356 - You Don’t Get What You Want, You Get What You Incentivize in Your Practice

[00:00:00] We Need To Be Critical Thinkers As Leaders To Be Able To Say, Hey Man, E Equals MC Squared. Energy And Enthusiasm Equals Money Times Crucial Communications. I Gotta Get The Money Right, So And I've Got To Get The Crucial Communications Right. And I Gotta Recognize That You Don't Get What You Want,

[00:00:16] You Get What You Incentivize, Right? Hello and Welcome To The Remarkable CEO Podcast, A Show Dedicated To Chiropractors Who Want To Transform Their Job Into A Business So That They Can Have A Remarkable Practice As Part Of A Remarkable Life, Not Instead Of One.

[00:00:43] With Your Hosts, Dr. Pete Camiolo and Dr. Stephen Franson. Welcome To Another Episode Of The Remarkable CEO Podcast, Chiropractic's Number One Business Podcast. I Am Dr. Pete Camiolo. And I'm Dr. Stephen Franson. And You've Heard Us Say This Before, We're Going To Say It Again, You Don't Get What You Want, You Get What You Incentivize.

[00:01:10] And Incentivization Is What We Want To Focus On Here Today With You. This Is About That Discretionary Energy That, Raise Your Hand All The Way Up, Now Go A Little Bit Higher. It's That Extra Something, It's That Extra Percent That's The Difference Between Good And Great. It's The Difference Between Breaking And Breaking Through. It Is That That Makes The Biggest Difference In Relationships And In Life. It Is The Incentivization Piece Of The Puzzle.

[00:01:39] Dr. Stephen, I Am Supercharged Today To Have This Discussion Because This Is A Discussion That Will Supercharge And Energize You And More Importantly, Your Team. As CEOs, You Are In The Business Of Building Your Team. Your Team Will Build The Business. You Grow Your Team. Your Team Will Grow Your Business. This Is The Transition. We Go From Labor To Leader. This Is Part Of The Leadership Conversation, Dr. Stephen, That Is Vital That We Continually Have.

[00:02:08] And, Dr. Stephen, This Is Something That We're Coming In Hot On Because This Was A Big Part Of The Conversation That We Had At The Recent Business Immersion. This Is A Business Conversation That We're Having Today. And We Have A Great Giveaway For Everybody. So I'm Looking Forward To That As Well. Yeah, Man, It Is A Business Conversation Because It's A Human Conversation, Right? And To This Day, AI Hasn'T Totally Taken Over. Businesses Are People And People Are Business, Right? So It's Like Your Team Is Your Business. Your Business Is Your Team.

[00:02:36] So It Is As Much A Human Dynamic As It Is A Business Law, Right? So You Don'T Get What You Want. You Get What You Incentivize, Right? Which Is Awesome. And Dr. B, You Always Show Up, You Know, Just Supercharged, Which Is Awesome. And It Just Speaks To The Fact That You Are In Alignment, Right? So You Know, You're Serving Your Purpose. You Are Marching Out Your Mission Right Now. You Have A Clear Vision. You Know, It's All About Helping More People Help More People.

[00:03:01] It's Like We Couldn't Be Doing Anything That Would Be More Impactful Helping, You Know, Think Of The Scalability Of This Podcast. It's Like Dealing With Thousands Of Chiropractors Who Are Taking Care Of Hundreds Of Thousands Of Patients. How Cool Is That Man? Helping People Help More People. We Are Fully Incentivized. And By The Way, Not Only Does It Serve Our Purpose, Can We Be The Best In The World At It? And It Drives Our Financial Engine. Sound Like The Hedgehog Concept From Jim Collins Is Good To Great, Right? So We Are Fully Aligned, Man.

[00:03:28] That's Why We Are Tapping Into Our Discretionary Energy. This Podcast Pulls Our Noodle. We're Not Pushing The Noodle Here, Right? So Everything Is In Full Alignment. See, There's Something You Can Learn From That, Right? So It's Like Guys, Is That True For Everybody On Your Team? Everywhere, Every Day Doing Everything? That Should Be Your Goal As A CEO Is We Get People In Alliance So We Can Get Along, Right? So Every Single Person Has Another Gear, Right? That Is That Discretionary Energy Dr. Pete Was Talking About Here. You Want To Tap Into That Discretionary Energy.

[00:03:58] That's How You Kick Up Your Profits By 25%, Right? If Everybody On Your Team Doing Everything Every Day Was Tapping Into The Discretionary Energy Because They Knew The Better We Do, The Better I Do, Right? You're Answering That Age-Old Primal Question Going On In Their Lizard Brain. What's In It For Me? And Don't Judge People. You Ask The Same Question. Why? Why? Because You're A Human. What's In It For Me? Like You Just Have To Recognize That. Like We Have To Lay Our Judgment Aside, Right?

[00:04:28] So We Need To Be Critical Thinkers As Leaders To Be Able To Say, Hey Man, E Equals MC Squared. Energy And Enthusiasm Equals Money Times Crucial Communications. I Got To Get The Money Right, Right? So And I've Got To Get The Crucial Communications Right. And I Got To Recognize That You Don't Get What You Want. You Get What You Incentivize, Right? So It's Like Dr. Pete, There's A Methodology To This. You Know, I'll Go Over It Really Quick And Then We Can Unpack It, Right? So First Thing I Want To Do Is I Want To Identify What Is The Outcome I'm Trying To Drive?

[00:04:59] Specifically Like What's The Outcome I'm Trying To Drive? What Really Matters To Me? I Love KPIs, Key Performance Indicators, Because It's A Measurement Of Some Outcome, Right? So Let's Say What KPI Am I Trying To Move? Right? So Improve. Now I Know That That's The Outcome And You Can't Do An Outcome. Behaviors Drive Outcomes. So I'm Like Okay, So What Behaviors Drive That Outcome, Right? So What Are The Specific Behaviors That Will Drive That Specific Number? All Right, Great. Now I Know What Behaviors Drive The Number.

[00:05:28] And Now I Say Well What Role Is Accountable To Those Behaviors? Right? So Now Identify The Role On The Team Like Who Does That Stuff That Drives That Thing? Right? So Now I Know What Role Now I Say Who Sits In That Seat? Right? Who On My Team Is In That Role, Right? So Now I Need To Go To That Person And Be Like Do You Know That You Sit In The Seat? Do You Know That You're Accountable To This Behavior That's Driving This Outcome? Do You Understand The Outcome And How Your Behaviors Influence The Outcome? Okay, Great. So You Know It. Let Me Train You, Equip You, And Develop You.

[00:05:58] And Then Ready? Incentivize You. Okay? So That's How You Put A Bow On This Whole Thing. Right? So And It's A Carrot And A Stick. Right? There's Incentives To Get To Sticks As Much As Carrots. Dr. Pete, This Is Like A Love Language Conversation, Right? So What We Gotta Recognize Is Like There's Lots Of Ways That People Get Incentivized. And I Don't Mean Just Motivated. I Mean They're Incentivized To Drive That Specific Outcome Through Those Behaviors That They're Accountable To.

[00:06:26] I Thought It Was Cool That You Went To The Hedgehog Principle. I Thought There Was A Lot Of Really Good Energy Around That Because So Much Of This Actually Goes Back To The Start Of Getting That Part Right. Align, Being Aligned In Your Position, Your Role. The Incentivization, You've Got To Get That Part Right. But You've Got To Also Be Aligned With Your Purpose And Your Mission And Your Behaviors. Where We Talk About Alignment, Success Is Alignment, Where Your Vision, Your Values, Your Behaviors, Those Come Together. That's The Definition Of Success.

[00:06:54] And That Can Be Widely Accepted Across The Board In Any Industry Anywhere On Earth. That's Not A Chiropractic Principle. The Alignment Or Of Being Successful. So If You Said To Your Check-In CA, Check-Out, Say Back-Off, The CA, Business Builder, Doctor, Caregiver DC, COO, And You Said What Does Success Look Like? It Looks Like These Three Things. The Vision, What Does Success Look Like? The Values, Which Again, Part Of The Hiring Process Is Something That We Share, Right? They Are A Code Of Conduct. So It's How We Behave It's The Most Important Thing.

[00:07:24] And Then Our Behaviors, Which You're Getting Into The Behaviors Inside Of A Role And Then Incentivizing That. But Make Sure The Other Two Pieces Are Right. We're Going Into The Third Piece Of The Puzzle To Get Right To Make Sure That We're In Alignment Because That's Where Success Is In The Nexus Of Those Three Things Coming Together. And You Use This Podcast As An Example. And It Was A Great Example. It Says This Is An Alignment. This Is An Alignment With My Vision. This Is An Alignment With My Core Values. And It's Alignment With My Behavior.

[00:07:50] So When I Enter Into In A Moment Like This Doing A Podcast To Chiropractors Who Are CEOs To Help Advance This Profession So We Can Reach, Have A Million People Getting Adjusted Every Single Week That Are Flying Under The TRP Flag, So To Speak, That Are Running The Systems That We Teach. That's Aligned. So This Podcast Is Aligned With My Vision, My Mission, My Purpose, My Premise, And My Product. So Therefore, This Is The Right Thing.

[00:08:13] So I'm Incentivized To Show Up Every Week And To Deliver The Best Podcast To Outdo Myself, To Better Myself Every Single Time. And Hopefully If You've Been A Listener For Years To Us, Which I Know Many Of You Have And Thank You So Much, That You've Picked Up On, Hey, Dr. Stephen P, These Guys Haven't Gotten, You Know, They Haven't Tapered Off Over The Years. They Have, They've Crescendoed, Like They Get Better, Like They're Taking It To The Next Level. That's Because We're In Alignment, Alignment.

[00:08:41] And So I Just Wanted To Double Click On That, Dr. Stephen, Because I Know We're Talking About Incentivization, But That's The Second, This Is Upstream Of That. Don't Just Throw Money At The Problem, Right? You're Not Fixing It. You've Got To Go To The Root And Understand What's The Root Cause Of The Problem. And So I Just Want Me To Say That Then Let's Get Into The Incentivization Conversation. I Also Want To Speak About The Second Thing That You Said, Really Important, And I'm Guilty Of This, Judging Other People. You Said You Got To Lay Your Judgment Aside.

[00:09:12] Because People Want To Be Incentivized, To Be, To Capture Value, To Have, To Gain More. Like Don't Judge Because Of Your Own Issues Or How You Perceive Things, But Just Lay The Judgment Aside And Come Objectively Into That Conversation, Into That Meeting With That Individual Who Wants To Earn More. Who Wants To Have More Opportunity, Right? Be Curious.

[00:09:38] Seek To Understand Before Being Understood, Right? Demonstrate The Things That We Teach With Patient Care With Your Own Team And Just Show Up Genuinely Curious, Seeking To Understand. Help Me Understand Better What It Is That You Want That's Going On. The Incentivization Conversation Is A Empathetic Conversation. It's A Seeking To Understand So That I Can Then Help You Get What You Want.

[00:10:07] We Can Say To Them Then This Is What You Have To Do To Get What You Want. And We Can Give Direction Because We Have Connection. So This Is That Moment. And Dr. Stephen, We Have A Beautiful Giveaway. I'm Just Going To Say It Now And If You Want To Jump Into It A Little Bit More. We Created A Document That Those Who Have Seen It And Have It Are Just Like Sending Us Messages Like, Thank You So Much. This Is Exactly What We Needed. We've Been Missing This All Along. So If You're Listening To This Podcast Right Now And You Don't Have This Document That We're About To Unpack Just A Little Bit,

[00:10:36] You're Going To Want To Download It. It's Going To Be As It's In The Show Notes. It's A Download Of This Document. And This One Is Going To Give Be A Gift That's Going To Keep On Giving For Many, Many Years To Come. Okay? It's Our New PPFG Document. And It's Part Of This Discretionary Energy Conversation That We're Going To Have Right Now. So, Duxie, I Just Want To Make Those Couple Points. Let's Talk About Incentivization. But Do You Want To Add In Anything About This, The Giveaway? Because It's Such A Powerful Document.

[00:11:05] Yeah, It Is So Powerful And It Is So Important. We Want To Create A Mechanism That Protects It. So That's When You Guys Hear Us Say Mechanism. And I Always Emphasize It Because I Want You To Understand What That Word Means. This Means There's Something That's Put Into Your Process That Makes Sure That It Happens. So You Don't Have To Use Memory Management To Say, Oh, Did We Remember To Do That? Oh, Did We Ever Do This? Have I Ever Covered It? It's A Mechanism That Gets Added To Your Process. And For Us In The Remarkable Practice, In Our Remarkable CEO Program,

[00:11:34] In Our Reporting System, In COS, All Of It, There Are Touch Points And There Are Reviews, Right? So Monthly Touch Points On Scorecards. There's Quarterly Reviews. In The Quarterly Reviews, You Have An Opportunity To Review Scorecards And Talk About The Next Quarter Score. But Then There's An Annual Where You Do This Annual Review. It's A Performance Review Where You Spend More Time Together And What You Unpack Is PPFG. What Are Your Personal, Professional, And Financial Goals? So This Is A Mechanism That Protects The Incentivization Conversation

[00:12:04] To Make Sure That It Happens. That Gives You Insight. It Creates The Space And Time For You To Understand Your People, For Your People To Feel Understood, Right? So There Are Two Different Words At Play Here. One Is Motivation And One Is Incentivization, Right? So Motivate Versus Incentivize. People Ask Me All The Time, Man, I Meet Your Team. How Do You Motivate Your People, Franson? Oh My Goodness. I'm Like, I Don't. They're Like, What Are You Talking About? I'm Like, I Don't Motivate My Team. I Hire Motivated People.

[00:12:34] And I Work Hard Not To Demotivate Them. There's A Difference Between Motivating People And Incentivizing People. Incentivizing People Is Like You Hire A Motivated Person Who Wants To Help More People, Help More People. They Want To Add Value. How Do You Create Value? Just Like This. You Incentivize Them. You Give Them Clarity Around Exactly What Does Success Look Like? And You Incentivize The Behavior, Right? So There's A Distinction There, Guys. We Could Probably Do A Whole Show Just On The Difference Between Motivation And Incentivization, Right?

[00:13:03] So What We're Talking About Is Incentivizing Behaviors That Drive The Outcomes You Want. The PPFG Conversation, Personal, Professional, And Financial Goal Setting. I Learned This From Brandon Dawson And Natalie Dawson. Awesome. It's An Awesome Tool. We Had Always Done Like Goal Getting, I Called It. It's Like A Goal Getting Exercise. But This Just Takes It Even Deeper, Right? What Are Your Personal, Professional, And Financial Goals? Three Years From Now And What Must Be True One Year From Now? I Don't Know If You're On Track Of That. We've Got A Document. It's Four Pages Long, Guys.

[00:13:33] This Is No Joke, Right? So Your People Get An Opportunity To Do Pre-Work And Bring It To You And It Gives You That Insight. So Much Like A Love Language, You Know What Incentivizes Them, Right? You're Going To Get Insight. You're Going To Have Real Conversations With People About What Does Success Look Like To You Three Years From Now? Because Remember, Dr. Pete, As A CEO, Our Job Description Is Very Simple. Create Environments Where People Know That They're Going To Be More Successful With You Than Without You. Your Vision Has To Be Big Enough Of An Umbrella That Everybody Else's Visions Of Success Can Fit Up Underneath There.

[00:14:03] Well, That's Not Possible To Create That If You Don't Know What Your People's Vision Of Success Is. Now, Your Job Is Not To Solve Their Problem, Right? So If Somebody's Vision Of Success Is Bigger Than It Doesn't Fit Under Your Umbrella, That's Going To Take Care Of Itself, Right? So But Otherwise, Most People, Most Doctors Listening Right Now, You've Lost A Lot Of A Players In The Past Because They Didn't See A Runway Towards Them Reaching Their Personal, Professional, Financial Goals With You.

[00:14:29] If You Don't Give People Clear Vision Of How They Can Achieve Their Personal, Professional, Financial Goals With You, Then What They Do Is They Start Looking For The Exits Because When People Run Out Of Vision, They Run Out Of Your Practice. Hey Doc, Stephen Franson Here. If You're Like Me, You Know That We're In The Business Of Saving Lives. And When Business Is Good, Everybody Wins. That's The Good News. But Here's The Bad News. Most Chiropractors Don't Own A Business At All. They Own A Job.

[00:14:58] It's A Job They Love, But It's A Job. And Far Too Often, It Feels Like That Job Owns Them. Is This True For You? Do You Own A Business Or A Job? Have You Built And Do You Run Your Practice On Brute Force? Does It Rely Fully On Your Time, Your Effort, A Pound Of Your Flesh? Are You Responsible For All Growth? For All New Patient Generation? How About New Patient Conversions? Is It All Up To You? How About Patient Care And Delivery?

[00:15:27] Are You A Sole Practitioner? An Owner Operator Who Owns The Practice, But Is Also The Only One That Is Head Down And Bum Up, Taking Care Of All The Patients? Is Revenue Generation Or Collections All Up To You? Let Me Ask You The Most Telling Question. Doc, What Would Happen If You Took 90 Days Off? What Breaks? In My Experience, Most On-Purpose Chiropractors Do Not Lay Awake At Night Worrying About Their Practice. They Worry About Their Business. Let's Slay That Dragon.

[00:15:57] The Remarkable CEO Program Has Helped Hundreds Of Chiropractors Just Like You Turn The Job That They Love Into The Business That They've Always Wanted. Are You Ready To Run And Build Your Practice On Leverage Instead Of Brute Force? Do You Want To Create The Scalability And Durability That Will Allow You To Make A Bigger Impact And A Bigger Income? What Would It Mean To Grow Your Practice? Increase Your Productivity And Your Profitability? Do You Want To Get Your Time Freedom Back? Are You Ready To Turn Your Pirate Ship Into A Battleship?

[00:16:26] If This Sounds Like You, Then The Remarkable CEO Program Is For You. Just Last Year, 53 Of Our Remarkable Clients Received The 7 Figure Club Award, Meaning They Hit The Million Dollar Mark For The First Time Or Their Next Million Dollar Level. Be It 2 Million, 3 Million, 10 Million, Up To 36 Million And Growing. Now Doc, Is It Crazy To Imagine That Your Practice Could Be Next? Click The Link Below And Learn How To Apply For The Next Cohort Of The Remarkable CEO Program.

[00:16:55] We Look Forward To Working Closely With You And Creating The Business That Supports Your Remarkable Life, Not Competes With It. Yeah, I, uh, if you could just replay the last 20 seconds, everybody that listened to what you just said is nodding their head right now and says, ah, truth hurts. The truth hurts. And it's all of us, like you said, we, we, we're, we're all speaking from scar tissue. There's no pontificating on these podcasts. Like this is just saying lesson learned, you know, lesson learned.

[00:17:24] We're trying to not, we want it to be tuition, not taxes. In other words, we want to learn the lesson and not have to pay that price again. So as a coach, I'm going to go ahead and say, download the thing, the tool and implement it. Implement it like ASAP, like right away. And show up to the conversation with more of a, a humble approach saying, I want to come into this conversation saying, I'm sorry that I didn't do this sooner, but I'm so glad that we get to start

[00:17:54] doing this now. I want to pull success forward for you. I want to help you achieve your, your goals, the things that are important to you. I don't want you working here and us working together to help accelerate that and grow you towards what it is that you want. Having that very mature posture going into this conversation. If you haven't done this in the past is really important. And, and versus showing up saying like, I got the next best shiny object.

[00:18:24] Don't show up that way. I just want to encourage you. Don't show up and say, I got this awesome fix. Show up humbly and say, I'm going to apologize. I haven't done this before. It's like what I say with patients when I, we didn't do a good job holding them accountable and we let them get away with it says, I would say to them, table side, it's a great table talk. Hey, Steven, I need to apologize to you. Then don't say anything. And they're like, everybody, it's a little awkward. You're like, I want to apologize. I have not been, I've not done a good job in our partnership as your doctor.

[00:18:54] And we haven't as a clinic because we've allowed you to miss appointments and get off track. And I know that's not best for you. It's not going to get you the best results and I can't do my best work when that happens. So I just, I just want to apologize to you and ask you to forgive me. But I also want to ask you, is it possible for us to reconcile that and get back on track? You feel it? You guys feel the difference then? Like, yeah, you've been missing your appointments and you're not going to get there. And by the way, my reputation is on the line here.

[00:19:23] And I have a great reputation in this community as the best chiropractor and you're screwing it up. So get back on track with your justice. You feel the difference? Yeah. You've missed six appointments in the last 30 days. It's like, and you've waited 29 days to tell me. So, so with this one, guys, I just encourage you humble yourselves, guys and gals, you know, everybody that's out there listening. Let's show it up to the table and let's, let's take our human component. Like David Norrie came to our event.

[00:19:53] I loved, he said a couple of really, a lot of great things. One of the things is, are you up for the relationship? Are you up for the relationship? Are you up to get the relationship part right inside of your business, your organization? If you are, then this would be something that I would highly encourage you to integrate immediately because we're in the human resources, right? People, people are the greatest gift that we have. It's the human relationships, the human side of it.

[00:20:22] And when you get to know your people and I'll tell you, Dr. Stephen, they say the only, the person that gets the greatest value is the gift giver, not the gift receiver. This is that moment for you. You want to start filling your tank with discretionary fulfillment. Start blessing people in your organization. You want to, you want to feel better. I learned that from John really talked about in giftology, he talks about the power of gifting. The only person that feels happier than the person who received the gifts is the person that got to give it.

[00:20:51] And when you get to help people achieve their personal, their financial and professional goals, and you get to be a part of that, it just will fill you so much. You're going to find so much more meaning and value and fulfillment. You talk about your energy being the chief energy officer. You know how you get your energy up? This. And get their energy up? This. You know what that means? It's a win.

[00:21:17] And everybody wins when we get the incentivization pieces put into place and get them right. And Dr. Steven, as you said, the mechanism to take out the, I got to remember this and put it in there so we know that it's going to happen. Yeah. If you want to lock the door and throw away the key, be the person that helps people reach their goals. Like, when do you leave the person that helps you achieve your goals? Your personal, professional, financial goals. When do you leave them? Quick answer. Never. Never. Right?

[00:21:46] So it's just like, if you want to lock the door and throw away the key, if you've struggled with retention of either patients or team members, right? If you want to lock that door and throw away the key, this is it right here. Right? Get aligned. Tapping into the discretionary energy, giving them clarity around the path forward, helping them understand what behaviors drive the outcomes that are important. Right? So have all of that alignment in place and get their personal, professional, and financial goals lined up so that they can see that the achievement, when they're achieving things

[00:22:13] in the office, they're reaching their goals, not the goals you've given them, but the goals that they have set for themselves. And you can help them see, you can achieve all of these goals, Dr. Pete, right here in this place. And this is what that looks like. Here's your scorecard. So I want to make sure that you guys hear this because some of you got sphincteric when we started talking about this. It's like, oh my gosh, this sounds expensive. It sounds like, you know, you're going to be paying people what they want to make and setting like bonus systems in place. And yeah, we're talking about all that. And it is, it is going to be expensive for sure.

[00:22:44] But expensive relative to what? Relative to what? Like relative to losing a players, to losing momentum, to your practice staying flat or contracting. Listen to me loud and clear. The most expensive thing you'll do this year is not grow. The most expensive thing that any of us will do this year in our business is not grow, period. Heartstop. You guys is like, so just know that this is the key to growing that practice and frankly,

[00:23:12] doing that in a sustainable way and collecting up A players that are incentivized and energized along the way. Think about that culture. It's a totally different thing. And this PPFG piece is a piece of a system. So when we talk about our system, the remarkable practice system, it's a piece of a system, right? And like you hear us say, we know you're tweaking the system, right? And if you're tweaking it, you weaken it, right? So this PPFG doesn't live alone in a vacuum.

[00:23:40] You want to say, oh yeah, just let people set their personal, professional, financial goals and you're off to the races. No, you've got to make sure that your business is modeled properly, right? You've got to get your practice model right. You've got to get your business model right. You've got to get your financial modeling right. You've got to get your reporting system right. When people are hitting their goals and winning, you are crushing it. And you have to know that. You can't be like, I think I will. Well, that only makes sense. No, you should go from believing it to understanding it, right?

[00:24:10] And this is what financial modeling is all about, is understanding the economics of your business, understanding how to set goals, understanding how to set bonuses, understanding to the point where you're like, I'm not freaked out, Dr. Pete, if I'm cutting big checks for bonuses. I'm never freaked out about that. I'm freaked out if I'm not cutting big checks, because I know if I'm cutting big checks to my team, the way we're modeled, that I know that I got a bigger check, right? So if they're winning big, I'm winning bigger. I know that. That's not selfish.

[00:24:39] That's called leadership. We get outsized returns as an owner because we took all the risk, right? So that's what owners get is outsized returns on the risk that they took on their investment, right? So you've got to model your business, right? Where it's like, you want people to be winning and hitting their goals and hitting their bonuses because you know that if they're winning, you're winning big and you should only be freaked out if you're not cutting big bonus checks.

[00:25:07] Please stick around for more business insights from this week's bonus interview with our remarkable success partner dedicated to helping you more successfully help more people. Enjoy. All right. Welcome everybody to the CEO portion of the podcast where we get to have a luminary from the chiropractic profession on. I will say personally, I've known Dr. David Fletcher from CLA since 2008.

[00:25:36] 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.

[00:26:02] 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.

[00:26:27] 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.

[00:26:55] 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.

[00:27:20] And I came across Christopher Kant and Patrick Entempo, 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.

[00:27:46] 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.

[00:28:12] 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,

[00:28:37] or if they're looking to move from build to scale, 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.

[00:29:07] 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 embrace that message was the principle of neurocentricity.

[00:29:30] Meaning everything that we function in as human 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.

[00:29:58] So we focused primarily on the two largest divisions. Sensory was not as 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.

[00:30:22] And then we also utilized thermography to look at the spinal connection to the control of the organs and glands through the autonomics. And to 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 great.

[00:30:49] 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. It's about 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.

[00:31:15] 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.

[00:31:43] 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. Let's talk a bit from the business owner side of things from scaling your practice and by that, utilizing, leveraging team where perhaps you were doing something before.

[00:32:08] 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. 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 that we're doctors.

[00:32:35] And what we are, our 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.

[00:32:49] 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 tell don't sell principle of what it is that we do.

[00:33:07] 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.

[00:33:33] 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.

[00:33:58] 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, you know, juggernaut that's sitting in there. So if anybody challenges them, you know, whether it's on an academic level or on an insurance-based level or otherwise, there is a foundation now.

[00:34:24] 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, you know, 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, you know, with whoever's starting, this becomes the centerpiece of your practice.

[00:34:52] So attraction, conversion, the retention is based upon care plans, which is exam to exam to exam. And when you base it on that, you know, the average therapeutic-based PVA, if you will, is somewhere around, you know, 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.

[00:35:19] 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.

[00:35:38] You know, just in terms of the embracing of it, we have 16,000 of these installations, you know, in 26 different countries right now. The chiropractic profession has embraced this principle of a neurocentric approach to chiropractic.

[00:35:56] 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 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.

[00:36:26] 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. Or maybe, holy cow, like I'm actually looking for more certainty in my communication.

[00:36:49] 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, in conversion, in retention, and in collections, like I should be all in on this, right? Yeah. And certainly, you know, as an advocate of CLA and the technology, I'd say absolutely. I think what you've said there is the ROI is obvious.

[00:37:16] 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 and you train your own team systems to get this thing up and running and communicate it to your people.

[00:37:46] 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. On average, this is on average through our network, 126 scans per month. Okay.

[00:38:15] 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.

[00:38:33] 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.

[00:38:58] 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.

[00:39:24] 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.

[00:39:44] 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.

[00:40:11] 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.

[00:40:40] 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.

[00:41:08] 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. 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.

[00:41:36] 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.

[00:42:04] 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. 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.

[00:42:33] Thanks for listening to this episode of the Remarkable CEO Podcast. Remember, what the world needs now is chiropractic. And what chiropractic needs now is more successful chiropractors. If you like this podcast, please subscribe, share with a friend, and leave us a review. And if you'd like to connect with us personally, direct message us on Facebook, LinkedIn, or Instagram. Now go and be remarkable.