, treating and, uh, they're not keeping their schedule

[00:43:02] full or people are dropping off.

[00:43:03] Like these are, these are ongoing issues.

[00:43:06] And I'd rather you have that issue than, uh, I don't know what to do with my waitlist

[00:43:09] issue.

[00:43:09] Cause the waitlist doesn't really help anyone.

[00:43:11] Um, so the next thing to do would be to book in a call with me so we can start building

[00:43:16] you a plan to grow your business and, uh, make a strategy for who to hire next, when

[00:43:22] to hire them, how to make it happen and make sure that it's, um, profitable for you, helps

[00:43:26] your patients and gives you more time and gives them a really great job.

[00:43:30] And to go book in a call, um, just go to call with Aaron.com or you can find me on Instagram.

[00:43:36] Um, send me a message and, uh, DM me the word strategy and we'll book you in with our new

[00:43:41] patient strategy call.

[00:43:43] Now, if you've already got employees, like maybe I would love to know, did you learn something

[00:43:49] from this?

[00:43:50] Um, the one thing that I think that, uh, can help anyone is to consider it and look at it

[00:43:57] like, why am I hiring?

[00:43:58] And I'm hiring to buy my time back.

[00:44:00] So I have more leverage, more impact, and I can do bigger things with the time that I get

[00:44:05] rather than hiring someone and expecting them to fill their own schedule.

[00:44:10] You need to hire someone, offload people, and then go fill your schedule again and then

[00:44:15] keep their schedule full and keep growing.

[00:44:18] And if you want some help building that, uh, plan, building a seven figure plan or adding

[00:44:23] a hundred K, 200 K in cash to your business in the next year, or man, if you're, if you're

[00:44:29] seeing 500 to a thousand visits a week over in your practice and multiple practices, there's

[00:44:33] probably one or two things, little bottlenecks we can do to unlock, um, to keep insurance

[00:44:39] from diet, diet, killing your business and unlock cash inflow without, uh, really raising

[00:44:45] your rates too high.

[00:44:46] Um, and keep your business going so that you can grow it, maybe even sell it.

[00:44:51] And again, like if that's you book in a time to chat, um, we'll make a strategy.

[00:44:56] Um, and I'll see you on the next episode.

[00:44:58] See you on the next episode.

[00:44:59] Thank you.