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How to build a 7 figure health practice
Episode 632nd October 2021 • Success Inspired • Vit Müller
00:00:00 01:06:18

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My guest today is a Physical Therapist, former private practice owner and CEO of Practice Freedom U. He is the author of The Practice Freedom Method: The Practice Owner’s Guide to Work Less, Earn More, and Live Your Passion. Jamey is on a mission to help private practice owners grow their business by working less, earning more and living their best life.

Click here to sign up for Jamey's Online Course

Highlights:

  • [00:01:15] Jamey's story of overcoming adversity
  • [00:07:01] How to build a 7 figure health practice
  • [00:13:08] Why figuring out your ideal customer avatar should be one of the most important things to do in order to have a thriving business
  • [00:18:33] Why building your network is so important when you want to have steady stream of new customers.
  • [00:30:04] You've gotta hire A Players
  • [00:37:44] Know your metrics focus on operating a data driven business
  • [00:45:17] Take ownership over your leadership
  • [00:49:54] Providing amazing experiences to your customers
  • [00:56:01] Control your time to have a healthy balance
  • [00:57:59] Jamey's second story of overcoming adversity
  • [01:02:11] 3 key take away points to remember

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Transcripts

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Welcome to the Success Inspired Podcast, a business and personal development

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podcast to help you accomplish more in life and realize your true potential.

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And now here is your host Vit Muller

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Hello, everybody.

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Welcome to another episode on the Success Inspired Podcast.

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I'm your host Vit.

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And

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my guest today is a physical therapist, former private practice owner, and an

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author of the practice freedom method.

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The practice owner's guide to work less, earn more and live your passion by

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teaching what they didn't learn in school.

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Covering four key areas, critical for business growth, fail a

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marketing organization, management, profitability, and leadership.

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He is on the mission to help private practice owners to grow their

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business by working less, earning more and living their best life.

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Please welcome to the show jamie Schreier.

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Hey Vit,

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How are you man?

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I'm good man, I'm good.

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Great to have you on the show.

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I had great Jeremy show.

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Glad to be here.

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So glad to be down under.

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you know, I I've been in private practice owner as, as you mentioned.

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And, and like, most people, I just couldn't work for somebody.

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I mean, I realized now I'm unemployable.

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I, I just, it's just, I need to do my own thing.

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I need to, be responsible for my livelihood, be responsible

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for my financial wellbeing.

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So, I made that leap into private practice because that's where you can do it.

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that, that entrepreneurial thing, although I never really looked at

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myself as an entrepreneur that was like the seed jobs of the world.

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and I started my business.

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My wife was with me.

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She was my fiance at the time.

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And I dove right in and I did what everybody does when they start a business.

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Right.

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I was working, man.

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I was working home.

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Having fun, treating some patients, you know, had had some family

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come in, had some friends come in.

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I mean, my dad had 36 different problems that I had to keep, you

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know, I had to keep the, you know, paying the bills and all that.

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And then eventually, you know, started getting busier.

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And when I got busier, the once fun and exciting time of practice

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ownership, it started to become a little bit more of a little more

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anxious, little more uneasy feeling.

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it, it just wasn't fun anymore.

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And, you know, it was interesting is during this time, here's

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something that people may not know.

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And during this time I had an, a, a fire and my whole place burned down.

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it was a crazy thing, electrical fire on a Sunday afternoon, and

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the place burned down, but was interesting bit is even before then.

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I just wasn't happy.

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I was overwhelmed.

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My energy.

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Wasn't the same.

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I just, I just started looking into the future.

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What am I doing?

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All I'm doing is working every day.

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Seems to saying I'm just working, working dreading Mondays, waking

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up at two o'clock in the morning.

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So I finally said, look, when the place burned down, the good news was

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I didn't have to go to work on Monday.

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So that was good.

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And I didn't go to work for the next four months.

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The other news was I had to decide what the heck I was going to do.

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So I was either going to quit the profession and just

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say, this is not for me.

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This is just too hard.

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And I'll just do something else.

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Or I was going to make a commitment, a true invested investment in

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learning actually how to build a business that delivers great care.

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I didn't know how to do that.

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I was the person who provided good care, but I didn't understand

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anything about business.

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They didn't teach me this in school.

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the only thing I did was read them.

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So my investment in my business education was about $14 and 95 cents, but I made

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that commitment, thought it would take me a couple of years to do it nine years

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later, I finally did what I wanted to do.

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I wanted to build a business, listen to this.

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I wanted to build a business that day in and day out could be operated by a team.

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Other therapists could treat people and treat them well, we would bill properly.

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We would collect money.

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we would, you know, make sure the place was good.

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We take care of everybody and I would play a different role.

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I'd play a role of, of, of directing everybody and, and being the visionary

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and, really just having more control over my time and network and do all that

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nine years later, I did it in 2013 and it was the greatest thing in the world.

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Yeah, man.

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You're totally right.

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And that's the whole thing, right?

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Like when you have a business, it was the whole idea of the business.

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It's supposed to be, an income generating asset, but sometimes, you know, not,

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not sometimes actually oftentimes people start business and soon before they

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realize they actually got themselves a job and they are stuck in there right,

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Like you actually want to be the director.

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Like the person that direct as the name suggests directs, not in

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a, like a dictatorship way, but direct the team direct to the.

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The flow of the business, where the business is going, and then the

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actual technical jobs, technical tasks are being done by the employees.

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And that's why we have employees so well down to that,

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obviously it takes nine days.

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Sometimes it takes even longer, right?

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Oh, absolutely.

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It takes a long time.

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And, you know, th th there's a way to do it.

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and that's what I discovered over the nine years.

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There was a methodology that I followed, and I started to figure out

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there actually was a way to do it.

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And, I started sharing it with other people and other people started to

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utilize this methodology this system and they started getting results

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better than I did bigger than I did.

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And a lot faster than I did.

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There was people getting results.

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you know, literally moving themselves from craziness, overwhelm, not making really

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any money to making multiple six figures having time off in less than 18 months.

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I mean, it, it blew me away.

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So that's when I felt like it was the, what we need right now is to be sharing

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this with as many people as possible.

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Yeah.

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I love that.

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And let's clarify this thing for the listeners because they might think,

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oh, maybe I should stop listening because this is only going to be for,

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you know, a medical practice owners.

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Correct me if I'm wrong, but I think a lot of the business

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principles would you say they apply to two other business industries?

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I would say every single one applies to any business you

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have, because here's the deal.

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If you are a business owner and you're responsible for generating income and

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you have something to sell either a product or a service, and you have

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clients that buy that product or service, then we all do the same thing.

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The widget we sell.

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And it's hard to look at it like this, but the widget we sell, the service we do

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that we help people with that's unique, but everything around that is the same.

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Like I said, I learned mostly everything I've known outside of

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the health and wellness field.

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That means I learned for people that had all kinds of other business and I realized

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how much it applied to our businesses in the health and wellness field.

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So yes, absolutely.

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It related.

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Hmm.

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I love that.

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So what are some of the areas that need to be addressed to build on

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and grow a seven figure practice?

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Well, you know, first of all, the biggest challenge we have in, in business is we're

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getting pulled in a million directions.

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We have all these to-dos and we never feel like we're accomplishing any of

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them because there's always more to do.

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And we have this, this ideal of what we want, but it just seems

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like every day is kind of the same.

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So one of the first things we have to do, if not the first thing

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is just like, we go on vacation.

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If you go on vacation, what's the first thing you have to determine

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where you're going to stay.

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You gotta determine where you're going.

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Right.

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So many of us, we open our business and what do we do?

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We jump right in the car.

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We put the pedal to the metal and we just go, where are we going?

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I don't know.

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I just need to work.

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I need to get people in.

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I need to get people in.

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So the first step that we have to do is we have to determine our destination.

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We actually have to know where we're trying to end up.

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What is our goal?

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You know, as, as Stephen Covey said in his book, seven habits of highly successful

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people, he talked about always begin with the end in mind, will in this case,

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in your business, whether you're just starting, you've been in 10 years, you

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have to be clear in what is "the end".

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Now, of course, it never really ends.

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You continue to grow, but there needs to be at this stage of the

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game, a destination that is the absolute first step in this thing.

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And then the second step, which really isn't, it's more

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of a subset of the first one.

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The second one is to why is this destination important?

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So if you're taking a trip and you want to go, let's say to the states, which of

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course you're going to have to fly here.

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Well, why the states, why are you going there?

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Why aren't you going somewhere else?

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Because you need to get really clear and resonate with this goal, with this vision

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that you have, if not, it becomes empty.

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And initially you might be able to get away with that.

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But if you want to become a seven figure business, even maybe if you're right now a

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hundred, 200, $300,000 a year business, if you want to get there, you're eventually

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going to have to hire people, which was one of the later steps, but you're

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eventually going to have to do that.

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And when you do that, you're going to have to attract them.

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And the only way to do it is to be clear in where this ship is

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sailing, where you are going.

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So by doing this work in the beginning, gives yourself clarity of where you

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want to go, and it helps you then create a path and a plan to get there.

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So, number one, where are you going to go?

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What's the location?

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Number two was the sub set, figuring out where exactly

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you want to be like location.

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Where are you going to find the

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employees?

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Call number one, determine your destination.

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One, one a is why like Simon Sinek start with why?

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Why is this important to you?

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Because this is your business.

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What you're doing has to inspire you.

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It can't just be jumping in the car and let's start doing it, man.

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Let's start doing it.

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You will wear yourself out.

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You're the most important aspect of this business and just working harder

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and harder and harder is not going to get you where you want to go.

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You're going to run out of time and you're going to burn yourself

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out and be an overwhelmed.

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So number one, determine the destination.

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Number two, once you're clear on that destination, you have

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to dial in who is your avatar?

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Who is your ideal client?

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Here's one of the biggest challenges that are out there.

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The problem that is out there is we try to be everything to everybody.

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We don't have a strong niche.

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We do whatever we gotta do.

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And this comes down to two reasons.

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One, when we start out in business, it's mostly just us where the solo preneur,

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and we have a lot of skills and we can help a lot of different kinds of things.

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And too, the reason we do this is because damn we've got bills to pay.

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I'll see anybody, and everybody my saying used to be, give me anybody with

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a pulse and insurance and the insurance is off or the pulse is optional.

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I didn't care about it.

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They had a pulse as long as I can bill their insurance.

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I didn't care.

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Well, I realized that was a really bad way to think about my ideal clients, the

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people that I truly want in this business.

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So number two is you got to determine who is your avatar and really dive into that.

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Get really clear around that.

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Because that's going to drive your marketing as well, right?

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Like, I mean, you still need to promote an and in the example of what

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we're talking about here as medical practices, you still need to be able

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to promote your medical practice.

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And are you going to just be vague and just say, Hey, anybody

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that scope pulse come and see us?

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Most people want to dive into marketing and they have no idea

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who they're actually marketing to.

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So one of the, one of the biggest problems is Vit is if you're not clear on who your

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avatar is, then how are you going to be clear on the messaging to the avatar?

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How are you going to be able to connect with the pain points and the challenges

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and the problems that this person has?

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You're going to be sending a general message out there and let's face it.

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Every single person that's going to be listening to this we're all specialists.

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We might be commoditized in our industry.

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You know, training is training therapy is therapy and therapists are therapists,

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but the reality is whatever's going to differentiate us, is going to be

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dialed in with the person that we help.

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And we provide a unique selling proposition to the most.

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And that's why getting very clear on who is the person that you can deliver

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the best service to that inspires and energizes you is paramount,

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which is why it's the second step.

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So just to give a bit of context for our listeners, what would be some

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like, some examples of practices that do it well and how do they

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differentiate?

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Yeah.

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So practices that do it well for, avatar or ones that are clear on well, is

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your avatar, more of male or female?

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Is your avatar, married, single, what are the hobbies that your avatar has?

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where do they live?

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what's their socioeconomic status, you know, are they professionals

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or are they more blue collar?

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Are they, seniors or are they kids?

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Right.

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So you might have a practice.

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That's a bit more of a premium service, which then requires a bit more of affluent

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customer, for example, more customer, a patient, who can afford those services.

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So that would then govern you to make sure that your avatar, who you're

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targeting is somebody that's more higher income earner, for example.

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You get to choose who your, who your ideal client is.

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You got to choose that first.

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And hopefully what you're doing is choosing that based

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on what you like to treat.

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If you like to treat people that are more high affluent people, because you have

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a cash based boutique type of business that you charge $250 a session we'll

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then you want to get clear on that kind of person, because you connecting and

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communicating to that kind of person is going to be very different than

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if you're communicating to a person because you're charging $50 a visit.

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It's a different type of person.

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And let's say you like to specialize in athletes.

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Well, communicating and connecting with athletes, it's going to be very

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different than if you like working with 65 year old and older kind of seniors.

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So this avatar helps you to create a picture.

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Of who you primarily are going to, target and market to here's the

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question I often get, but Jamey I, I can see more than just that one

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person and the answer is yes, you can.

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But here's the, here's the problem.

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We're looking at this as a way to best use our time and the best use our resources.

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So we have to narrow down our focus to be able to communicate

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specifically with a particular person.

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Although what's going to happen is you're going to get other people coming

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in that you didn't directly target, but they wanted to come see you anyways.

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Which of course you're happy to take care of, but here's, here's what doesn't work.

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What doesn't work is you being the generalist.

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Look, we are in the profession, whether it's physical therapy, whether

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it's personal training with a health club, whatever it is, we are in the

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profession of specialties, when you have a back problem, would you

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go to the general orthopedic or would you go to the back specialist?

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Well, I'd go to back specialist for sure.

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Right?

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You'd go to the back specialist, even if they both had the exact same

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education, but because that person has back specialists and you've seen some

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of their content, you've seen maybe some of their emails, you've seen them, then

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you were like, I know they can take care of me and potentially help my problem.

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Now, if you had a friend, let's say that that was, you know, friendly

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with the general orthopedist and they made that connection.

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Okay.

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That might happen on that angle, but we're talking about who you're going to

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predominantly communicate and market to.

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So we need to make sure that we are marketing with our.

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future client in mind.

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And we have to be super, super clear because if not confused people

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don't you ever heard that saying great marketing saying, right?

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That means anytime.

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Say it again.

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Say it again.

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That was good.

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Confused people, don't.

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It means anytime someone is confused, they will take no action.

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You give them 50 choices.

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They won't choose any.

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You give them small, medium and best value.

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They're going to choose best value, 80% of the time.

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So if we say, oh, by the way, I specialize in neck, back, nose,

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eyes, shoulder, knee, hip, ankle.

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They're going to be like a one trick pony.

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Hey, I bet I specialize in the spine and helping you get back

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to the activities you love doing.

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And we do it quickly and we do it without any hassles of jumping through hoops.

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Oh, yeah, I'm going to go with that person.

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So by doing this avatar, we start to build this picture of the person that we

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want ultimately to attract, knowing that we're going to get other people as well.

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let me guess that's going to govern your marketing and your ROI, and

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you're going to have predictability in your business because you're going

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to know that where are you investing your money in towards promotion?

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It is, it is so tried and true.

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It makes so much sense when you think of it this way.

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But unfortunately we don't think of it this way.

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We weren't trained to think that the dislike way it's not their fault.

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It's not your fault.

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We just weren't trained to look at it.

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So yes, if you're a small business that you're in that a hundred, 200,

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$300,000 range, and you want to get to that next level, that's six, 700.

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And then you want to go to that next level, which is the seven figures.

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Yes, you need people in the door.

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Now you have enough, you have a vision of where you're going.

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You have a destination of where you're going.

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You know what you want to do?

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You have a clear avatar, an ideal client of who you want.

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Now it's all about building your network.

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Here's how it's going to start out.

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Any person has ever started a business from the ground up, started

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generating referrals the same way.

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What we did is we relied on our friends, family neighbors.

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And perhaps some people we worked with at our previous job, that's how we did it.

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That's how we get, got it going, which is great.

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But eventually what happens is that starts to die out, right?

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You start to get busy and then all of a sudden the referrals don't come in because

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you went through your, initial people.

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So now you have a choice.

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There's a lot of different ways to do it.

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At this point.

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You could, put some money into digital measures, right?

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You could build your website, you could throw a lot of money

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into Facebook or LinkedIn.

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you could really, you know, put thousands of dollars into branding yourself.

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That's an option you could do advertising.

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you know, you could do pay-per-click you can, host events.

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There's lots of things you can do, but what I've found the most effective way

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and the most economical way, because most of the people that are starting

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a business at this level don't have any money, but they do have time

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is to build your referral network.

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That is number three, step three.

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So why, why are you doing this is because as specialists, people are referred, I

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live in a neighborhood that has 400 homes.

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We have this, we have this thing called listserv.

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It's like an, it's like an email thing just for the neighbors.

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Right.

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Are you familiar with that?

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It's like some communication thing just for the people in the neighborhood.

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So if some weird person is walking, you'll say I see a weird person walking

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the neighborhood and people will respond.

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Right.

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Right.

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One of the biggest things that is used is people ask for recommendations.

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And I've never heard someone say, Hey, I'm just looking for a personal

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trainer that specializes in anything.

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I need a physical therapist just to help me with a general problem.

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Everyone always says, I'm looking for someone with a specific blank.

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I'm looking for a plumber to help me with my toilet.

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I'm looking for a therapist that can help me with my knee.

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I'm looking for a doctor that can help me with this.

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People are looking for specialists and specialists are referred to by people

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they know like, and trust, which is the network in which you're building.

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So what you can do, you can also flip it on the other way around.

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It's what they say, what they're looking for specifically.

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You can also say the same thing I'm looking for.

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Let's say five, five athletes or three athletes that are preparing for

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Olympics that are struggling with, with knee pain or something like that.

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Well, yeah, depending on your marketing strategy, but this particular strategy

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is really about building your network of influencers, because you can spend your

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time going after one person at a time.

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But I like to leverage my time.

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I'd rather build a relationship with someone that has, influence over hundreds

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of potential, patients and customers.

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For me, such as, you know, an orthopedist, they can send a lot of

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back people and a lot of athletes to me, we used to specialize it in runners.

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So we would work with running coaches and boutique running clinics and people

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that also specialize in runners, but did it in a different way than us.

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So by building your list, Of potential influencers or

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potential referral partners.

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Yes.

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It may take a little longer to build a relationship, but you're

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also building a foundation.

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Well, you're going to continue to get referrals again and again and again,

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because you're going to have a solid relationship, not something that's held

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by silly string that can break as soon as someone else goes after that person.

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And all of a sudden, you start, you stop getting referrals.

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So that's the huge premise that I learned that I never did when I started

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my practice for the first several years, I didn't go after any doctors.

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I didn't go after anybody like that.

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I just went after individual people.

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But what I realize is when you build 10 20 relationships and they're sending you

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a couple of people a month, your business starts to ramp up quick and you start

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to hit that seven figure mark easily.

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The keyboard you said is scale the scalability, right?

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I definitely liked the strategy referral strategy because

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it's such a great strategy.

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Like if you can really nail it down and whether it's your referral partner

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at work, or whether it's referral strategy of your customers, by having

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some amazing system of, you know, their initial experience, and let's

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say they, they, they come in and you shop and they buy something.

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And then there is the follow up, you know, where you amaze them, have

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another thing and kind of say, you know, Hey, if you, if you, you know, like

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maybe even, like I say, Hey, here's a thank you for, for visiting us.

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And thank you for buying this.

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And by the way, here's a little free gift that you can give to some money.

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Like when you get those system nailed down, that, you know, they work and,

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and, and you've got even like metrics and conversion on how many of your hundred

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people actually do give it to them.

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And they come in when you have.

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Then you actually have a predictable, understanding of when you get a

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new customer, you get three other ones, those three other ones

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will get you nine other ones.

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Like when you can like, really like, have it set up like that, that's then

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you're winning and that's that's, you know, then let's say, if you do then

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decide to do paid advertising to acquire one customer, you know, that let's say

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it's costing you $200 to acquire that one customer, but you also know that

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they are going to refer you nine, 1,000 because your, referral system is so dial

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down, then, then you're winning right?

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Yeah, sure.

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So, you know, what I've learned is, and I've worked with hundreds and

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hundreds of business owners, and it's a, it's a tried and true way when you.

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Look, we're all in smaller communities.

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You know, if you have a, an online type of business, then this still works,

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but it works in a different capacity.

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But if you have a business where it's fairly local in your community, then

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influencers, hold a lot of weight.

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So when you start building those relationships and you get referrals,

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now what you can do is start leveraging those relationships and

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leveraging your reputation there.

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Now, your online marketing and some of the things that you're referring

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to become much more powerful.

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If you're not really known around, then you can be doing

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some really great online work.

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But ultimately that person is going to ask someone, Hey, I was

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thinking about going to Jamie's place at Schrier physical therapy.

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What do you think?

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Oh, you know what?

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I don't know about them, but you got to see my person.

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They're great.

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And they specialize in back pain.

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Oh, okay.

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I'll see your place.

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Because as specialists, we are referred to.

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We are someone that people recommend to us.

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We use our networks of influence.

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So that's why I put the step as building your network before focusing

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on some of the funnels and all that.

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It doesn't mean it can't come quite simultaneously, but as you know, it takes

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some technical know-how and some skills and some capability, to be able to do it.

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And if you're using, you know, some of the paid advertising platforms,

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it takes some darn money because you got to figure out how to dial it in,

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and that doesn't happen overnight.

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but building relationships, we all have the ability to do that.

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And if we're in a town, most likely, we already have some really good warm

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relationships that we can start with and then start reaching out to some

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of the relationships that we don't have yet, but start building them up.

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and it, it happens, predictably when you start building your

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net network of inluence.

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But it also takes a takes a bit of time to build that trust.

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Like I remember when I was a personal trainer, I did exactly this.

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Like, I mean, I did, I did have a website.

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It was actually the first thing I did.

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I have a website and, you know, and then I focused on delivering great

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service to my clients and, you know, hoping that they refer me, but relying

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on a client's referral, doesn't always like work unless you've got a really

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good system and I didn't at the time.

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but what I started doing, I went to physio, had a bit of a knee

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pain and then I start, you know, thinking maybe, you know, like maybe,

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maybe there could be some synergy.

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And so, so, you know, I pitched it to him and said, man, whenever you have

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somebody who, once you've treated them, once they are ready to come back to

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training, why don't you refer them to me?

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But it didn't happen, you know?

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Cause, like I went straight for the sale.

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I went straight to straight for the kill, you know, I didn't realize, you

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know what, I actually need to spend a bit more time with this physio guy.

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I need to maybe take him out for coffee, get him to know him and get

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him to, feel comfortable with me so he can trust me knowing that when he does

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refer people, there'll be looked after.

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He didn't know if I'm doing a good job or not.

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Right.

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So that's one thing.

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It takes a bit of time to build that trust.

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But once you do it,

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It's the mistake we all make, it's like the dating game.

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It's like, you're walking in, you meet someone for two minutes and

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you're like, Hey, you want to go away with me for, for the weekend.

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They're like away with you for the weekend.

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I just, I don't even know your name.

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You know, it just doesn't, it just doesn't work.

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You've got to build rapport.

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You got to build an affinity.

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You got to build that T word.

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You got to build that trust.

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And when you're ready to put the time in and be the farmer, not the

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rancher, you know, the difference in the farmer and the rancher.

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Ranchers, just slaughtering, man.

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You want steak tonight?

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You take that cow.

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You kill that cow.

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We're eating meat tonight, but the farmers all about cultivation, the farmers all

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about sowing the seeds, putting the water, putting the right chemicals in

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the, in the right things for the soil.

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But once that thing starts growing, it continues to grow and continues

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to come up again and again and again.

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So this, this isn't the wham bam, thank you man.

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Approach.

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This is the approach to build a sustainable seven figure company, not to

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just go up and down and go up and down, which so many people do they market.

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They go after the quick, I want it now rancher approach, and

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I'm not saying it doesn't work.

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It will work.

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It's just not sustainable.

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Then it starts to go back down and then you do it again.

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You get busy, so you stop doing it.

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and it's, it's the rollercoaster that so many of us take.

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So again, it's the other way.

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It may work.

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It may be short-lived, but I'm teaching you the seven steps to a

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seven figure business, not just the seven steps to get a few patients for

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the meantime until a month from now, you're back down to where you were.

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Anyone can figure out that, that game.

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And the really good thing about doing it this way is that there is an end.

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Like if you aren't planning for an end game, let's say to retire in your

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sixties or whatever, whenever, and you want to sell your business by having a

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structured system, that's predictable.

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The value of the business is going to go up a so you can get more money for it.

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And B if you've got it all systemized and you can show us a somebody, you

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know, these are my metrics, these are proud improvement metrics.

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This is how it all works.

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Then it's going to be also easier to sell it.

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Yeah.

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So we've got three steps.

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We've got destination.

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We figured out our why we know what our ideal client is, who we want

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to target our local clear, because this is a local based business.

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I'm talking about practice here.

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and then you've got your, you started building your referral network,

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which you started to maybe, you know, trickled through some new,

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some new referrals from new clients.

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What's the next step.

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All right.

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So what happened is you start building your network.

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You start getting more referrals.

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What happens when you get more referrals?

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Now you get busier.

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What happened?

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When did you get busier?

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All the other stuff that it takes to run your business, you can't

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do including doing what it took to get you busy, which is building and

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nurturing and maintaining relationships.

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So now the next step is you need help.

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Help is all about hiring.

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You gotta hire a players.

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That's what step number four is.

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And hiring has a lot of components.

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So hiring is all about knowing the type of person you want to hire.

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What are the, what I like to say is you hire for character and train for skill.

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And what that means is the mistake that people make is they hire someone

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that the resume looks good and you're like, yeah, yeah, come on.

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I want to hire a rockstar.

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You seem like it, it, and you hope and pray that this person kind of knows

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what you know, and can do some of the things you can do, whether it's a front

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desk or administrative, or maybe if you have other, trainers working for you.

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And the mistake is you're leaving it way too much to chance you might

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get lucky and run into a rock star.

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But I found that.

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I'd rather not try to hire rockstar.

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I'd rather develop a rockstar.

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So the kind of people that we want to hire, as you want to get clear on the

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type of traits and characteristics that people have, what do they value?

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Because to me that's more important , Vit if you don't believe in

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integrity, if you don't believe that, lifelong learning and doing what's

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right is just innate who you are.

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Dude, you can't work for me because those values are set

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in, in, in my belief system.

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So you might have the greatest resume in the world and all this experience,

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but if you don't have those core things, we're going to start to have problems.

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So the thing I encourage people to do is spend time, not just writing the job

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description of the position you want.

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For most people, it'll be some type of admin type of stuff, because I've never

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met someone that is a, a trainer health care provider, whatever love the admin

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parts you're going to hire probably someone like that first, make sure you're

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clear on not only the job description, but the type of, personality and character

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they have and make sure that is in line, with you, because if not, we tend to

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hire out of desperation because we get to this point of being really, really

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busy and we just need anybody to help us.

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And we don't take the time to hire what will turn out to be someone

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that's going to help make us or potentially be cost us a lot of money.

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So hiring is absolutely step number four, making sure that there's a job

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description, making sure you're clear on the type of characteristics you want.

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and then also hiring isn't just them signing the agreement or the offer

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letter hiring is also making sure you're training them because just

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because you hire someone doesn't mean they're going to be properly trained.

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Even if they quote did those same position for someone else, do you really want to

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leave it up to someone else to train them?

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Even though they don't work there anymore, for whatever reason.

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So, this is where some time has to be put into.

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You don't have to reinvent the wheel there's things out there that you can

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grab from, but this is where it's really important, not just to make sure you

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hire the right person, but make sure you onboard and train this person.

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So they're actually doing the job the way you want them to do the job and not

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rushing it through hoping that they do the job correctly while you just focus on, you

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know, providing the services and stuff.

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Absolutely.

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And you say the word integrity.

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I think in a medical practice, like, I mean, in any practice, I mean, in life

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like that, that character is like that trait, like having a strong integrity,

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you know, saying doing, when you say something you're going to do and you do

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it, and if you screw up, you know, you're gonna, you're gonna, What's the word,

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you know, like you're going to own it.

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You're going to own up to it.

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That's right.

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You're going to own up to it.

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And it, and I would assume in a practice, if you've got somebody doing

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the admin and the reception, there's a big need on attention to detail.

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for, for, for, for the clients, what they say, who they are, keeping notes,

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building that history of the clients that come in regularly, attention to detail.

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When it comes to appointments.

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You want someone who's outgoing.

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Who's an extrovert who actually likes people.

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You know, how many, business owners I work with that has a front desk

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that the person flat out says they don't like people that much.

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They're the forward facing person of your company.

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They flat out told you.

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I don't really like people they're introvert.

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They're kind of meek.

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They don't show up strong for your brand for your company.

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And this is the person they have at the front.

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That's costing them a fortune because they're going to turn people off

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and actually a really good point because, a lot of technicians,

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a lot of, a lot of technicians tend to be introverts sometimes.

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Like, let's say, if you are the practitioner, you're a

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specialist on a back band, you might be a bit of an introvert.

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You're really good at what you do, but you're not really like, you know,

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into like chit chat and all that.

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So it's good to balance it out with somebody that you have on a front,

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front, front facing side of the business on the first section there's so the

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customers fall in love with them, but they also fall in love with the service

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yeah, I love saying this.

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And I'll say, for your guys, your front desk person, your person answering the

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phone that forward facing is the most important person in your business they

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can make or break it, no matter how talented you are, at your skill level.

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That front desk can make or break it.

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your cancellation could be sky high.

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The phone doesn't get answered.

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They piss people off because the miscommunication around bills are not

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attentive to people's needs so many areas that can hurt your business.

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Even though you're providing good quality service.

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So having a good forward facing person is critical.

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And that's typically where the hiring begins.

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Of course, as you begin to grow your business, you'll hire other people.

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You'll hire other revenue, producing people like other trainers or

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therapists, or what have you, the same process goes, you put the job

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description together and you put, what are the characteristics we want?

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What are the skills, the technical things that we want.

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and, and then you go through that interview process, making sure

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that they checked the boxes and not getting caught up with the emotional

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desperation of, I just need somebody.

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Most people hire too late.

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When in doubt, hire someone before you think you need them.

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Yes.

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Might be a little bit more of an investment.

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But it will get you out of hiring the wrong person, which research

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has shown will cost the company multiple times of the investment

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that they're making into somebody.

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Yeah.

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It tends to happen when you do it too late, because now you're scrambling

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and you not paying attention to detail.

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Yeah, absolutely.

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All right.

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So we've got, we've got our front facing person now where

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we get to go on the next one.

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What's the next one?

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Well, now we're getting to a, your favorite, cause you brought it up

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so many times, know your metrics.

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Now we get into understanding, managing your metrics, know what your

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numbers are, get into your mind that you operate a data-driven business.

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Why is this important?

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Because data is objective.

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Data has no emotion to it.

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It's just numbers.

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Right.

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If you don't know what your numbers are, you don't know

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how many people you're seeing.

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You don't know your cancellation, you don't know your conversion rate to

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someone that's referred to you, versus someone that converts into a new client.

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If you don't know how much someone is worth to you, like what's the

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average package that you sell, or what's the average worth of a visit.

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If you don't know some of these key performance criteria, then

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you're going to use what you think is happening in the business.

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And here's what I'm 100% positive.

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You are going to be biased on what you think is happening in your business.

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You're not going to see the picture for what it is.

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You're going to see what's happening with your own lens.

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That has all kinds of faulty views on it.

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Even if you're right on one little thing, you could be wrong on another.

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What metrics does is get you out of that emotional world and

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just looks factually on a page.

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We call this page a dashboard and just looks at the numbers.

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The numbers is a history lesson.

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It's a history of what happened in the past could be yesterday,

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could be last week, could be last month could be last quarter.

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It's a history of what has.

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And once you have those numbers, now you're able to look at things like trends.

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You're able to look at well, how well is my front desk?

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My admin person doing well, instead of saying, Hey, I really

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think you're doing a good job.

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I'm going to give you a raise.

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You can say, you know what, you're absolutely doing a good job.

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Look, you have less than an 8% cancellation.

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The utilization of the schedule is packed and people are giving us five star

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reviews and saying how great you are.

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That's objective information.

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That's what you want to rely on.

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And too many times we are emotional beings.

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We are high intellects and experts at our craft, and we don't use

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metrics and objective data to manage how our business is doing.

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We use.

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Just what we think is going on.

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And that is just too expensive and there's no way you're going to be calm, a

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seven figure business working like that.

Speaker:

That's a such an important message that you just said,

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knowing your metrics, speakers.

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I can't even, I can't remember how many times I've met somebody

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or even work for somebody.

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And, you know, they were like a super small business owner.

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They kind of, you know, they maybe didn't even have like a very, very much of a

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background in business, but they just maybe bought a franchise that just, you

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know, bought a business or, or, or, you know, maybe somebody in their family died

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and in there and they, what's the word.

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They heard it, they inherited it, whatever.

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Right.

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And then they, they maybe have run it for a few, few years.

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And then now they feel like they know the business and they call themselves

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a business owner and then to hire you, and then they just tell you how it is.

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And like that's, you know, and they just say, oh, you know what,

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I've always done it by gut feeling nice that, you know, thing.

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I know where the wind's blowing.

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I know where it's, you know, and I know what the next best

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thing is, what you saw, right?

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Like it's, this is all subjective.

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This is all just in their own head.

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And there's no actual, like black and white, like it's, it's,

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it's just someone's thoughts.

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That's all.

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It is just someone thoughts or the same, or like going to like

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a team meeting at work, you know?

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And like, everybody's just throwing ideas and, and it's actually, that's

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another really important one I've I've observed is you might have a team

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meeting and you might have somebody that does understand the metrics

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and, you know, pitches an idea.

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That's probably a really good idea, but then you've got a few other peoples

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that are maybe less experienced, but they're more influential in terms of

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being able to sway, the rest of the team.

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Right.

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They use, they use things, they say the words, things like, ah, you know,

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everybody, all the customers, they say.

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They all been telling me the whole day, all like the whole, like all these little

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tactics and, and people don't even, they might not even realize they're

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doing it, but they are swaying the team.

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And before, you know, it, they initial idea of that other guy that , that

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said at 80, that was based on numbers.

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And that actually would have been a really good idea.

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Nobody's going to that idea.

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Or even, or even maybe it's been dismissed because the other person is

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completely like, you're swayed everybody.

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So

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w we call it, when people talk like that, we call it the collective day.

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Well, they, they said this everyone's doing this.

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And it's like, who's everyone.

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That's right.

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You have to, you know, all of them, who's them.

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And you start to, you start to reframe them that they're just

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speaking in general tongues.

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That's right.

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You're clear on, well, I can tell you, 18% of our people are not coming in.

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They're canceling on us.

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Maybe they don't see the value in which we're providing.

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So how can we help them see that and reduce that number as a result?

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So it allows the, the, the owner to begin to communicate

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with the team that hiring one.

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There's a lot more to that hiring one.

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There's like you said, there's having regular meetings and communication.

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There's having expectations of their role in using the metrics as part of that.

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So there's a lot more, to that, but, but to your point, if we're not speaking

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in, you know, objective language, it becomes this subjective personal stuff.

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In other words, I start to blame you personally.

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There's so much research that says the best companies in the

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world, focus on the process.

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They support their people, but they realize that that if there's a problem

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with the company, there's a, there's a 94% chance Edwards Deming came up with this.

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There's a 94% chance that the process is broken.

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So that means there's only a 6% chance that might be a

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character flaw in the individual.

Speaker:

What does that say?

Speaker:

When I hear someone saying something's not working, whether it's a therapist

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or a trainer or front desk, they always attack the person individually.

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They never look at the process that the person's following.

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And you know why?

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Because most of the time there isn't on.

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It isn't clear, what's expected of them.

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They are so confused of what they're supposed to do.

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They're just doing the best they can.

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Then the owner gets mad at them and attacks them personally.

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They don't care.

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They're trying to sabotage me.

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They got issues with money.

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They think all I care about is money.

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You know, all these stories that get in our head, the way you start

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handling those stories is you start by getting clear with objective data.

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And this is where leadership strong leadership comes from, you

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said, you said at the beginning, you know, integrity on the ship.

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If you're on a business and you start blame somebody for doing a poor job

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and you haven't got a system, well, then, then you are the one to blame

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because you've got a poor leadership.

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You haven't properly let them, you haven't properly lead by example, you haven't

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like, yeah, that's, there's a really good book by Jocko Willink, but called

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extreme ownership where you like extremely assess what you're doing, like extremely

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assess to a point of this, for example, like, have I actually laid down the path

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for somebody to follow it or did I just tell them, do this and then, you know,

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hope that they're going to do it right?

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But then they don't because they're not being properly, let so important.

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But then, you know what that takes, I'm a Michael Jackson fan.

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One of my favorite, Michael Jackson songs is man in the mirror.

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It takes looking in the mirror and saying, the problem is actually you.

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And it's hard for us to do that.

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I'm sure you've done that.

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I've done that on more than 50,000 times of saying, Jamie, the problem

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here is you stop blaming someone else.

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You need to upgrade you.

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And that's to the point of, well, you referenced Jocko, great, great books

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he has, but that's to the point of you have to look at what can you do,

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to better that situation and not just attack the individual person.

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And there's a good chance is you haven't been clear in what you expect.

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You haven't properly trained the person.

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There's not any kind of outline or process or template for them

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to follow, or perhaps a script.

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You know, usually it's something at least 97% of the time, it's that that's

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the issue, but we keep attacking people.

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Then they leave and then we have to hire someone else that you'll

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never get to the level you want to get to operating like that.

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So that's why, you know, focusing a lot of hiring and really dialing in

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those metrics become really important.

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in this, in this methodology

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and the second, the second skill set also, I feel like obviously the first

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one is leadership, like extremely the ship, extreme ownership, but the

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second one, when it comes to dealing with people, I feel like, because

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you say, look in the mirror and you know, when you realize the problem

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is you, you need to upgrade yourself.

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So one of the upgrades.

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get like extreme with what you need to fix up your, if your

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ownership, your integrity, that's A,

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but the second one is soft skills.

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The people skills, right.

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And if you're a technician, if you started off as a practitioner technician, you're

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a really good at fixing bag, but now you're, you've got all these people,

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but you're not really good at people.

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And you're not really good at the soft skills.

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Then it's always going to break.

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At some point, you're going to have frictions because you're not going to be

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able to properly communicate things to people and, and, and, you know, so you

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really have two options there I feel, and you can correct me if I'm wrong.

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one, you can either try and invest to, to learn those soft skills, but if

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they're not naturally do, like, if you're not typically be extrovert, it's more

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better with soft skills, but if you're more introverted, you can learn it.

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If it doesn't work and hire a manager, hire somebody that can do that.

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Yeah, no, no.

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I mean, communication.

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I mean, look at step number three, when we talk about, you know, building

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your network, that's communication.

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I mean, there's a, there's a specific, I mean, we have a specific

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path of how to actually do that.

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And a big part of it is learning some of those soft skills.

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If you don't have those, you're going to come at it to like

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so many people come at it.

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Like you just said in the example before is, Hey, Hey, Hey, how about you?

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Refer me people and we'd work together and all that.

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You haven't learned the art of rapport.

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You haven't learned the art of actually, providing value and, and learning

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and being interested about something.

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Somebody else, you just learn the art of, I want what I want and

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I could give to crap about you.

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So these, these soft skills, these communication skills, the

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listening skills, especially, or are, are weaved in all of this.

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Maybe not the work that you sit there and just figuring out your destination,

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but certainly in the work of when you start to build your network of people,

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when you're able to hire and train and develop a rapport and relationship

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with your team, that is huge.

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and it's also a huge with the next step to a seven figure business.

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What is it?

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So glad you asked this one is all about providing delight.

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We can call it a wow experience.

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We can call it delight, but this is all about providing the customer experience.

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The only thing that really is going to ever separate you from the competitor down

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the street is the experience you provide.

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Why do I say that?

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Because

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Disney provides an experience.

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Unlike anything else, anyone can actually create some of the Disney

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rides like Space Mountain, or the Hulk ride or something like that.

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Other amusement parks have the technology to do that, but what they can't compete.

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Is the intense manner and the focus and the energy that they put in

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creating the customer experience from the moment you connect with them and

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how to anticipate and meet the needs of their target audience, which again

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goes back to creating your avatar.

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So how does that matter to the trainer, to the healthcare provider,

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to the therapists out there?

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It's when you understand who your avatar is, you can start looking at how

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can you, and this is the question you asked, how can you meet their needs?

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How can you meet their expectations?

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Every step along the way that they are engaging with you from the moment

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they call you to when they come in for your initial evaluation or initial

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assessment, how can you meet their needs?

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And when you start asking yourself those questions, you can start putting

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together an experience that doesn't just happen once, but it happens consistently

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because that experience becomes a consistent process that happens no

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matter who is actually there doing it.

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And that's one of the best ways and biggest ways to start freeing

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you up from this business.

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So you can hit that seven figure and beyond mark.

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If we were to do an example, what I could maybe imagine be like, for example, if

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you have a practice and you're treating a lot of athletes, right, you could have.

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you know, how you talk to them initially, like when they entered the

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practice, you know, you're going to have some way pictures on the walls.

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You might have some, you know, some of the best athletes from the history

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of, of, of like, of ever, right.

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You can have Michael Jordans on the wall, you can have the

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best Olympians on the wall.

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So when they enter this, like that's their world, that's what they look up to.

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Then, then your receptionist might be talking to them, you know, and using

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some of the slang that they know that that's like a typical for athletes.

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And like all those little things, like, right.

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That's that's as an example.

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Yeah.

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Because when you're, let's say I used to work a lot with athletes

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and some high level athletes.

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And what, what I know about athletes.

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Yeah.

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You know, first of all, they don't know really anything about the doctor

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unless they are in there all the time.

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And second of all, they are absolutely concerned with getting back to their

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full level, because either a scholarships on the line, if they're collegiate

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athlete, or if they're a high school athlete, a potential scholarships on

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the line, or if they're a professional athlete, their livelihood is on the line.

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So be able to put their mind at ease, to be able to speak to, Hey, you know what?

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I know you might be concerned with this because you know,

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what you do for a living.

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I mean, it's, it's it's look, this is what we do.

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We've worked with people just like you with the same problem.

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We're here to take care of you and we're going to make sure we explain

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everything we do every step of the way, and you're going to get this, you know,

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so you know exactly what you need to do so you can get back on the field.

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So by knowing who I'm dealing with, I'm able to create an experience with them.

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Cause that's all scripted and be able to send an email.

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Thank you so much for coming in and we appreciate you and

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trusting us with your health.

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Here are the things that you might be feeling after your first session.

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You might be a little more sore or you might be feeling better, whatever the

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case is, here's what we want to do next.

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So by creating that very specific message to them, knowing what they

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might be feeling creates an overall amazing affinity and experience

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where you're not only doing this just out of the goodness of your heart.

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You're also developing people who are going to be raving fans

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to you because that's what the customer experience is about.

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It's creating people that are going to shout from the rooftops you got

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to see Vit his place is amazing five star review because those

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referrals don't cost you anything.

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And those referrals are some of the best referrals you're ever going to.

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So the customer experience at this step, step number six is now critical

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because you have staff to help you.

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You're measuring metrics.

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You're now able to better train your team to create a better experience, to further

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take your, patients and clients that are coming in and start doubling them up.

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So here's what we did.

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We measured, how often did a patient refer and what it came to is anywhere

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between 22 and 24% of the patients refer.

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That means, let's say one quarter of our patients refer to another for free.

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It cost us zero to get that person.

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I mean, that's how you begin to scale and grow a business.

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You take people that come to you and double them up right away with it.

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Two to three weeks, a person would invite another person,

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even if they're still there.

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That's the power of creating an experience for people.

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So How do we wrap it up?

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What's the last step?

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Well, we wrap it up with step seven, man.

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So step seven is, is, is an important step and a step that we often, don't

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do because of how we operate, where people that operate in a nonstop

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busier is better working, harder, working harder, working more hours

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is kind of like a badge of honor.

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And step seven is all about time management.

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It's all about controlling your time.

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You controlling your time, not having others control it for you.

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It's about creating time for you to have free days and time

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off to rejuvenate yourself.

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Not hoping to have a little time off because some patients cancel or a staff

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meeting cancels or something like that.

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Controlling your time to do revenue producing activities, such as continuing

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to build and market your practice to continue to build those relationships,

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having time to think and forecast your business about where things are going,

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communicating with your team, meeting with your team, and also then having time to

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work on, continuing to delegate the things off your plate that you don't like to do.

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Delegation is not hard when you focus on selfishly, I'm going to delegate

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things I don't like to do, or I'm not particularly good at doing.

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This is what time management does for you.

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It helps you better organize your time.

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So you can actually work less and achieve more.

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And this is how I make that statement of when you learn the practice freedom

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method, you are going to make more money and you are going to work less.

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It's required for you to work less.

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But what you do is you're going to work much more efficiently.

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So you're going to get a whole lot more done, but you're not going to have

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all this other crap that's happening.

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You're going to dial in on the things that you do best and you're going to

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help support and, and, and, and lead your team on the things they do best.

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So these are the seven things.

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Determine your destination.

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Who's your avatar.

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Build your network, begin to hire and train your people.

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you know, mind your metrics, really get your metrics in

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place, deliver a wow experience and control your time management.

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So Jamie, these seven steps, they're amazing, but what I found is people

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come about this wisdom to developing something like this after they've

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gone through some, some really challenging experience, because

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that's what driven them to be better.

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So what was your most challenging experience?

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Oh, Vit, it might be a little bit of a tie I shared about the fire that

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happened and yes, that was a challenge, the experience, but what's interesting.

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That's not the most challenging experience.

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What the most challenging experience happened as I started to get some

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traction in my business and I thought I had it all figured out.

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I was starting to remove myself from the day-to-day.

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I implemented those seven steps that we talked about.

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And then all of a sudden my manager that was supposed to be running one

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of my clinics, all of a sudden told me that he was arrested the day before.

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And I'm like, what do you mean you were arrested?

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He was taken out in handcuffs because, one of our patients, said that he

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allegedly improperly touched her doing during a, a screen of her low back.

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So then what happens is I have my sister-in-law calling me because my name,

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my picture is on the five o'clock news.

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That is difficult because now everyone out there, cause you think they're

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gonna, you know, and by the way, the whole thing was, was thrown out.

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She did the whole, that she never showed up and, and it, it never really happened.

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Do you think they put up there?

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Oh, nevermind.

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Shara physical therapy.

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It's fine.

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No, I got to deal with that negative press, which God, that, that scared

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the living daylights out of me.

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Then the other thing I had to deal with is my own, board of examiners.

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Started to investigate me.

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So I had to go down to the investigator down in Baltimore,

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Maryland, and sit there.

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I had my attorney there and the guy goes, I don't care if you have your

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attorney, you're not under arrest.

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This is not for an attorney.

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Your attorney just sits there.

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So I'm paying my attorney $400 an hour to sit there.

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As I get interviewed for 156 questions all about my business.

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That was the most difficult thing I ever faced.

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I was scared to death.

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I didn't know what was going to happen, but what I did is I looked back on

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that moment, you know, weeks later.

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And I said, this is going to be the turning point to move my business

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forward because I learned so much about my business and really.

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I didn't have processes in place.

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I didn't have regular meetings and values.

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I didn't have some of the HR things that you need and I

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couldn't play the ignorance card.

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It taught me a ton about my business and I had to learn, unfortunately the hard way,

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but luckily it didn't cost me my business.

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Wow.

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Well done mate, there, that would have been tough, tough experience.

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but thank you for sharing.

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Thank you for sharing because it definitely helps bring perspective

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to, to anybody listening to, you know, to, to owning a business.

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So let's wrap this up.

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This was amazing.

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So we had seven steps, guys listening, destination, and your

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wife, figure out what your destination is, figure out their, why, why

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they want to do this business.

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Then figure out what's your ideal client.

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Figure out who you want to.

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Figure out your, you know, put, put together, based on trust referral

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network, then hire, A-players make sure that, you know, your metrics, make sure

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that, you know, your trends, your ROI, so that you can make decisions that

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are based on objective not subjective measures, make sure that you provide

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your wild experience to your clients so that they, they will like not compare you

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against your competitor around the corner.

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And then lastly have a really good time management so that you can a work, a work

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on yourself, have some time off, but also work on the business rather than in it.

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So these are the seven steps.

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Jamie, thank you so much for sharing these steps.

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This, this, I believe this is going to provide lots of value.

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the listeners that own a practice, but also listeners that have other

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businesses, because a lot of the stuff that you mentioned today is

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relevant, like we said at the beginning.

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So thank you so much for sharing that now on a partyng note, would there

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be a, what would be the top three things you'd like our listeners to

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walk away with after listening today?

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Yeah, that's a good question.

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first of all, it does take more self-development to

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build a seven-figure business.

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But it doesn't take more effort.

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You're already working your butt off.

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So don't look at doing this as, oh my God.

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I'm gonna have to work harder.

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You're not going to have to work harder.

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You're gonna have to work truly smarter about your business, but you're

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going to have to grow and get some of that business accumen in there.

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That's that's that's number one.

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Number two is just start the best way to run a mile is take the first step.

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I'm sure you've heard that.

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I've heard the elephant thing the best way to eat an elephant one bite at a time.

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But truly the best way to do this is not get overwhelmed with

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the seven steps is just sit down there and start writing down.

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What is it that you want in your business a year from now?

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What is your goal?

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What is your destination?

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If you just do that one step, you'll start to feel good.

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And you'll start to get excited about this vision.

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and number three, if you are in need of clients, get clear on, your, your

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network, the people that have influence over your ideal client, get clear on that.

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Start reaching out to them.

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I don't care if they don't want to speak you.

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I don't care if they ignore you, reach out to 20 of them.

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And I guarantee you'll trip over to people that like you, that are going

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to refer you people so you can get into action and get into activity and

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start solving that problem, if you're having trouble generating referrals.

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Guys, I hope you've been taking notes because Jamie has been dropping

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some amazing value bombs here.

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and at the end of the day, that's all it comes down to taking action.

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so actually take notes and take that action.

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Figure out what your, the right next thing is.

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because like Jamie said, like it might feel a bit overwhelming.

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Like there's these seven steps.

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Just pick that first one.

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Just start on that thing.

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Don't worry about the rest.

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Make sure you've written down though.

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but starting at first one thing, Jamie, thank you so much for,

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for jumping on the show today.

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I appreciate you.

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I know you have a busy day, so thank you for actually you shouldn't have a busy day

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today because you've got seven steps in.

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You've got a good process in place.

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no, I mean, I had a really nice day, took a walk with my wife,

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gonna play some basketball tonight and, that's a pretty good day.

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I had a chance to talk to you.

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This was the biggest part of my day right here, man.

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So thank you.

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I appreciate being here.

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Awesome.

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Thanks you mate.

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Yeah, you're a teller at it's actually evening for you.

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For listeners guys, thank you for listening.

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Today's episode is Success Inspired Podcast as well.

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Now we've got a little gift for you.

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if you have a practice specifically, if you're a practice.

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Jamie has an amazing online course that I've checked out and, you know,

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I don't always refer or recommend stuff, but I've checked out Jamey's

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stuff and it's absolutely amazing.

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so if you're interested to implement these seven steps and you need a bit

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more help with it, you need, you know, some bit more like, a bit more detail

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about how you implement these things.

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Jamie's got an online course on these seven steps.

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There's worksheets, there's, you know, videos that you watch.

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It's, it's basically completely like do it yourself type of course.

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so just jump over to successinspiredpodcast.com/freedompractice.

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And that'll take you to that course.

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Okay.

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successinspiredpodcast.com/freedompractice and you'll be able to jump onto Jamey's

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course and implement these seven steps.

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Jamey, once again, thank you.

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And you guys, thank you again for listening to today's episode

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on Success Inspired Podcast.

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If you've enjoyed this interview, then please share it with your mates that you

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think would also benefit from listening.

Speaker:

For show notes, links, and extra tips to help you accomplish more in

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life and realize the true potential, go to successinspiredpodcast.com.

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Thank you and have a great rest of your day, everybody.