365 - The Best Thing You Can Do For Your Practice This Summer

[00:00:00] If you want to grow your business, take a vacation. That's what we've always taught. Hey, do you wanna grow your business? Anybody? Everybody raise their hand. Great. Take a vacation. When is your next vacation? Is it on the schedule? So you said a couple of things, Dr. Stephen. Number one, you said week 13. So what is this reference? This is referencing that we teach that you need to build a cadence of rest and recharge in your life.

[00:00:32] 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. With your hosts, Dr. Pete Camiolo and Dr. Stephen Franson. Welcome to another episode of The Remarkable CEO Podcast,

[00:01:00] Chiropractic's number one business podcast. I'm Dr. Pete Camiolo. And I'm Dr. Stephen Franson. And what if there was one thing that was going to be the best thing for you, for your associate, and for your patients that you could do this summer? Would you want to know? Today we're going to cover that in this episode. Hey, we talk about the difference between being scalable and durable

[00:01:27] is that you can give more, you can love more, serve more, make a bigger impact, and make a bigger difference. Even in your absence today, we're going to, Dr. Stephen, have a conversation about durability and the one thing that will be an accelerator button on your business's growth and development. This is going to be the best thing for you, best thing for your associate, best thing for your patients that you can do.

[00:01:56] Hey, it's summertime, Dr. Stephen, here in North America. I know we've got folks on the other side of the world also who listen to us, so you remember. Yeah, but they always have good weather, Dr. Pete. It wasn't that long ago that you had summer, was it? So we're in the thick of it, so of course, I got a summer-themed shirt on for this episode, Dr. Stephen. And anyway, looking forward to digging in and talking about creating more durability in our businesses. Yeah, I got a bit of a summer-themed shirt going on here too. I don't know if you guys can see this.

[00:02:25] This is one of my favorite t-shirts from one of my favorite places. This is from Tres Palmas, the surf shop in Puerto Rico. When I go down there and hang out with our good friend, Coach Sebastian. Coach Sebastian is always my surf partner whenever I'm on these travels. So shout out to Dr. Sebastian, man. I can't wait until the next time I'm down in Puerto Rico, bro. Thank you for this t-shirt. It's just so awesome. Yeah, Dr. Pete, speaking of traveling, speaking of vacations,

[00:02:53] this is going to be the easiest and best recommendation we make all year. You guys love this recommendation. You love this conversation. We're going to talk about week 13. We're going to talk about taking vacations and how ultimately taking vacations is not only, you know, one of the most critical components of a remarkable life, but it's also a great way to ensure that you have a remarkable business and a remarkable practice, right? So this is, as you said, one of the best things that you can do for your practice, one of the best things you can do for your business, right?

[00:03:22] And this is a stress test and it's a milestone. It's one of those things that you can put off into the distance and be like, okay, this is a goal date. This is what's happening. We are going to, I'm going to go on vacation and we're going to stay open, right? So this is the essence. This is the fruit of durability, right? So it's when you can actually take your business from being scalable to being durable. This is the big difference, guys. So everybody talks about scalability. Nobody talks about durability, right? So scalability, as you alluded, is when you're able to give more love, more serve more,

[00:03:51] and you can make a bigger impact, make a bigger income, but everything doesn't have to be done by you. In other words, you can leverage systems and leverage other people, right? You can create these world-class or we call remarkable systems, hire remarkable people, become a remarkable delegator and remarkable trainer, and now those people are equipped to actually help you so everything doesn't have to be done by you, right? So, you know, that's the first level is scalability. Durability is the next level.

[00:04:19] Durability is when you actually can make a bigger impact, make a bigger income, even in your absence. So this is where you, you know, can claw back your evening times, right? So you can claw back your weekends and, dare I say it, go on vacations, right? So go on vacation and not have to shut the practice down, right? So if you want to go on the most expensive vacation, try to go on the vacation where you have to shut the business down and shut the practice down.

[00:04:44] I like to say that's the second most expensive vacation because the most expensive vacation is the one you don't take because you can't or don't want to shut the practice down because you don't want to pay for that vacation twice, right? So durability, this is so key, Dr. Pete. There's so many reasons why you want to create not just scalability but durability, right? So this is the essence of really a remarkable business because if you can deliver value in your absence,

[00:05:11] that's a real business that will become so much more attractive ultimately to a buyer, right? So it is the ultimate stress test. Can this continue to create value, add value, deliver value, and capture value while I'm in Puerto Rico with my family? So this isn't a conversation, Dr. Stephen, that we're having flippantly, nor is this something that we are having just because it's the summertime and we feel like this is a good episode. This is something that we believe deeply and practice.

[00:05:40] We actually have taught the episode about week 13. If you go back and you search podcasts because we've done seven years of this, if you type in week 13, I'm sure there's going to be this referenced multiple times. This isn't a new song we're singing. And if you're just tuning into the podcast in the last year or so and you haven't heard us ever talk about this, we've been teaching this for seven years. So the end of the day is this is a best practice. So if you want to grow your business, take a vacation. That's what we've always taught. Hey, do you want to grow your business?

[00:06:10] Anybody? Everybody raise their hand. Great. Take a vacation. When is your next vacation? Is it on the schedule? So you said a couple of things, Dr. Stephen. Number one, you said week 13. So what is this reference? This is referencing that we teach that you need to build a cadence of rest and recharge in your life. You might say, well, that sounds like a luxury. That sounds like no, it's essential ingredient for success. If you want to have success that the luxury, I wouldn't even use that word luxury.

[00:06:38] It's essential to take rest to you're trying to teach your patients about what it means to be healthy. You have to demonstrate that you have to live that building. Building into your lifestyle, rest and recharge. That's a significant revelation that maybe for some of you, this concept of week 13. Write that down, week 13. What does that mean? Go talk to your spouse about it and talk to your team about it. Figure it out.

[00:07:03] So you've got to map this out just like you map out your board meetings, just like you map out your TRP conferences, just like you map out holidays. You map out your vacation. You've got to get it on the schedule. Week 13 implies there's 13 weeks and a quarter. After the 13th week of the quarter, one of every 13 weeks, you've got to take a break. It doesn't have to be on the 13th, but you get the point. So schedule vacations. Build it into your schedule. It doesn't have to necessarily be a whole week every time, even if it's a long weekend. Okay?

[00:07:33] Build in time where you're going to get away from the business and practice. By the way, with technology today, you've got to be really mindful of this. I've been reading and learning and studying. Dr. Stephen, you and I talked about this too, this idea of Sabbathing. How do you do that in a culture and an environment today where you're constantly being contacted? Everybody has access to you all the time, everywhere. We've got to be really smart about this. We've got to teach these things to our patients who you're trying to help them break the subluxation machine,

[00:08:02] the pattern of trauma, thoughts, and toxins. You've got to help people exit that unnaturally stressful lifestyle. You've got to do the same thing. As a business owner, it's even harder. So number one, the week 13 concept, that construct, build it into your business. If you haven't done it yet, this year moving forward, start with a long weekend and then build it into all the way up to taking that week off. That's such a powerful and important part of growth. And like we said, if you want to grow your business, take a vacation. What does this require?

[00:08:32] Think about what would have to be true for that to be true. Think about it. For you to not have to shut the office down, for the business to grow, even in my absence, what would have to be true? Wow. I'm going to have to have a lot of things working well. Yes. That's the job of the Remarkable CEO. This is the Remarkable CEO podcast. The Remarkable CEO is to build a remarkable business. And that means we have to build a remarkable attraction business.

[00:09:00] We have to have the domain of attraction functioning. We have to have a functional conversion and sales process and system. We have to have a functioning and hopefully optimized retention system and process. You know, we've got to have the delivery model working and optimized. You've got to have a developed, trained and equipped team to be able to execute. So you've got to have these pieces in place for it to be possible for you, which is what we've been teaching this entire time.

[00:09:29] So taking a vacation, Dr. Steven, is incredible. So let's talk about the three beneficiaries. Number one, you're going to be the beneficiary. Why? Because your energy, you're the chief energy officer. Your energy is everything. As your energy goes, so goes your business. If your energy is up, practice is up. Energy flat, practice is flat. Energy down, practice is down. It's usually a lag time between the two. So scheduling out your vacations, number one, keeps your energy up. Because what do most people do when they're on vacation coming up? They're looking forward to it. And what happens when you're looking forward to something?

[00:09:58] Your energy is up. You're more positive. Your energy is up. So there's positive energy going into it. Then you take the vacation. And what happens on the flip side? You're positive coming out of it. Like, dude, that was awesome. I'm recharged. I'm refreshed. Feeling alive again. I'm feeling back. Put me in, coach. I'm ready to go. Win-win. Both sides of the vacation. So your energy is up. Your practice is up. Your practice, you continue to grow. So one beneficiary is you. And when I say you, I mean you and your family, if you have a family.

[00:10:26] Because they're going to be the beneficiaries of you being around. The second, Dr. Steven, is your associate doctor. I'll throw this over to you. We'll talk about this as well. And then the third would be your patience. And that's a big one. We talk about breakpoints in a business. And I'll tell you, one of them we see is the volume breakpoint. And being able to break through is when you start training your patients. And this is part of patient training. When patients know, oh, Dr. Steven, yeah, he's going to be out.

[00:10:52] He takes his vacations because it's important for his health, his happiness, and helps him be the best leader in chiropractic he can be. We love when Dr. Steven takes vacations. Because it means he's going to be better. And we're going to get great care because there's a world-class team here to serve us. Versus, oh, Dr. Steven's out this week? Like, oh, yeah, we're not coming in. We'll wait till he gets back. Like, that's, you created that. You built that. That's your, I'm going to go ahead and say it. That's an ego that created that. We didn't check it. We weren't able to get ahead of it.

[00:11:20] And therefore, we're dealing with the consequences of it. And so that's something that, you know, it's a subluxation. And you've got to go upstream and you've got to figure out how do we correct that? Because we've built that belief. We've established that. And now we're dealing with the consequences and the repercussions of it. There's a lot underneath here that I'm stirring up right now. But I think it's important that we do it. Hey, Doc. Steven Franzen 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.

[00:11:50] Most chiropractors don't own a business at all. They own a job. 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?

[00:12:20] Is it all up to you? How about patient care and delivery? 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.

[00:12:50] They worry about their business. Let's slay that dragon. 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?

[00:13:19] Are you ready to turn your pirate ship into a battleship? If this sounds like you, then the Remarkable CEO program is for you. Just last year, 53 of our Remarkable clients received the Seven 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 below and learn how to apply for the next cohort

[00:13:49] of the Remarkable CEO program. We look forward to working closely with you in creating the business that supports your remarkable life, not competes with it. I'm going to go back to something that you said because I hear the rumblings of limiting beliefs here off in the distance, right? So I can hear people now and you're like, oh yeah, week 13, there's 13 weeks in the quarter, so God gave us 13 weeks so we could work like crazy for 12 weeks and then take 10 days off, right? And 13th week is the week you're supposed to take off. Like, oh, I've never heard that before.

[00:14:18] It's like, yeah, that's how it works. 12 weeks on, one week off. And I can hear people being like, oh yeah, Franson, Kim Yolo, you guys are rich and famous. It's easy for you guys to say, yeah, take a week off every quarter. It's like, no, no, no, don't do that to yourself. It's like, I was doing this, Dr. B, you were doing this. I was doing this year one in practice and I couldn't have been further from rich and famous. You know, I was literally like, oh my gosh,

[00:14:49] I cannot believe we're doing this, but we're actually going to go on vacation. So it was terrifying. So I want to make sure you guys hear this, that this wasn't something that we kind of grew up into and it's like, oh, it must be nice. No, no, this is cultural. This is an essential nutrient. This is an essential element. And with the culture of our lives as people, as couples, as families, it's cultural as a team in our business and our practice, how we lead our people by modeling.

[00:15:17] Do you understand that it's how wildly incongruent it is that you are hustling your way into a grave in front of your patients as you're talking about being healthy? So it's like, you have to see this guys. Like, it's hard to see the label, read the label from inside the jar. Like, let me pull you out of the jar for a second and look back and it's like, can you imagine modeling being like, yeah, you know what? There's a trade-off, right? It's definitely going to be a big investment for me. Time, energy, focus, and money is going to cost me to go on vacation. But my goodness, man,

[00:15:47] I've got to live congruently here. I need to give my body a chance to rest and repair and restore, right? So you can't pour from an empty jug, right? So it's like, I'm in here and it's just like, I've got to charge my battery. Even a phone gets plugged in at night, right? So it's like, guys, are you taking this seriously? Year one, taking a week's vacation when you have, I had $750,000 in debt year one in practice. I was like, all right, we're going to take a vacation. This was culture, making a decision.

[00:16:16] There's always a trade-off, right? There are no solutions, only trade-offs. That was the decision that we made, Dr. B. And we would just drove that all the way through. And it's, and all through practice to this day, it's like, you know I do it, right? So it's like every quarter, it's okay, I'm out. I'm out for it. My body requires it. And frankly, for me, I got to get in the ocean, right? So that's my thing. I got to go and get some vitamin C, right? So SEA, I got to go get some vitamin F, right? So I have a vitamin F deficiency. I need some vitamin fun.

[00:16:45] I got to charge my battery so I can show up as a whole human, as a whole person. I want to be the best Steven for my wife, for my children. I want to be the best leader for my team, best coach for my clients, right? So it's like, I got to lay in that sun and let my cells get that. I'm like a giant solar panel, man. I'm just like, charge me up. And if I don't do it, I get in trouble. My health is in trouble. My head is in trouble. It's like, this is something that is just part,

[00:17:14] it's entrenched in my own life and lifestyle. And it benefits everybody around me so I can serve them better, right? So I can be a better husband, father, leader. So, and this is true for me. I know it's true for everyone. So hopefully there's a bit of a shakeup, wake up call for you guys. What an easy pill to swallow, so to speak, right? To be able to say, yeah, you know what? You're right. And I'm willing to make that sacrifice. You know what? Buy less crap. You need less crap for your attic and for your basement and your garage.

[00:17:44] You just found the money that you're right now. Oh, we can't spend the money on that. Yes, you can, right? So this is such an investment in yourself, in your marriage, in your family, in your health, in your practice, in your business, in your people. Man, Dr. Pete, I can't, I'm so committed to this. And it's been an absolute cheat code for whatever success we've enjoyed our whole life. So I want to talk about why this is so good for your associates. So some of you who are listening have associates, maybe some who don't.

[00:18:14] I remember, Doc, when I first started in my first, I started as an associate. When I started there, it wasn't a good situation, but the doc ended up getting injured. So he was, he had to step out of the practice for a little while. So I ended up stepping in. So it was a God thing, you know, for him that I was there at that critical time. So I was in there. And I'll tell you, from my perspective, I was new doc, just had graduated, new to the practice, just was barely in maybe six weeks, maybe.

[00:18:42] And immediately was the entire practice caseload was on me. And I realized now, hindsight years later, that it was probably the best thing that could have happened for me. And it was probably one of the best things that could have happened to his practice. He could tell you otherwise, but at the end of the day, because for me, it was an, I had to immediately step up and I had to show up and be the doctor. I had to show up and be that leader,

[00:19:11] you know, that I wanted to be and that I was hoping I could be. But if I didn't have that opportunity, that could have either not happened or taking years, months, even years, if you never gave me that shot. You know what I'm saying? Imagine you're an owner right now listening and you have associates, but you never really let them alone, let them just run the practice without you. You're doing them a disservice. They need to feel what it feels like to carry that weight, to be the leader, to be that person in the huddle.

[00:19:40] Everybody's looking at you like, what are we going to do? What do you think we should do with this situation? Like, y'all are looking at me right now. It's like, yeah. To be that person, to give direction, to be the final say, to be the authority, the leader, to serve those patients and to feel the weight of it and nobody's coming to bail you out. Nobody's, you don't have a second or third person behind you clearing out the hot. You are the backstop. You are. And so, man, there's something about that. You can't, you can't get it any other way. That's right.

[00:20:08] So it's a transformational opportunity for your doc. And it's the best thing you could do for your associate this summer. And by the way, send your associate on vacation as well. Teach them this rule and make sure they're following it and you cover when they're gone. You know what I'm saying? Like, this goes both ways. You're going to teach them this, but so they can have a remarkable life as well. But man, that's going to be an accelerator button. It's huge. And you made a reference to BDA, right? So you didn't say it, but you referenced before, during and after, right?

[00:20:37] So this BDA framework is really important here. So if you do this right before, during and after of vacations, it's like you just recognize going into it that you've got to get the practice ready and get your associate ready to take on this role, right? So there's a before process. And the before process is like, hey, we've had a 90-day onboarding, right? That 90 days, the first 90-day onboarding, that's about competency, right? And then the ongoing training, which is about mastery. Now they're into their 91st day and beyond.

[00:21:07] Like now it's like, hey, we're going to, I'm going to take a vacation 90 days from now and you're going to run the show, right? So let's say now they're six months into the practice or maybe it's two months in, three months in, four months in. Whatever it is, is you've laid a milestone out in front of them. Everybody loves a goal date, right? So you've now clicked, you've hit, you've started the timer, the watch, right? So there's an urgency now that you've introduced them to getting to their level of readiness, right? And that's super healthy for them versus like,

[00:21:35] oh yeah, you know, we're going to go skydiving this weekend, but it's all right. I'm going to be strapped to Dr. Pete's back, right? So we're going to be tandem jumping. It's like, that's a big deal. Versus just like, no, Pete's not even in the plane. Bro, you are jumping out of this lane. That's a totally different psychology, right? So this is what you're telling them. Okay, we're going to, for the next three months, we're going to jump out. You're going to be strapped to my back. It's like, but three months and one day from now, I'm not even going to be in the plane. And you are jumping out, right? So it's such a beautiful thing, right? So it creates that level of urgency in their preparation

[00:22:04] as you're taking them through the phases of delegation, you know, done by me, done with me, done for me. As a great leader, there's a baptism of observation and execution that you're just like, okay, so this is how you learn. You're actually going to get in it with me, right? Knowing, right? We got 27 days before you take over, right? So trust me guys, that before, during, and after. During, how nice is it? During on vacation, it's like, listen, unless there's a bleeding neck issue or someone's on fire,

[00:22:34] don't call me. Don't email me. Don't text me. I'm checking out. I'm with the, come on, the kids. I'm going to be in the water. You can't even get me. I don't have my phone and a baggie in my baggies. I'm not, I am in Costa Rica, man. It's like, I don't even know if I have a signal, right? Like during vacation, I am out. I do not get texts or emails or phone calls, period, right? So it better be, it better be something if you're calling me when I'm on vacation, period.

[00:23:02] Because I'm not going to call you when you're on vacation, right? So that's the during piece. It changes that dynamic. And the after I come back and it's like, all right, so debrief me. Let's have our meeting rhythms. Let's have our reporting system. How did it go? Did we execute the plan? Are we on track or off track? Are there issues we need to discuss? And what actions do we need to take, right? So does that sound good? Right. So listen to this guys, BDA, right? So that's when you're, that's when you are a remarkable CEO, right?

[00:23:29] When you're running the chiropractic operating system, that's what that sounds like, right? So some of you are like, that sounds nothing like what it sounds like in my practice. You might be like before a vacation, I'm usually trying to talk myself out of the vacation because I'm so stressed out because we're, oh my gosh, I'm trying to get everything done. And everyone's seen before I leave because 16% of my staff's not going to show up. And 64% of my patients aren't going to come if I'm not here. In fact, we might have to close or I know we're going to close. And now I'm going to be gone for 10 days.

[00:23:59] And I feel so guilty because these people are going to get the care that they need. And I've been telling about rhythm and momentum and I can't adjust them. And I'm going to refer them out or I'm going to have a locum come in and cover. And that person's a freaking gypsy. I don't know who's going to, what's going to happen here. Right. So now you're all stressed out. And during the vacation, guess what happens? Oh my gosh. All of those thoughts are just haunting you. You're checking your phone 17 times a day. You're pissing off your wife. Your kids are like, what's up with mom? What's up with dad? So you're on your phone. You're on your email. You are answering questions.

[00:24:29] You're taking calls. You're probably doing consultations. Man, let me close that case. Put them on. I'll call. I mean, Pete, the madness. That's not a vacation. That's just working remotely, which it has its time and place for sure. That ain't this conversation. We're talking about checking out. And then you're dreading getting back to the office. And then you get back and you pay taxes because you were away. Right.

[00:24:54] So now this circus, you know, the tent is falling down and you've got to just pick that thing up, put it on your back, try to get the momentum again. Dr. Pete, man, is it worth it? Like, really? Like, does that sound like a remarkable practice or a remarkable life? Right. So it's like, guys, listen, this is not magic. This is a methodology. Right. So you don't need more information from us. You need transformation. You need to shift. You need to change your job and turn it into a business.

[00:25:24] You need to make the ascension from owner operator to CEO. You need to go from being the person that is the machine to being the person that builds the machine. Right. This is the remarkable practice. This is the remarkable life. Week 13. 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.

[00:25:52] 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. 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. Absolutely.

[00:26:22] 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. 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.

[00:26:51] 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. 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.

[00:27:11] 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. 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.

[00:27:41] 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. 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.

[00:28:05] 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. 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.

[00:28:33] So in the TRP ecosystem, we talk about the practice systems of attraction, conversion, retention, team building, and collections. 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.

[00:29:00] 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 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?

[00:29:29] Well, the intention was originally not to necessarily have a technology to sell. It was a technology to communicate. And the reason that that was so powerful was that this cultural authority that I was talking about was is and was getting dissolved.

[00:29:47] 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 beings is relatable to the clarity within our nervous system or coherence as we have it.

[00:30:10] 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. So we focus primarily on the two largest divisions sensory was not is more subjective.

[00:30:35] 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. And then we also utilize thermography to look at the spinal connection to the control of the organs and glands through the autonomics.

[00:31:01] 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 that's great. 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.

[00:31:30] It's not about how to sell more care plans. No, not at all. It's 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. 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.

[00:31:57] 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. 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.

[00:32:25] Let's talk a bit from the business owner side of things from from scaling your practice and utilizing, you know, leveraging team where perhaps you were doing something before. 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.

[00:32:52] 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 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.

[00:33:21] 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. 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.

[00:33:46] 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. 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.

[00:34:16] 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. It's staff driven, meaning that the staff are trained and they can deliver repeatable exams, reproducible exams.

[00:34:36] 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 a insurance based level or otherwise, there is a foundation now. 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.

[00:35:03] 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. So attraction, conversion, the retention is based upon care plans, which is exam to exam to exam.

[00:35:30] And when you base it on that, you know, the average, 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 handholding. It's just you need this. And here's what we're going to deliver. And so it makes the practice very fast, very efficient, very easy. Yes. I love that.

[00:35:55] 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. 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.

[00:36:21] 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 through a neurocentric, philosophically right managed model.

[00:36:51] 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. Or maybe, holy cow, like I'm actually looking for more certainty in my communication.

[00:37:21] 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. I think what you've said there is the ROI is obvious.

[00:37:47] 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.

[00:38:17] 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.

[00:38:46] 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. You know, the realities are, is that this is generating in exams alone, not retention or not attraction or otherwise.

[00:39:12] 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. 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.

[00:39:42] 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. Communication. 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?

[00:40:11] How do they get in contact with you? Which is a wonderful way. 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. But 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.

[00:40:38] And so there is an entire library of downloadable e-books. 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.

[00:41:07] Honestly, we don't refer to them as salespeople or representatives. They're inside advisors. 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.

[00:41:36] You know, Chris, you talked about the seasons that we're in. We're all in them. 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.

[00:42:03] And some of that's available even to people who don't yet use the technology. Yeah. Absolutely. 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.

[00:42:30] I think we were the first success partner that was associated with TRP. 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.

[00:43:00] You bet. 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.