120 - Why Strong Teams Start With Leadership Certainty with Dr. Denise Weber

[00:00:00] the person with the most certainty wins and your team is buying into your certainty. It's like who's pointing in the right direction and it's like, oh, this is what we're doing? Okay, this is what we're doing. Oh, you always do this? Okay, we always do this. It's like you're setting and then it builds their confidence in executing it as well. But if I start out wishy-washy and I'm like, oh, maybe they're gonna mimic and they're gonna mirror me.

[00:00:34] Hello and welcome to Build Your Remarkable Practice podcast. This podcast is dedicated to chiropractors who are in the seasons of launching and building their practice. Join myself, Dr. Lona, and my co-host, Dr. Bobby, as we have conversations each week as it relates to building the practice of your dreams. And remember, you can have a remarkable practice as part of a remarkable life, not instead of one. We are here to lead you on the way.

[00:01:06] Okay, welcome back to the Build Your Remarkable Practice podcast. I am here with a beautiful, amazing chiropractor I've known for, I was thinking about it this morning, Denise, almost 10 years now. Wow. And she has been in leadership for chiropractic for a long time. She has a beautiful family, beautiful practice.

[00:01:24] And I know it's not always easy. So we're gonna have a real conversation today about building a team and a life and a family and some of the reflections that we both have had in putting together great teams. So welcome to the show, Dr. Denise Weber. Thanks for having me. I'm so excited to be a part of this with you, Lona. And I, yeah, I was thinking about it, too. I was like, it's been, we've been on a journey together. Yeah. Back with Marco Polo's and everything.

[00:01:53] I know. I think that was 2017 when we met. I know. Yeah. That doesn't feel like it was that long ago, but that was nine years ago. I know. I know. Right. Cause it's like, is it only like 2022? I'm not sure exactly. The last 10 years have flown because we've been having kids and building practices and. Totally. Yes. On the journey, but I'm here for all of it. So. Yeah. Okay. So you have an amazing practice in Dallas.

[00:02:21] And when you reflect back, one of the things that I kind of pitched you is just like, when you think about building this team and building this practice, not on just yourself anymore, like really trying to create an amazing team that carries this forward with you. Like, what are some of the biggest ahas or shifts you've had to make maybe first in your mind and then walk it out in building infrastructure with your mission and your team? Absolutely.

[00:02:49] The, it always starts with in your mind. And I would say that that was probably the biggest hiccup that kept me from creating it was what I was battling inside my mind. And so I think, you know, half of it was, am I the leader to attract the right people on the team? Am I stepping into the version of the person?

[00:03:10] Like, if I'm, if I'm being honest with myself and I look at the kind of people that I want to be on my team, do I have the attractability to keep, to not only attract them, but to keep them? And do I have a standard that's high enough to be like, do they, do they even have anything once they walk in the doors? Or is it just like, here, can you just do this?

[00:03:35] Can you, you know, like, and, and sometimes like when you're in it, you're just, you're, it's enough to do patient care and hold the standard with, you know, clinical, like in your clinical arena. But then to like, then create infrastructure and kind of like care plans around team, you know, you got to build the, you got to build, you got to build the legs to stand, to hold the standard. And so first you have to choose it.

[00:04:04] And then, and that was the mental game. So for me, I was like, I have to step into being the person that good people would want to be around. And yeah. And if I reflect back, there were times that I didn't have talked about this. Even on my podcast, there are times that I, you know, completely failed at that and learned along the way. Like there's just learning moments.

[00:04:27] And then they, and you keep giving, keep, I feel like God continues to continue to put the thing on your plate that you're keep avoiding. And it's like, you're like, it's like the only way is through baby. The only way is through. The only way is through. You're having contractions each time. You just haven't pushed the kid out. You got to push the kid out. Yeah, totally. So it's like, what are we going to do? What are we going to do? And then the courage to walk it out. You know, it's like, I'm going to perfectly walk this out.

[00:04:53] I'm going to imperfectly step into who I know I'm meant to be to carry this. And then start building systems inside of it that the people that you hire and the team that I've hired execute the systems that are inside my practice. So the systems hold the standard. But the people do hold the standard, but alongside the systems. And once I stop saying the people need to be holding the standard, yes, they do.

[00:05:22] But at the same time, like as the leader, I have to build the infrastructure and systems around it so that they just come into it. So if I have people who are leaving the team and people that are coming onto the team, it's like they're coming into that system. It's not a it's not a jolt. And it is not like this huge earthquake of a feel when someone exits or when someone comes in. It's this smooth exit. This is smooth entry. And so that's what I feel like the blessing of having a system is. That's good.

[00:05:50] You said two things I want to like double click on one. Essentially, and I have this sensation often, whether that's with building the team or in coaching, that a lot of what we do in patient care, in creating the patient experience and the systems that allow for this like flow of what the patient experience is not so different than what we do when we are interviewing someone to come onto the team. It's kind of like a day one.

[00:06:17] And, you know, you're like, I'm going to learn about you and I want to know what your goals are and what do you bring to the table or what's your history. And then I'm going to talk about us and what we can do together. And that's like where we're figuring out if we're actually going to link arms. And then the care plan is essentially like, what is the role? Here's when you're going to need to be here. Here's the time commitment. Here's the energy commitment. You know, here's the contract, if you will. Right.

[00:06:45] And then our quarterly board meetings and our meetups and stuff like that are really like those re-evalued. Progress exams. Exactly. 30, 60, 90. Like, you know, how are we doing on this journey? Yeah, totally. Totally. A lot of synergy. And when you learn to do patient care well and have systems around it, now you're like, now I just need to create those same systems, but for my team, essentially. Right. Yeah. So I think that is something for us to reflect on.

[00:07:13] And then the other thing you said is like, which of course I 100% agree with, which is it has to happen in your mind first. And I don't know if you had this feeling, but often when I'm hiring for a new role, right? Like we haven't had this role before because we've expanded or, you know, what have you. I think I've learned over the years now of how to get better at this and also to just recognize this within myself.

[00:07:40] But that's always for me the most like where I have to do a gut check of like, am I fearful about this role because it's new? And do I believe that this is really the right move? And if I don't get clear on that, then of course it's setting up the like circumstance for it to not necessarily go well because I don't have clarity or conviction around the role yet. But therefore it's more shaky, right? Oh, yeah. Oh, yeah. I mean, it's like you have to have certainty.

[00:08:10] You know, people buy into your certainty in or even like talking to people or hearing this even on. I feel like I've heard this in different conferences and different podcasts or whatever. It's like the person with the most certainty wins. And, you know, your team is buying into your certainty. They, you know, it's like who's pointing in the right direction. It's like, oh, this is what we're doing. Okay, this is what we're doing. Oh, you always do this. Okay, we always do this. You know, it's like you're setting and then it builds their confidence in executing it as well.

[00:08:39] But if I start out wishy-washy and I'm like, oh, maybe, you know, they're going to mimic and they're going to mirror me. And so it's important for me to have complete buy-in on what I'm executing and what I'm asking them to do. So good. So walk us through like, because we're all growing all the time. Our vision is always evolving.

[00:09:01] So when you're moving your team and yourself to this next level, what are some of the things that you do to get yourself in a place of certainty so that you can come across very clear for your team and they can buy in from your confidence and therefore borrow it until it becomes their own confidence? Yeah, it's a good question. I do this. If I don't have complete buy-in, I can't sell it. And so I just did this with my visioneering, our visioneering meeting. It feels like we just started the year.

[00:09:31] I don't know about you. It's like this complete time where we're somewhere we're in May. How did this happen? Anyway, but yes, back in January when we had our visioneering meeting, I prepared for like, I was like, guys, like this is a pivotal year. We're scaling. We're going from X amount. We're going X amount to X amount, right? And I mapped it out. So in the preparation is where I get my certainty.

[00:09:54] And so when you don't prepare, then that's, you're missing out on your team's buy-in. And so for me, I like my preparation is what felt my certainty. And so as I was preparing the slide deck and I was preparing all the, like, this is the roadmap in which we can go because I wanted them to not feel like more growth equals more work for them. I was like, I wanted to show like, hey guys, like these are little tweaks and little lever pushes that we're already doing.

[00:10:26] And if we press these buttons, these two, these three buttons, this is the exponential growth that can happen from, and I, and I'm like, and I'm just setting the goal almost minimally. And so in order for me to show them what's possible, like I had, I wrote it all out. Like I had it all. I was like, this is where we're at. This is what can change if the docs do this and our marketing team does this. And I'm like, can you see this?

[00:10:55] Like, this is where we can go. And we all are going to benefit from taking it to this place. What took us from here to here could be, it was a grind. It felt like gritty. It felt, it felt like a lot of effort. And now what I'm telling you is that what we have in place, if I just press here a little bit more, it's not a huge push and a huge growth or huge effort. And so that way they could feel like, oh, we can win, but we don't have to like, you know.

[00:11:23] It's not going to be twice as hard. Yeah. Right. It's like in order to 2x, we're not having to put it 2x effort. Yep. You just need 2x buy-in. 2x buy-in. And I think that what you just kind of demonstrated for us there is a lot of times, like there is this part of like left and right brain action that has to happen where there's like, what is the bigger goal?

[00:11:45] And then for me, at least generally that's followed up by like doing the math, having the numbers, making sure I fully understand how it's possible. And to your point, like maybe it's actually easier than I thought it was going to be if we dial in because we actually know where our practice needs either the most attention or has the greatest potential if we fix a couple of things. Which is why knowing your numbers is really critical and understanding what they mean.

[00:12:14] And then knowing that sometimes I forget how long it took me to understand what numbers go with what elements of the practice to really be able to say like, this is a lever. And as we improve this by 1% down the road, you know, you convert a few more new patients into care or your conversion into wellness gets a little bit better.

[00:12:36] What does that do to the capacity that as long as we have the right amount of space and hands on deck and energy behind it is possible, right? But I need to make sure that my team's left brain comes online in those meetings as well, right? Because that's where the buy-in is like, oh, this is possible. Like we actually can do this, right? Yeah. And there's nothing like if you have an energetic block at the front, that's not good.

[00:13:02] It's not good if you have a team that's like, I don't want to, but I don't like, you know, and having, I was like, if I have that, you're out. Like you're out, like if you're blocking, if you're blocking growth, you're out, you know, and we all got to buy in on, we got to be rowing towards the same direction. But what's your point when you talk about like knowing your numbers, I used to, you know, in the very beginning, I didn't want to know, like, I just wanted to serve until I found out that I was paying a nanny to watch my kids.

[00:13:32] And it was actually costing me more to do that than it was to serve people. And so sometimes it takes something like that to slap you in the face for, you know, you to, now I'd like love, I love an objective measure. Like I will, I will be in the data in two seconds, but because it tells me a story, because it, if I can see the overarching storyline, then I'm able to make tweaks and I'm able to distill down and go like, what is the best decision moving forward in the next step?

[00:14:01] But what's the next right step for our, for the practice, for our people? And so like, for me, like I know in chiropractic, a lot of people can get stuck in the PVs. Like they're all about the patient visits. Like I love me an OVA. I do not, I told the team, I'm like, I don't care. I don't care. Like I, yes, I want, I care about care plan compliance percentages because that means results and reputation. And I care about OVA. I care that our profit margins are good because if profit margins aren't good, I can't pay you.

[00:14:31] And so we can't invest in the next person that needs to be on this team in order for us to do better. And that's, those are my two, like, I want to make sure that patients are getting results and I want to make sure that people, that we are profitable. And that took some time. Mm-hmm. Because again, we go to school and we learn the doctoring, which is an amazing element of getting the opportunity to build a team that's bigger than yourself. Is that clearly there was a season where it was built on you.

[00:14:59] Yet that's usually where then we like hit the ceiling of like, I've got to learn an entirely new skill set to look at my actual business because I'm actually in business. But I maybe didn't fully realize it was more than just great patient care, right? Yeah. Yeah. It starts there. I mean, it always starts there. And then you got to take that information and yeah, you have to see it, you know, you have to see it.

[00:15:24] And I always like, now I have a, now we have it rhythmic where prices, I mean, our, our fees raise every 18 months. It's scheduled. It's not contingent on where the practice is. It is literally like inflation happens. Things going to escalate. Um, our prices will increase what I pay for, you know, rent or for mortgage or for, um, everything's going to go up. Everyone understands that. So it's going to go up every 18. And so now it's scheduled.

[00:15:51] It's not like I go years without doing it and then having a, oh my gosh. And then where you're raising it substantially because I've been there, you know, been there. That's uncomfortable. But like having it scheduled is just makes it unemotional and that way you're having to do it in increments and you're not doing these huge raises, you know? So that's been a good, nice little healthy thing for me. Oh, for sure. Okay.

[00:16:16] So if you were talking to younger Denisa, like about building this, this beautiful practice you have now where you have this new vision, like, is there any words for the younger chiropractors who are like, well, I'm starting to do this thing. And I'm starting to get my numbers in place. Like, what would you tell, tell her or tell them? It's a good question. I think what I would tell myself and what I would tell others might be different.

[00:16:41] Like, I think for myself, looking back at it, be like, who cares where you are at in whatever container you're in? I don't like stop caring, like, like stop caring about, like, stop feeding your ego or like comparing yourself or trying to like be in a certain, like, whatever. It's like, if I were to have just focused on what I was doing, I could have grown differently.

[00:17:05] And so instead of just, I don't know, like achieving in a different arena, that didn't matter. And so I think that that stole some like growth from what I was doing. So anyway, so that's where I would speak to former Denise said, be like, who cares? Yeah. Okay.

[00:17:26] And then, and then for chiros that I think are in the beginning of beginning of practice is just like, you know, I don't know, like, I hate to put something so vague out there. But I just would, I would be focused more on OVA. I would just really be focused on, I think, you know what I do feel like, I feel like God's giving me this now, is start putting the, your fees need to match the value of what you bring to the table.

[00:17:55] And too many times I see chiropractors, like just lowering the bar, like they're like the fees are like just astronomically low. And, and maybe that's just like, you're just trying to figure it out or whatever. But like, what we bring is insanely valuable and, and to like give it out for free, to give it to, to do this low, whatever, it shows what, how you value it.

[00:18:23] And I feel like you're teaching people how to value chiropractic. And it's like, if it's for 45 a visit, then depends upon where you're at. Like here would be astronomically low, but somewhere else that could be that, you know, that's a standard, but like, we want to not, you need to look at how you value what you bring to the table. Cause I feel like we just have so many bleeding hearts, like so many people that just want to give it and just want to give it away and see the power of chiropractic and change lives.

[00:18:52] And that's great. And at the same time, they miss out on the opportunity because sometimes the, the transaction is the transformation and the price of what you, and the value that you put out there. Some people are like, you know what? I value it enough to not have something for a month in order to have this. And we don't want to take that away from people having the buy-in for their own care. Yeah. That's great. So true. Yeah.

[00:19:21] I think we've all had that experience too, where you realize I'm giving this away because I either care more that you get it than you do yourself. Right. Yeah. And that doesn't serve the person. Yeah. That doesn't serve the person either. So good, Denisa. I'm sure like that last bit we could unpack for an entire episode is like psychology behind like how do you get your mind right about that. Right. But thank you. You've given us a lot to like think about.

[00:19:50] And I think just recapping, like it has to start in your mind first. Right. And that's all these different parts. And then really bringing in that clarity to your team of what is the win and how do we all win? And logically also like how do we get there? Right. Like looking at numbers, looking at the stats, helping them see how that it's possible, which starts with you having that time to do it yourself. Right. Being afraid to charge what you're worth. Because that will help.

[00:20:19] And now your team. Yeah. And your team, like the thing is like how can you teach a CA to do a financial? If you're like, I don't know, you have the conversation. Right. You know, because you're uncomfortable with money. And then you're teaching them how to be across the table and how to value it. I will say just to add on to that, you know, I go to the orthodontist and like I take my kids or whatever. And of course the beginning, they give you the bill.

[00:20:46] And the girl across the, the girl across the table is in, she's just in, she's in, I'm going to say just, she's an employee of the dental of the orthodontist office. Right. Right. And on this plain Jane piece of paper printed out on a printer. It, I mean, it was nothing stylish. It was nothing like aesthetic. It was nothing like going through my communication. Communication. Like I'm going to, you know, it's like an availing and like, here you go. And this is what it's, you know, this is what it's valued at.

[00:21:15] She's just like, it's 7,400 for the first set of braces. And it's like, here you go. Here's your bill. How do you want to pay for that? And I'm like, I'm like, can I record you right quick? Like, I'm just, I want my team. I'm like, she's not going, she's not thinking. I can't afford that. So I can't, I feel uncomfortable giving you this bill at the orthodontist office. Like she ain't changed. You know, like she didn't care. But for whatever reason we have this in, in chiropractic offices where they're like,

[00:21:44] well, I like, if I can't afford, it's like, no, no, no, no, no. Like this is what we're doing. This is what it costs to get, you know, give that care. This is, they can just give them the data. This is what it costs to have this. Where did we, where does that disconnect? Where in this office, we have somebody who I know can't, I don't know. You know what I mean? Like, but it's just so interesting. I always say this, like in our trainings, like if you've had an experience where you've gone

[00:22:11] out and done dentistry, massage, whatever it is, and you had a good experience, you had a bad experience. Like these are great lessons for all of us to just like chew through together. I'm like, what did you like? What did you notice? Right. Cause we get so in it. Sometimes we forget, we forget to look outside. Yes. Yes. Yeah. Anyways, Denise, we got to wrap it up. I could talk to you forever. Thank you so much for sharing with us today and I'll hopefully see you soon. All right. Sounds good. Bye Lona.

[00:22:42] Bye hun. Hey everyone. Please listen in for this next bonus interview of one of our remarkable success partners. They all help us help more people find the benefits of chiropractic. So listen on. All right. Welcome everybody to the CEO portion of the podcast where we get to have a luminary from the chiropractic profession on. And I will say personally, I've known Dr. David Fletcher from CLA since 2008.

[00:23:11] I've had the honor of having him as a coach. I've had the honor of having him as a colleague in this profession and really a luminary as far as a thought leader in chiropractic. And I'd like to say, I also have the honor of calling him a friend. So if you have not known of Dr. David Fletcher, you're in for a treat. If you already know of Dr. David Fletcher, that's probably why you're listening right now. And just make sure you have your notes out.

[00:23:37] Make sure you're ready to learn about how to communicate chiropractic and how to utilize technology to serve the purpose of your practice. So Dr. David Fletcher from CLA, just introduce yourself briefly to the group and then we'll get right after it. Well, it's a pleasure and an honor to be here. And most importantly, what I love to begin with people when they ask that question is I'm a chiropractor and I love being a chiropractor.

[00:24:03] And I think that my journey, which has intersected with yourself, TRP, CLA, and otherwise has really embellished the relationship of the unique experience that we have a choice to embrace as chiropractors. And I thought we'd spend some time today, you know, and it'll uncover who I am, really focusing on this principle of the cultural authority that we as either chiropractors embrace or we let dissolve around us.

[00:24:30] And so my journey was really one that busy, busy guy in practice didn't necessarily always know how to scale. I just took everybody and did a family practice and which was wonderful. I have a background in some research advocacy and otherwise. So I was always on the hunt to know objective data that validated what we had that was reproducible.

[00:24:55] And I came across Christopher Kant and Patrick Gentempo, who were my mentors in the early days. And they had begun with Chiropractic Leadership Alliance or CLA. As time went on, I became their academic advisor. I became their communicator. And I met so, so, so many wonderful chiropractors along the path. Eventually, I took over CLA. And that was years ago now, 15, 16 years ago now.

[00:25:21] And as a result of that, I've had a wonderful ability to have that interface between technology, the principles of chiropractic and the ability to watch the practices represent that through the growth and dimensions of growth. I love that. So in the TRP ecosystem, we talk about the practice systems of attraction, conversion, retention, team building, and collections.

[00:25:47] There are also seasons of practice from launching a practice to building one to scaling one, and then ultimately to exiting. As personally, in my practice, I've utilized the CLA scanning technology since 2008. So I realize I'm coming to this with like almost a curse of knowledge. But for those that are listening that don't have that, that might be in, you know, that have needs in any of those five domains, or if they're looking to move from build to scale,

[00:26:15] or maybe they have an eye on exiting or shoot, how do I launch? Maybe if they're coming at this from a completely like they don't even know what we're talking about standpoint. Please just take a second to talk about what is the technology that the Chiropractic Leadership Alliance at CLA has? And how can it be utilized in a practice? Well, the intention was originally not to necessarily have a technology to sell. It was a technology to communicate.

[00:26:42] And the reason that that was so powerful was that this cultural authority that I was talking about was is and was getting dissolved. And we are starting to recognize chiropractic as more of a spine therapeutic rehabilitation model. When in truth, the philosophical model that drove us to begin CLA and to to embrace that message was the principle of neurocentricity, meaning everything that we we function in as human

[00:27:09] beings is relatable to the clarity within our nervous system or coherence as we have it. So we wanted to help people understand that the impact of a vertebral subluxation went far beyond the spine, but was the source of the, you know, eminence of the expression of potential. And so we looked at how can we identify where there are interference patterns within the central nervous system.

[00:27:33] So we focused primarily on the two largest divisions sensory was not is more subjective. So what we did was we focused on the motor nervous system by identifying how to read EMG as it relates to energy expenditure. And then we looked at the autonomic nervous system in two dimensions, one, the global set points. And we pioneered heart rate variability within chiropractic.

[00:27:57] And then we also utilized thermography to look at the spinal connection to the control of the organs and glands through the autonomics. Put it very simply, our three tech scanning gives you a 360 view of the ability of that person to interpret themselves in their environment and how much it's costing them to be out of sync with their environment. And it's a beautiful piece of technology. Yes, that's that's great.

[00:28:24] And I love what you said there, where we didn't create technology to sell. We created technology to communicate. And that's, you know, from within the practice is what you're speaking of. It's not about how to sell more care plans. No, not at all. How to communicate with clarity what's going on in the nervous system. And I'll tell you, having certainty in communication is one of the biggest ways to retain people in practice.

[00:28:50] And this is one of the biggest pain points that we have in chiropractic is there's a lot of stuff out there about attraction. There's a lot of stuff out there about conversion and helping people commit to care plans. But in the retention world, yes, it's a remarkable practice. We have a whole set of systems on how to retain well. But at the core of that is having certainty in your communication with people. And I know for my practice, boy, the technology has paid for itself time and time and time again.

[00:29:18] If all I looked at was retention, not including attraction when I use screenings, not including conversion when I'm able to communicate with people in their early care as well. Now, let's talk a bit from the business owner side of things from from scaling your practice and by that utilizing, you know, leveraging team where perhaps you were doing something before.

[00:29:43] Can you speak to the technology's power within a practice to allow the owner of the practice to leverage this technology and their team to take the practice to another level? Absolutely. You know, I think I got kind of quoted and famously sort of conceptually brought forward around this kind of conversation that says you get paid to the level at which you communicate and deliver with certainty. And one of the things that's so critical is, is that we're doctors and what we are, are

[00:30:12] clinical scientists, each and every one of us. And what we actually get paid for is not identifying where a subluxation is or identifying where a problem is that we can interact with, but how we can manage a care plan. And to do that, what we need to do is have objective data that we can track and compare to while at the same time bring our patients, clients, however we refer to them into our world so they see that we have this, this tell don't sell principle of what it is that we do.

[00:30:42] And one of the most important aspects of that is that objective data gives us the certainty. That's what we're going to get paid for, but it acts as an invitational platform so that people realize that you are delivering what you say you can deliver. And at the same time, they're embracing it so that they are deciding how they're going to let that impact their lives and change their lives around that.

[00:31:08] And that's always why we wanted to get into this whole model of interfacing easy to use technologies. Now, from a CEO perspective, it has to be efficient. It has to deliver the team relationship and otherwise. We have scaled this down so that it's wireless technologies. Yes, there's three different texts that we apply in one examination, but the examination takes anywhere from five to seven minutes in totality. So there's no blocks.

[00:31:33] It's staff driven, meaning that the staff are trained and they can deliver repeatable exams, reproducible exams. So the doctor has the confidence clinically, has the certainty in communication, and has now what we refer to as a neuroplastic care planning juggernaut that's sitting in there. So if anybody challenges them, whether it's on an academic level or on an insurance-based level or otherwise, there is a foundation now.

[00:31:59] And when we go to do volume-based practice, it's not even so much that that's what we want to do. It's that we have to do it. There's such an attraction to showing people what it is that matters that when it comes to attraction, and you mentioned it, whether you take it into a screening environment or most importantly, as you engage the four generations of every family within whoever's starting, this becomes the centerpiece of your practice.

[00:32:27] So attraction, conversion, the retention is based upon care plans, which is exam to exam to exam. And when you base it on that, the average therapeutic-based PVA, if you will, is somewhere around 12 to 14. We look at our PVAs, and we're in the 60s and 70s in our client base. And people just need to do the math on that. There's no hand-holding. It's just you need this, and here's what we're going to deliver.

[00:32:54] And so it makes the practice very fast, very efficient, very easy. Yes. I love that. And as your average there, that probably means that the practices that have really learned how to leverage your technology along with systems end up far north of the 60 or 70 even. Triple digits is pretty common. Yes. You know, just in terms of the embracing of it, we have 16,000 of these installations, you

[00:33:23] know, in 26 different countries right now. The chiropractic profession has embraced this principle of a neurocentric approach to chiropractic. You know, listen, not everybody over the years has continued to evolve with it, but we know watching the data sets come through that we're looking at millions and millions of scans being delivered through our servers each and every year. That means that there's millions and millions of people hearing the story of chiropractic

[00:33:50] through a neurocentric, philosophically right, managed model. And that makes us very happy, but it puts a lot of people in front of chiropractors. Yes. I love that. So what I'm hearing as a user of CLA is, man, I'm glad I got in on this early, right? What I might be hearing if I'm listening to the reverberations of the CEOs listening to this, the decision makers listening to this is, oh man, I'm glad we've been in this short term,

[00:34:20] or maybe, holy cow, like I'm actually looking for more certainty in my communication. I'm looking for ways to utilize my team to help me leverage my time and my ability to serve people. And if I could have ways that help in attraction and conversion and retention and in collections, like I should be all in on this, right? Yeah. Certainly, you know, as an advocate of CLA and the technology, I'd say absolutely.

[00:34:47] I think what you've said there is the ROI is obvious. If you're a practice that's hanging out in the, you know, teens, maybe the 20s with your PVA, just imagine, just do the math on your collection visit average on what it would mean for a case to take that to 60, 70. It just, the ROI is obvious. And how quickly you get that return back is going to be simply based on how quickly you train yourself

[00:35:16] and you train your own team systems to get this thing up and running and communicate it to your people. Well, if we're talking business and numbers, let me share with you, as I came on the call, I thought, let me take a look. So I had my team look in the server banks and we, I talked about millions and millions of them and we divided, it was real simple math. We just divided the number of clients that are actively scanning, not, not just that we've installed with, but actively scanning in this and said, how many scans across the universe are being done?

[00:35:43] On average, this is on average through our network, 126 scans per month. Okay. Now on average, each one of those, and some people are charging $300 a scan and other people are charging $30 a scan. But on average, the, we recommend that there's a, you know, whatever you charge for a cash visit is what you would charge for a progressive scan. So let's just go on the low side that it's $50.

[00:36:08] You know, the realities are, is that this is generating in exams alone, not retention or not attraction or otherwise. It's delivering 6,600 bucks each month in just exam fees associated with recurring examinations. On average, we have people that are doing four and 500 scans on a monthly basis. Very, we have lots of those people.

[00:36:34] So just imagine the decision that they were making and putting those numbers in play every month in their practice, just from exams. Yes, absolutely. The math is, is easy and the impact is huge, right? The impact of communicating chiropractic in a way that people understand it better. They can go tell others about it better. It's, it's why the technology was created, right? For communication.

[00:36:59] So at this point, hopefully people are wondering how in the world do I get my hands on this stuff? So, you know, thank you and CLA for being great success partners with the Remarkable Practice. Give the listeners a sense of how do they get in touch with you? How do they learn more? How do they get in contact with you? Which is a wonderful way.

[00:37:19] So the website, which is one, I don't know how many awards, because it does a lot of really cool journeys that you can go on through it, is insidecla.com. And you will, I'm sure, put this on, you know, the notes, et cetera, and whatever else. But in there, we also realize that, and I said it before, is that we're clinical specialists, each and every one of us. And so there is an entire library of downloadable e-books.

[00:37:46] Obviously, the website itself profiles the technology, does case studies, and does a lot of, you know, interviews, if you will, with users that are in there. So testimonials and otherwise, get a feel for the people that use our technology. More importantly, go and download some of these fantastic e-books that we've been able to present over the years. Dig in, and here's one of the most exciting things. Honestly, we don't refer to them as salespeople or representatives. They're inside advisors.

[00:38:16] Our skilled team really is somebody who's going to handhold you. And I used the term invitational before. We really focus on inviting people to see a critical shift, which you refer to, we refer to as conversion. But it's this critical shift, not away from or dismissing where you are, but a shift towards this efficiency so that you can scale, so that you might find an exit that's faster than you thought it was. You know, Chris, you talked about the seasons that we're in. We're all in them.

[00:38:43] You know, at some point, it doesn't go on forever, meaning you practice. You've got to make some decisions. Maximize your opportunities now so that when it comes time to scale and when it comes time to exit, you've made the right decisions at the front end of this career. Yes. Excellent. Well, yes. Be sure to check out the show notes, those of you listening. Be sure to check out insightcla.com for that information. And some of that's available even to people who don't yet use the technology.

[00:39:11] So check all that out. And, of course, come to our immersions, where oftentimes you'll always see somebody from the CLA team, if not Dr. David Fletcher himself, there with us at the immersions. I absolutely circle each immersion on my calendar. CLA loves being along with TRP and its journeys. And we've been doing it. I think we were the first success partner that was associated with TRP.

[00:39:39] So we have a long and wonderful relationship with each and every one of the guys. Why? Because we value the same things. And that's what makes friendships, but collaboration so perfect. That's great. Well, on behalf of the Remarkable Practice, Dr. David, thank you so much for all you've done for the profession. Thank you for being here, continuing to serve the profession in this manner. And I look forward to seeing you at our next immersion. Can't wait. Thanks again. You bet.

[00:40:06] Thanks for listening to this episode of Build Your Remarkable Practice podcast. Remember, what the world needs now is chiropractic. And what chiropractic needs now is more successful chiropractors. If you like the podcast, please subscribe, share with your friends and leave us a review. And if you'd like to connect with us personally, please click the links in the show notes to schedule a call.