Hiring your Perfect Employee

[00:00:00] Welcome to the Aaron LeBauer Show. This is the number one show for passionate physical therapy

[00:00:10] and healthcare entrepreneurs looking to level up their income and impact on the world.

[00:00:15] If that's you, then you're in the right place. So sit back, chill out, and let's get into

[00:00:20] the show.

[00:00:26] Hey, what's up, Darren? Let's talk about hiring specifically, hiring another physical

[00:00:31] therapist. So there's time to hire VA's or time to hire admin assistants, but let's

[00:00:36] talk about hiring physical therapists and where the problems are because if you really

[00:00:43] want to grow your business, you really want to make more money and not like slave way

[00:00:48] even in your own business. We need to hire a team. We need to hire other people to help

[00:00:55] us. We need to bring on team members. So I'm going to talk a little bit today. I just

[00:01:01] give you a little crash course on how to hire, where to hire, and how to get them to apply

[00:01:05] it to work with you. A little bit about compensation models, and then some of the leadership skills

[00:01:12] that you need. I'm going to do it pretty quick. This isn't everything you need to know.

[00:01:16] This is just a high level overview. Maybe if you've hired people, you're like, yeah,

[00:01:20] I've hired people. Maybe if you've hired people for someone else, there's one or two of

[00:01:25] these things missing for you. Number one, I guess the why I talked about, the why hire.

[00:01:32] It allows you to help more people. It allows you to go on vacation without taking a pay

[00:01:40] cut. It allows you to travel, freedom. It allows you to stop seeing as many people so that

[00:01:47] you can create online programs. Look, I treated patients for 20 years. There's a time at which

[00:01:53] I don't need to see as many people anymore, but I don't want my income to decrease. I want to

[00:01:57] pass along my skills, my knowledge to the next generation. Or maybe you are the next generation

[00:02:03] and you're a badass and you're just like, Aaron, tell me how to hire so I can grow this in open

[00:02:07] multiple locations and do it before I'm 32. We can absolutely do that. The why is because,

[00:02:18] really, you're not special. I'm sorry to say it. You're not the only game in town.

[00:02:24] You can train someone to be 90% as good as you. It's not about the skills we've learned and how

[00:02:30] you touch people. It's how we engage with the person. The three things that I teach all my

[00:02:36] employees in our practice, especially the physical therapists is to our model is we listen. We touch

[00:02:42] them and we empower them so we listen to what's going on. We ask good questions. We touch them where

[00:02:47] they hurt. That's one of the things we have to do in the first visit. Touch them where they hurt.

[00:02:54] Because everyone before PT told me, Aaron, you're the first person to touch me or hurt. I've been

[00:02:58] everybody. I'm a massage therapist helping these people who've been to PT, OT, acupuncture,

[00:03:05] massage. They've been to this surgeon orthopedic specialist. They've been all over the place on

[00:03:08] the first person to touch them where it was because I was touching them. I was listening to them.

[00:03:12] I was listening to their body. It's not that hard to do. Look, I was only a massage, lowly massage

[00:03:18] therapist, Aaron. Yes, I had a degree from Duke University but that didn't teach me how to

[00:03:23] touch people's bodies and we empower them. We give people something to do at home whether it's an

[00:03:29] exercise or we give them encouragement and give them hope. We empower them to do with an exercise

[00:03:36] or self-treatment technique to reduce their pain and symptoms on their own so they don't rely on us.

[00:03:41] That's why. That's like the why. I need to help more people do that. How are we going to hire?

[00:03:51] Well, when I go to my friends, I go to my classmates and say, hey, you want to work for me? Maybe

[00:03:56] the coworker that was working for me last time. A lot of people will find people to hire in your

[00:04:01] business from people they already know and that's great. Just know this. As soon as you hire someone,

[00:04:07] you've had a prior relationship with, you risk the prior relationship so let's say you were co-workers

[00:04:13] and friends and then you hire them and things don't work out. Are you willing to lose the friend?

[00:04:19] That's happened to me, not necessarily in hiring but in going into business. When we change

[00:04:26] relationships with people, we risk the prior relationship and so you just have to understand that.

[00:04:32] But sometimes the people you've worked with before, you've already vetted them. You've already

[00:04:35] worked with them for two years. You know how they work under pressure, you know how they work with

[00:04:38] you. You know, great. So maybe there's someone in your network but the other big thing of how

[00:04:47] is how are we going to hire? Well, what we have to have is a job description. We have to have

[00:04:55] we have to be very clear on their roles and responsibilities. Like, are they going to

[00:05:01] are they going to be responsible for doing their own marketing? Okay. If they're responsible for

[00:05:06] doing their own marketing and their own business growth and why are they working for you? Why

[00:05:12] don't they go work for themselves? Right? So what we have to do is if we want them to participate in

[00:05:17] some of the marketing, we need to get them on board with it and know that hey if you help,

[00:05:22] it'll grow your grow your case load but we can't rely on them to do it. Like it's my job as a

[00:05:27] business owner to really fill their schedule. I just need some support from the team for to show up

[00:05:33] at events and they need to train them and give them the expectation. You know, hey you're going

[00:05:37] to write a blog post once a month or create like two Instagram Reels, you know, a week. Like and I'm

[00:05:43] going to pay them for that. Right? I'm not going to expect to do it all on their own or figure it

[00:05:48] out. I have to give them this path but let's get back into how we've got to have this job description

[00:05:54] that has, it doesn't need to be huge but it's just going to have here's your responsibilities. Here's

[00:05:59] your expectations and if we're looking to hire a physical therapist in 2024, you know what we have

[00:06:06] to do? We have to actually sell the position because there are more open jobs for physical therapists

[00:06:13] and our physical therapists that want them. I know they're probably enough physical therapists but

[00:06:18] people don't want them and then so we have to sell it, right? Like if you live in a dope location

[00:06:26] like you live in San Diego, you got to sell this San Diego lifestyle. You have to sell and you

[00:06:31] have a cash practice. You got to sell the lifestyle like, hey you're going to come and you're going

[00:06:35] to see up to 32 patients a week. I see 14 a day right? They're going to see up to 32, 34

[00:06:43] patients a week or maybe four it maybe it's only 40 whatever. Like you sell the lifestyle

[00:06:49] two-minute documentation. Do you want you like to you know not have to document on the weekends

[00:06:55] like any cash practice your documentation should take you just a couple minutes because we're

[00:06:59] not documenting for insurance. Like you got to sell the lifestyle. You got to offer something

[00:07:03] that no one else offers and that doesn't mean you have to offer a 401k and you know benefits but

[00:07:10] like let's offer them mentorship which you know what mentorship means it means meeting with

[00:07:15] an employee once a week at a team meeting and going over cases or case studies or self-treatment

[00:07:20] techniques. I mean it's it's not a ton but that's what a lot of people want we got to sell that

[00:07:26] and then we have to put together a job description right and we have to post it out places.

[00:07:32] That's really how to hire I mean there's a lot of other things in there like your state may

[00:07:36] require you to have certain documentation where were the lawyer who's in your state to create

[00:07:41] the handbook that you need and you know like a contract for you etc. I mean in our platinum

[00:07:47] mastermind I give everyone access to like a template of our like our contract and are in our

[00:07:56] handbook employee handbook and trainings on how to hire and do this. How to write the job description

[00:08:05] and application I give them you know you get a template for that but you can do it on your own too

[00:08:10] you know but just in your state you might have different state rules and we do in North Carolina

[00:08:15] like I'm not a lawyer I'm not writing you know your legal documents for you I'm just giving you

[00:08:19] examples so that you can see like how we do it and what works well. And so you need to have some

[00:08:27] those things set up and really before you even put out it might take you a few months to find a

[00:08:32] PT so as you put it out or before we really need to have some SOPs in place those are standard

[00:08:38] operating procedures it's like the things you do every day like you bring on this person they're

[00:08:43] going to need to know how do they answer the phone how they set up the room how do you want them

[00:08:47] organizing the treatments how do they how do you want them doing the documentation closing their

[00:08:51] space etc. They need to know that and you can't just tell them and expect them to remember they

[00:08:56] need to have it documented somewhere so we got to have some SOPs as well. Okay let's say we got

[00:09:02] his job description and you have hourly and you know like here's what I'm going to charge right

[00:09:08] here's what I'm going to pay compensate okay where do we go um so here's what we have to do

[00:09:16] we have to take this job and if this person is going to bring in 250 to 350 thousand dollars a year

[00:09:23] in your business you should be willing to spend 20 thousand dollars finding them so you're

[00:09:30] going to post it on indeed linkedin you're going to post it in on your personal Facebook page

[00:09:35] you're going to email your lists your patients you probably have PT's on there you're going to tell

[00:09:40] people um you're gonna put it everywhere you're gonna post this job everywhere there's job boards um

[00:09:46] Jess Jenny has a um cash based PT job board I think it's called cash based PT job board

[00:09:52] it's something like that uh if you need to connect with her go find her on Instagram at Wonderless

[00:09:57] PT's and tell her I you heard about her on the podcast um you know like you need to leverage

[00:10:04] everything you can define this person and work hard to do it because they're going to free up your

[00:10:08] time the first thing they're going to do is free per time so you know indeed is been the best place

[00:10:15] right now but there's monster jobs there's other job boards at some point indeed would charge me

[00:10:20] forty bucks for a uh an applicant and then this last few weeks I've been looking not for a PT but

[00:10:27] um for someone for other roles in the business and they're charging you know just per like views now

[00:10:32] again which is a little bit less because I would get these applicants and it'd be like forty bucks

[00:10:36] and we're like oh I have to get on there every day because if it was 24 hours they'd charge you

[00:10:41] there are some things and indeed you can filter for but there's this whole job application

[00:10:46] strategy that we use um where people answer questions they apply and then there's a little test on

[00:10:52] the thank you page they have to do the test they have to send in the email with the right words

[00:10:56] and video and everything and I know if they're like serious and so that's kind of where I'm going

[00:11:03] as we post this let's say we post it on indeed or LinkedIn I don't want to just look at people's

[00:11:08] resumes resumes don't matter to me you know I don't care like I've said in the past I don't care if

[00:11:14] you've got OCS CSCS GCS RCS I don't know what all the other specialty things what I really want to

[00:11:21] know is you know do you value what you do one of the best questions you can ask someone and I'm

[00:11:28] going to say I tell you where I learned this from I learned this from Jerry Durham so shout out

[00:11:32] to Jerry Durham how much is too much to pay for physical therapy that's one of the number one

[00:11:38] interview questions I ask and when I was hiring my first PT I got on a call with Jerry and

[00:11:48] oh there's another guy out in L.A. There was we did a little three-way call I can remember but

[00:11:51] we were both hiring and Jerry kind of like helped us with this so shout out to Jerry thank you very

[00:11:55] much if you haven't checked out Jerry Durham in a while go check him out um Jerry was one of the

[00:12:02] like first like older PT's that really was encouraging to me you know in doing the cash based PT

[00:12:08] thing he had a clinic in San Francisco that was out of network and Jerry and Sturdy were like

[00:12:13] really encouraging which was rare in like the Twitter PT Twitter and APTA like circles so thank you

[00:12:23] okay so we're gonna post it on indeed LinkedIn uh Facebook don't spam my Facebook group or

[00:12:28] anyone else's without permission um but put them on these places email your list that's kind of

[00:12:35] where um let's talk about you know this little application I mean it just real quick um the

[00:12:43] application button on indeed has gotten better over the years with some of the questions that

[00:12:47] asked but what I'm really looking for is you know do they have desire to do something different

[00:12:54] at the beginning of the application I'll have a little bit like a job description and I even put a

[00:12:59] video in there about our practice and the tour of our practice I've made this even more complicated

[00:13:03] where I had a whole funnel for this but in the last few years it's gotten harder um six or seven

[00:13:08] years ago and I hired my first people there were way more people looking for jobs especially PT's so

[00:13:13] you know I've simplified it and I use a type form and um you could do Google Forms something else

[00:13:22] I use type form and I ask here's a bunch of questions here's here's a job description here's some

[00:13:25] questions tell me about a time when this tell me about what you value about here you know etc um just

[00:13:32] some general questions to get them to go through it and I'm even like give me your Instagram and

[00:13:36] Facebook because I'm gonna go find you on social media anyways me as well give it to me

[00:13:41] and then um if they answer the questions right at the end I have a special message for them

[00:13:46] I can even say you don't you miss a question like are you willing to get vaccinated for COVID like

[00:13:51] for our clinic that's important like I don't want someone unvaccinated working in our clinic because

[00:13:57] it's not just Aaron working in there it's not just you it's other people and that question will

[00:14:01] disqualify people there are other disqualifiers that will go through and at the end if you qualify

[00:14:07] you'll get a message with instructions on what to do next and there's another step in the process

[00:14:12] that only really good fit people are willing to do this is called the hiring application

[00:14:17] of the hiring funnel and a platinum master member is get access to this and they can

[00:14:22] you know get a copy of it etc um you can create your own uh you just need to ask these important

[00:14:28] questions um questions like tell me about a time when you know you worked with an iRate customer

[00:14:35] tell me you know what's you know who are the people that you like or learn from and why is it

[00:14:40] important and you can tell by the way people answer if they just do these short little one to two

[00:14:44] word answers are not good fits if they give you good paragraphs um they're starting to be a good fit

[00:14:50] and then at the end there's a test and it's like send me an email to this specific email address with

[00:14:56] this specific um subject line and include these specific things and what this is is not

[00:15:02] is a test not just to see if they would do it is a test to see if they follow instructions

[00:15:06] and they're um they're teachable or coachable and um and if they'd actually do it

[00:15:12] they're willing to uh go above and beyond what most people will do which is really who I'm looking for

[00:15:18] as someone who's ready to go above and beyond um what most employees will do right so that's the

[00:15:25] application and then once i have them send in this video like three to five minute video

[00:15:32] then i can review these i don't have to review all the all the um resumes on indeed

[00:15:38] i can just review the people that have gotten to this step i can put it on autopilot

[00:15:42] and it happens and it'll just show up in my inbox that's the beauty of the application funnel it takes

[00:15:47] less of my time you just got to set it up once and then you put it into action when you're ready to hire

[00:15:53] um right there's a three compensation models um and i've built a spreadsheet to model these out

[00:15:59] for different um prices but there's um well let me talk about this real quick if you own a business

[00:16:05] and you're gonna hire someone as a contractor they really need to look like an independent contractor

[00:16:11] but most people hire independent contractors to reduce their risk and really they're you're increasing

[00:16:16] your risk because the person now looks like an employee because you've given them set hours

[00:16:20] if you get them set times set instructions etc an independent contractor doesn't have set hours

[00:16:26] to show up they don't they do their own scheduling they do allow their own work so if you're

[00:16:31] gonna hire a physical therapist to work for you unless maybe you're doing um home health contracting

[00:16:37] even if it's cash based they're probably an employee and you can still pay an employee per visit

[00:16:43] just probably need to hire him as employee and you really need to talk to a lawyer to make sure

[00:16:47] that you're hiring them the right way um so we've got these compensation models you've got salary

[00:16:55] okay the benefit of putting someone on salary is you give them all your expectations and

[00:17:00] their job is to do their job right they can they're not getting paid just to treat patients they're

[00:17:06] getting paid to help you um you know nurture clients do marketing there I mean all these things

[00:17:12] are part of their job description for set you know being on salary I think salary is great

[00:17:18] for a long time I really liked it um and then uh I really you know I thought oh this is great

[00:17:25] because I can get them to do more than just treating patients otherwise they'll be incentivized

[00:17:28] only to treat patients not to do other things um and I did I I made a couple mistakes I took one

[00:17:34] person from hourly move them to salary and their productivity decreased I'm like giving her a raise

[00:17:40] and rewarding her by giving her a salary like a salary that's higher than what she was making hour

[00:17:44] early hourly and she started working less productivity decreased this wasn't a physical therapist but

[00:17:50] you know I was like hmm that's not so good so there's another model that's uh basically eat what

[00:17:55] you kill model where it's like you're just getting a commission or not even really a commission to

[00:18:00] set fee per treatment and so definitely be careful of saying hey I'm gonna give you 50% because as

[00:18:07] soon as you raise your rates they get um a pay increase so doesn't employee deserve a pay increase

[00:18:14] when you decide to charge more for a product no they deserve to get a pay increase when they show you

[00:18:20] they're worth more to your business than what you're paying them and so do not tie those two things

[00:18:24] together because you might have promised someone 50% you come to work with me and I'm like yeah we

[00:18:28] need to charge more than $125 an hour and we get you to 250 and now the person you told you were

[00:18:34] gonna pay $45 an hour is now making 90 bucks an hour only because you raise your rates not because

[00:18:40] they deserve to make twice as much so don't tie those two things together um so you can eat what

[00:18:47] you kill but what this does is requires someone who is a go getter is a hunter and is ready to go out

[00:18:53] and get more but a lot of times especially if you're starting and you don't move your patients

[00:18:57] or they're scheduled they like why am I doing here I don't have enough business to make this

[00:19:00] worthwhile um you know so if you're on salary they know what they get every two weeks and it creates

[00:19:08] like safety and security if you're on like a eat what you kill like uh fee per flat fee per visit

[00:19:17] I know the more visits the more I um the more I make so this might incentivize them to book

[00:19:24] patients in longer because they'll make more you know like the right physical therapists won't do that

[00:19:28] but there is this incentive to say hey well the more times I treat this patient the more money I make

[00:19:33] the really incentive should be hey the more you help with the marketing the more you help

[00:19:37] fill your schedule the more money you make um so sometimes it can be hard to kind of extract these

[00:19:42] things and its personality so then there's a model that's in the middle there's like this

[00:19:48] base plus salary you got this base salary of I don't know 500 bucks a week I'm just throwing out a

[00:19:54] number like let's just say 500 bucks a week so that's $2,000 a month not enough for someone to

[00:20:00] pay some rent and eat some food if they have no patients coming in but then they get a lower amount

[00:20:05] per visit so instead of let's say 65 dollars of visit maybe they're making a base plus

[00:20:11] $50 a visit um what I'm doing right now with one of my therapists is he's gotten hourly

[00:20:18] um but when you see these patients he gets more per hour so he's getting like a $20 an hour

[00:20:22] but when you see his patient he gets an extra 35 so he's making 55 per hour for a visit um

[00:20:29] and we've moved to a couple different payment models to see like how does that work

[00:20:33] and I have room to give him it is a pay raise and an increase on that as long as it's working well

[00:20:40] and I feel like that's a good mix like with him I he was on hourly and it was fine um I was paying

[00:20:47] in part let's see let me go back with Chris I was paying in per visit when he first started

[00:20:52] um and then you know like I lost an admin and I wanted him to do more and I was like well you

[00:20:58] know what I'll just pay him the same per hour um to do admin as he was doing treatments because

[00:21:04] you know it just was easier for me at that time it was like a little bit of a crisis time I lost

[00:21:08] employee I was getting divorced I was like I can't do too much I can't make it complicated

[00:21:13] and that was fine but it didn't incentivize him to see more people and then we had a good hard

[00:21:18] conversation this is about a year ago and I moved him to um like an hourly plus I reduced his

[00:21:26] hourly but I said hey when you treat a patient I'm gonna give you more and all of a sudden his

[00:21:32] schedule got busier and then um as Caitlin left uh back in uh this January December I told Chris

[00:21:41] I was like hey I'm gonna I'm gonna get more patients on your schedule but I'm also gonna give you

[00:21:45] a raise and I gave him a raise and now he's doing even more and it's like the idea is to incentivize

[00:21:51] them to you know like see more people keep the right people booked on their schedule etc there's

[00:21:57] never a perfect model but those are the three um basic models and if you think about this if someone's

[00:22:02] gonna bring in $300,000 a year to your business you can easily afford to pay him about 30 percent

[00:22:07] so between 25 to 35 percent of gross can go to paying their salary okay um because remember when

[00:22:18] you've got let's say you're paying someone $100,000 it will cost you 25 to 30 something in additional

[00:22:24] taxes and payroll expenses uh benefits, connet etc it costs more so you have to factor that in um

[00:22:34] and so there's not a perfect number it can go up and down and the higher volume you have the more

[00:22:40] leverage you have um the lower volume you have the less but if you're only charging 125 bucks

[00:22:46] of visit 150 bucks of visit you're gonna have a hard time paying an employee close to six figures

[00:22:53] right and six figures for seeing 30 patients a week so um just think about that too like are you

[00:23:01] charging enough to be able to pay someone a good salary to keep them and retain them right so how

[00:23:08] do you get them beyond six figures well you charge more um you pay them more you get them uh

[00:23:15] doing a little bit more in the business maybe they get a profit share of gross that's something

[00:23:19] that we've done that's something I've had taught other people how to do um and then you get that

[00:23:25] person doing they're not just doing management they're kind of more responsible for marketing sales

[00:23:30] and leading a team and then they can have a percentage of the gross because as they grow the business

[00:23:36] they grow your business and they grow your take home so they can take home more

[00:23:40] and that's a great I think compensation model for someone has been with you for a few years who

[00:23:45] you trust who has a long-term vision inside your business last thing I want to chat about before

[00:23:51] I got to go and hop on a call is this okay now you hire someone let's talk about leadership

[00:23:59] I think I have a whole training and podcast that in this but real quick leadership

[00:24:03] you are the leader of this team you need to lead you need you need to really lead from the front

[00:24:10] because a leader leads from the front a leader pulls the cart and sets the direction but a leader

[00:24:16] doesn't do all the work either they don't do all the work for people they don't micromanage

[00:24:20] um so don't micromanage people give them responsibilities and clear like outcomes hey this is

[00:24:29] the problem this is like this is the problem we're solving for this is the goal this is when I

[00:24:35] know it's done here's the timeline I need it done in here's the first five steps to get started

[00:24:39] and here's the big projects like getting that and then say hey when you encounter a problem that

[00:24:45] you don't know how to when you encounter a problem referring the business I want you to

[00:24:51] come up with two different solutions like if you don't know how to solve it if you don't

[00:24:54] know how to solve that problem right away without me I want you to come up with two different

[00:24:57] solutions and before you come to me and tell me about the problem I want you to present me with

[00:25:02] two options at least maybe a third option you know hey option a option b and I'm either going

[00:25:07] to choose a or b or I'm going to give you option c and then that way people aren't coming to

[00:25:12] me with problems and I'm not solving problem I'm they're coming me with solutions and I'm just

[00:25:16] choosing solutions which makes my job easier but it puts more ownership in their hands as well because

[00:25:22] they can just solve this problem sometimes you got to keep an eye on it because sometimes

[00:25:26] just solving that problem can lead to drift like last week Chris and I were going through like the

[00:25:32] cleaning like you know because Chris is running the practice and he's like well you know when do I

[00:25:37] need to order stuff what do I need to order I was like well let's take an inventory of what we got

[00:25:41] and I went back and looked and we probably have an easily $500 worth of like disinfectant hand

[00:25:46] sanitizer and cleaner from 2020 2021 where I basically told my employees like all right you know

[00:25:53] we need cleaners solve the problem and I've just realized last week or actually last week early two

[00:25:58] days ago that she was hoarding cleaning supplies and like holy shit we're never going to use this

[00:26:03] hand sanitizer this is like the super liquid hand sanitizer we're never going to use it and it's

[00:26:08] just like I got a couple fine I got a couple like one gallon jugs of this stuff I'm like I don't know

[00:26:15] I'm not using that stuff so you can get a little drift you know it's happening but you keep

[00:26:22] you keep check on it you have your policies and procedures and you know you keep an eye on your

[00:26:27] business and that's one of the ways like metrics like having your team flat metrics so you can

[00:26:31] look at them that prevents drift but sometimes drift is unavoidable and sometimes you know

[00:26:38] it is but just don't micromanage people you know let them do it otherwise you're just doing

[00:26:43] it for them it'll create resentment and in from them and you and you're gonna stay busy and it's

[00:26:50] not gonna give you that freedom that you're looking for so that's the leadership the other piece of

[00:26:54] leadership that I'm gonna pass down to you and I learned this from Badros and Badros said give him

[00:26:59] rope and I was like we can give him rope he's like give him rope and I'm like what he's like rope you know

[00:27:04] like give him rope like there you were giving them an opportunity they're either going to choose

[00:27:08] to build a rope ladder and climb to the next level or they're gonna build a newson hang themselves

[00:27:14] and I've done that before where employees were asking like hey we want to get back into doing team

[00:27:19] building events and I was like great let's do this event set it up schedule it organize everyone

[00:27:24] and it took over a year for that to happen I should have known but I was too busy with the pandemic

[00:27:28] and all the other things like I see now like that was a red flag that that didn't happen I gave

[00:27:35] an employee that ability and she's now not no longer with me but you know it's like oh I gave her

[00:27:41] an opportunity because if you can't if you're not replaceable if an employee isn't replaceable

[00:27:50] they can't be promoted so that's why our employees are responsible for creating their SOPs

[00:27:56] there's standard operating procedures they're alien abduction manual because if I can't replace them

[00:28:01] I can't promote them because in order to promote you I have to have someone else do the current

[00:28:05] job you're doing and if I have to go in and train them very specifically and spend my time doing

[00:28:10] is like it's not going to happen I'll just hire someone to come in at the higher end job

[00:28:15] so those are kind of like the keys on leadership and hiring I think the number one thing is

[00:28:22] is create something awesome that you would love hire someone awesome to fill it but they do not have

[00:28:29] to be you they're gonna be someone else and they're not gonna be as good as you likely if you try

[00:28:33] to hire someone who's been out in the field for 10 years or more they're gonna be setting their ways

[00:28:38] and finding someone who's setting their ways the exact same way you're setting your ways is going

[00:28:42] to be more difficult than hiring the hiring someone younger and mentoring and training them into

[00:28:47] becoming a great therapist and remember great therapists aren't people that command more

[00:28:54] dollars it's people that connect have empathy ask questions and are good at the sales part because

[00:29:00] sales is all about questions and people that are invested in your business and entrepreneurs

[00:29:05] are gonna help you grow your business not just like the number one best you know person at manipulation

[00:29:11] like that's not what we're going for simple is scalable remember that

[00:29:19] simple is scalable grow your business dream big and if you need some help

[00:29:25] creating some of these hiring systems you want access to our hiring program or like to work

[00:29:29] together to grow and scale your business so you have more time you might be a great fit for

[00:29:33] a platinum mastermind program if it feels like that's something you'd be interested in I'd love

[00:29:39] to invite you to hop on a free break free new patient strategy call with me you just go to call

[00:29:45] with Aaron.com fill out the little forum schedule in a time and we'll chat for like 10 15 minutes

[00:29:51] and if we can't help no worries up in the right direction if we can we book in another time

[00:29:55] to chat about how and what that looks like so that's call with Aaron.com otherwise take these strategies

[00:30:02] go hire someone let me know what was helpful for you about this podcast about the show shoot me a

[00:30:07] message on Instagram even maybe let me know what you'd like to learn more about on the podcast

[00:30:11] what kind of episode you'd like to hear about and I'll see you on the next episode peace

[00:30:17] hey what's up it's Aaron thanks for listening to show if you enjoyed the episode and you'd

[00:30:21] like to help support the podcast please share it with others post about on social media

[00:30:25] relieve a five star rating and review overnight and to catch all the latest from me follow me over on

[00:30:30] Instagram at Aaron the Bower thanks again and I'll see you next time