How to build a 7 figure health practice - Success Inspired

Episode 63

How to build a 7 figure health practice

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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Transcript
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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.

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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.

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What does that say?

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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.

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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.

About the Podcast

Show artwork for Success Inspired
Success Inspired
Business and personal development oriented Podcast that can help you accomplish more in life and realise your true potential.

About your host

Profile picture for Vit Muller

Vit Muller

Hi my name is Vit Muller, I'm a dynamic, innovative and results-oriented management professional with expertise in the fitness industry. Specialty skills include facilities management, member acquisition and retention, marketing and sales incorporating a strong growth mindset

I regularly meet fitness business owners who are struggling with the juggling act of keeping their businesses operational and are unable to grow it successfully and fast enough to live the life they deserve. Instead of looking at the bigger picture and developing their business strategically and with the right systems in place, they are often the operators within, the ones who provide end services for their members. As a result they are tired overworked and can't seem to get the ends meet.

I have a proven experience in launching new fitness facilities and re-designing existing businesses. Including business process design and the implementation of effective business systems, sales funnels, automation processes and standard operating procedures.