Oct. 6, 2025

5 Warning Signs You Are NOT Ready to Hire a Physician in Your Private Practice

Send us a text 👉 Ready for the next step? Book a call: https://program.www.entremd.com/call How do you know you're ready to hire a new physician in your private practice? This is a question that I am asked a lot, and it is so important to answer, because when it is done wrong, it can create unbelievable stress, strain, and chaos in what was once a very calm and successful private practice. So, before you make that potentially detrimental hire, ask yourself whether your practice is...

Send us a text

👉 Ready for the next step? Book a call: https://program.www.entremd.com/call

How do you know you're ready to hire a new physician in your private practice?

This is a question that I am asked a lot, and it is so important to answer, because when it is done wrong, it can create unbelievable stress, strain, and chaos in what was once a very calm and successful private practice. So, before you make that potentially detrimental hire, ask yourself whether your practice is really ready for that kind of growth.

In this episode, I’m walking you through the five critical warning signs that tell you it’s not the right time to expand and explaining how to set yourself up for success in the future.

Tune in!

—

Key Takeaways:

00:00 Intro
03:47 Your schedule is not full
05:16 Your cash flow is inconsistent
07:10 You don’t have a predictable patient acquisition system
11:33 You don’t know your numbers
13:20 You haven't embraced your role as a leader
16:07 Project-based approach to practice improvement
19:32 Outro

Additional Resources:

Learn more about my 12-month program.
Interested in 1-on-1 coaching? Apply here.
Grab a copy of the "The EntreMD Method" book.

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To get on a call with my team to determine your next best step, go here ...

00:00 - Why Hiring Too Soon Hurts Practices

00:18 - Show Mission And Host Intro

00:36 - The Core Question: Are You Ready?

01:59 - Five Signs Framework Explained

03:47 - Sign 1: Schedule Not Full

05:16 - Sign 2: Inconsistent Cash Flow

07:15 - Billing Systems And Metrics

08:37 - Sign 3: No Patient Acquisition Engine

10:20 - Building Predictable Marketing And Referrals

12:20 - Resources: Book And Movement

14:43 - Sign 4: You Don’t Know Your Numbers

17:25 - Essential Financial Metrics To Track

19:25 - Sign 5: You Haven’t Embraced Leadership

WEBVTT

00:00:00.000 --> 00:00:02.160
Am I saying you're not ready because something's wrong with your practice?

00:00:02.319 --> 00:00:06.799
No, because I don't want you to bring a doctor into your office and go completely upside down.

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Doesn't matter whether you're just starting or you're a multi-seven-finger practice because if you don't have the foundation, you don't have the foundation.

00:00:12.960 --> 00:00:16.559
And this is why multiple seven-finger practices go out of business.

00:00:17.760 --> 00:00:18.640
Hi dogs.

00:00:18.800 --> 00:00:30.480
Welcome to the Untream D podcast, where it's all about helping amazing physicians just like you embrace entrepreneurship so you can have the freedom to live life and practice medicine on your terms.

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I'm your host, Dr.

00:00:31.920 --> 00:00:32.399
Imna.

00:00:36.799 --> 00:00:41.840
How do you know you're ready to hire a new physician in your private practice?

00:00:42.000 --> 00:00:42.479
All right.

00:00:42.640 --> 00:00:44.719
This is a question that I get asked a lot.

00:00:44.880 --> 00:00:59.600
And this is a question that is so important to answer because when this is done wrong, it can create unbelievable stress and strain and chaos in what was once a very calm and successful private practice.

00:00:59.759 --> 00:01:05.200
So today I'm going to show you five signs you're not ready to hire another doctor.

00:01:05.359 --> 00:01:05.680
Okay.

00:01:06.000 --> 00:01:06.400
All right.

00:01:06.560 --> 00:01:09.519
So I have been in private practice for the last 15 years.

00:01:09.680 --> 00:01:14.079
I have hired doctors like from my second year in private practice.

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And I've had to look at when is the right time to hire, when is not the right time to hire.

00:01:17.519 --> 00:01:21.439
How do I do this in such a way that my cash flow doesn't get upside down and all of those things?

00:01:21.519 --> 00:01:28.400
And so I guess I can say that I'm taking 15 years of wisdom and study and putting it, condensed it into this episode.

00:01:28.560 --> 00:01:31.439
But really, what I want to show you here is five signs you're not ready.

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Five signs you need to put some other things in order before you do that.

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And you may say, Dr.

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Una, but you don't get it.

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I'm really burned out.

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My schedule is full.

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I'm so stressed out.

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The solution here is to hire another doctor.

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And you may be right, but you may not be ready.

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There may be some things that need to go in place before you do that.

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And you might say, Well, I'm just going to do it anyway.

00:01:52.640 --> 00:01:56.719
And so I want to put a caution here and tell you why this is so important.

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I have met a lot of doctors who have had private practices.

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Maybe it was just them and they were doing well.

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Okay.

00:02:03.359 --> 00:02:08.000
So they had come to this place, like, oh my goodness, you know, I left my employed physician, my employed physician.

00:02:08.080 --> 00:02:09.599
I didn't know I could start a private practice.

00:02:09.680 --> 00:02:20.080
I started this private practice, and here we are, you know, we're we're bringing in, you know, good money, we're taking care of a ton of patients, we're doing all of these things, and we just want to get this good thing to keep going.

00:02:20.159 --> 00:02:21.599
So we're going to add another doctor.

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And they did not look at what I'm telling you about now.

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And they went from that to a practice where they started having financial pressure.

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We're talking the lead doctor had to go get a locum job to pay the to meet the payroll for the team that they they already had.

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And because that was upside down, the patient experience started going upside down.

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Team members started sensing that there may be some financial stuff going on here.

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They started looking for greener pastures.

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And the doctor, the owner, had so much burnout and so much fatigue that they were ready to throw the whole thing away.

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Okay.

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And all the profit they had completely disappeared.

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Let's talk about it.

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Okay.

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How do you know?

00:03:03.759 --> 00:03:06.560
And does that mean if you're not ready, you can never hire?

00:03:06.719 --> 00:03:13.039
No, it just means, like, you know, you flip what this is and you turn that into a project and you fix those things and you're ready to go.

00:03:13.199 --> 00:03:23.759
It's kind of the, you know, like if you were going to sell your home, chances are you're going to do some repairs here and there because it will increase the value of your home and you're going to touch up paint here and those kind of things.

00:03:23.919 --> 00:03:25.759
Just kind of rehab the place, if you will.

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This is giving you direction for rehabbing your practice.

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Okay.

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And if you're watching this and you're like, wow, I hired somebody, maybe I shouldn't have.

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It was too early or whatever.

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You can still tell now by based on what we talk about, what is wrong.

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So you can go fix those things and then it'll be okay.

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All right.

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So Dr.

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Luna is here.

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I'm on your side.

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Okay.

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So five signs you're not ready.

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Number one, your schedule is not full.

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Okay.

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I cannot tell you how many times I meet somebody, their schedule is at 50% or 60% of capacity, but they decide as a physician owner, I'm tired, so I'm going to get another physician.

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Okay.

00:04:00.080 --> 00:04:08.000
But if your schedule is not full, chances are like your practice may not be profitable or it's marginally profitable.

00:04:08.240 --> 00:04:08.479
Right.

00:04:08.639 --> 00:04:12.000
And when I say your schedule is not full, this could be you as a solo doc.

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This could be as a doc with six docs already looking to bring on a seventh, but your six docs are not at capacity, right?

00:04:18.800 --> 00:04:25.519
And so which means your overhead to your profit margin is slimmer than it needs to be.

00:04:25.680 --> 00:04:29.360
And when you have five doctors, that's even more risk, right?

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Because if if five doctors' schedules drop, that is even more risk.

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And then you bring on another.

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Like that's just asking for trouble, right?

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Okay, so your schedule's not full.

00:04:39.519 --> 00:04:43.040
And if your schedule is not full, I would typically say fill it up.

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Fill it up and then hire.

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And now, of course, when you're at 80% or you know, 90%, you can, you know, you can start looking, you're doing all of those things, but you're very clear on when this person is coming on board.

00:04:53.759 --> 00:04:54.959
You know, it would take you a minute, right?

00:04:55.040 --> 00:05:04.399
Like so you you can by the time you're at 100, you have the person you need, and you can start looking if the other things are in place, then you can start getting that person on board.

00:05:04.639 --> 00:05:08.560
But if your schedule is not full, do you need to hire another doctor?

00:05:08.800 --> 00:05:10.800
Maybe, but not just yet.

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Fill the schedule first.

00:05:12.160 --> 00:05:13.360
Yeah, fill the schedule first.

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Okay, so that's the first thing.

00:05:14.639 --> 00:05:16.399
Okay, that's the first thing is fill up your schedule.

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The second sign that you're not ready is that your cash flow is inconsistent.

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Okay, your cash flow is inconsistent.

00:05:23.360 --> 00:05:28.000
And a lot of times this can be traced to what is happening with your billing department.

00:05:28.160 --> 00:05:31.680
Part of it could be number one, which is that your schedule is not full.

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You know, some days you have 50% capacity, some other times you have 70% capacity.

00:05:36.079 --> 00:05:45.680
So it's kind of like we we're seeing what's coming, like we'll see what comes, which is not good to add another multiple six-figure thing to your payroll when you're not sure about that, right?

00:05:45.839 --> 00:05:50.480
But when I talk about your cash flow being inconsistent, one of the things I'm referring to is your billing department.

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And so it could be that you have a billing department that is inconsistent.

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So they do their job, you know, when they want to do their job, and if they went away on a conference, then everything stops.

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Or if they have financial pressure, their personal financial pressure, they work your stuff and when they don't, they don't, right?

00:06:07.920 --> 00:06:10.480
So it could be something, it could be something like that.

00:06:10.639 --> 00:06:16.240
So you just have the wrong company, or maybe your billing is in-house and you have an improperly led biller.

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You know, the billing happens sometimes, billing doesn't happen all the time.

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Or you may have an office manager who runs your office and it's a very busy office and also does your billing.

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And so it's an item on the to-do list.

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It's not somebody's sole responsibility.

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And so it gets done sometimes and it doesn't get done sometimes.

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So you have this big swing, and you can have the same number of patients, but you're getting paid like ginormously different amounts of money and stuff like that.

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And when you can predict, again, adding multiple six figures to your payroll expense, if you will.

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You know, we we call it an investment if you're doing it right.

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And so if you bring in another doc, what you're doing is you're multiplying chaos.

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You're better off figuring out like how can we get a handle on what's happening with our billing and fix that and then take it from there, right?

00:07:07.519 --> 00:07:09.199
Okay, so that's the second thing I would look at.

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That's the second sign.

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The third sign is that you don't have a predictable patient acquisition system.

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And I'll explain what I mean by that.

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When I talk about a predictable patient acquisition system, what I'm referring to is whatever engine you've put in place to control the way you want your schedule to look.

00:07:29.120 --> 00:07:33.839
So during COVID, one of the common things I heard people say is my phones are not ringing.

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People are not calling to schedule appointments.

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I'm like, your phone is not there to ring.

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Your phone is there for either people to call you or you to call them and make appointments happen.

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If they're not calling you, you call them.

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The phone didn't go away.

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You know what I mean?

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And so is this whole concept of being able to proactively fill your schedule, for you to look, you know, two months out, a month out, a week out, a day out and say, huh, what's going on with our schedule here?

00:08:00.079 --> 00:08:02.560
And you know exactly what to do to fill it up.

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Now, some of them will be long-term strategies, some of them will be short-term strategies.

00:08:06.319 --> 00:08:21.439
For instance, your strategy could be, you know, we work our referral sources, we show up on social media, we email our patients, we ask our patients to send us more patients and we ask for reviews, we run ads.

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You may have these, you know, three, five, seven activities that is kind of like a formula for filling up your schedule.

00:08:29.360 --> 00:08:33.679
And you've worked this and you've tested it and you've experimented with it, and it works.

00:08:33.919 --> 00:08:36.480
You know what to do to fill your schedule.

00:08:36.639 --> 00:08:43.200
The reason why that is important is one, because you can fill up your schedules and your doc schedules, the doctors you have now.

00:08:43.360 --> 00:08:47.600
And then when you bring somebody else in, you know what to do to fill their schedule.

00:08:47.679 --> 00:08:50.799
You're not saying I brought them in, I was hoping the phone would ring.

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I was hoping people will make appointments online.

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You know what to do.

00:08:54.639 --> 00:08:59.440
So if you don't have that, then you kind of want to work on that.

00:08:59.600 --> 00:08:59.919
Okay.

00:09:00.159 --> 00:09:09.360
One of the things we're we've done is that, you know, we've created a number of resources for private practice owners because we want to see private practice owners win.

00:09:09.519 --> 00:09:19.120
So for instance, one of the resources we have is the Profitable Private Practice Playbook, and which is a book where we're like, if you read the book and do the book, your practice will be profitable.

00:09:19.200 --> 00:09:23.519
Like, really, we just put, you know, over the last 15 years, the best stuff that I had.

00:09:23.600 --> 00:09:28.480
I'm like, what can I put in a book that if they can just follow the book, they can win, right?

00:09:28.639 --> 00:09:32.799
Now we all know that in addition, we know a lot of things that we're not doing.

00:09:32.960 --> 00:09:33.200
Okay.

00:09:33.360 --> 00:09:39.919
And I said, okay, what is something that every private practice owner can have that would help them implement these things?

00:09:40.159 --> 00:09:42.559
And that is the profitable private practice movement.

00:09:42.639 --> 00:09:49.360
So it's on trimd.com forward slash movement, where we get together every Thursday to work on our practices, right?

00:09:49.440 --> 00:09:53.039
We know this concept of working in your business versus working on your business.

00:09:53.279 --> 00:09:57.519
This is what we do to work on our businesses, to work on our private practices.

00:09:57.759 --> 00:10:04.559
And so one of the things we teach there is the seven-figure marketing system, the seven-figure referral system.

00:10:04.960 --> 00:10:08.799
So you can build that system and start testing it for your practice.

00:10:08.960 --> 00:10:13.120
Now, when we do these things, what is the number one thing that leads to patient visits?

00:10:13.279 --> 00:10:14.879
Number two, number three, right?

00:10:15.039 --> 00:10:22.159
And so you can put the right amount of energy and money and team behind that to continue to create those results.

00:10:22.320 --> 00:10:27.039
And you know, when we do this in this combination, this is what our schedule looks like, right?

00:10:27.360 --> 00:10:35.519
And so if you're not part of the movement, this is the best$197 you can spend in your practice like ever, right?

00:10:35.840 --> 00:10:40.480
Because you get world-class strategy and no, there's no fluff.

00:10:40.559 --> 00:10:42.159
We we really focus on three things.

00:10:42.320 --> 00:10:43.279
How do you fill your schedule?

00:10:43.360 --> 00:10:44.559
How do you get paid for the work you do?

00:10:44.639 --> 00:10:46.000
How do you build a profitable team?

00:10:46.159 --> 00:10:50.879
Knowing that if you have these three things, chances are you're working on the all the concepts in this book.

00:10:51.039 --> 00:10:52.960
And if you do it, your practice will work.

00:10:53.120 --> 00:10:54.960
Now, you may want to take you to the next level.

00:10:55.039 --> 00:11:03.759
We have all kinds of different programs for different things, but this doesn't matter whether you're just starting or you're a multi-seven-figure practice, because if you don't have the foundation, you don't have the foundation.

00:11:03.919 --> 00:11:07.759
And this is why multiple seven-figure practices go out of business, right?

00:11:08.080 --> 00:11:16.080
So if you're not a part of it, if you're like, I don't have a predictable patient acquisition system, this can be a historical fact.

00:11:16.240 --> 00:11:18.320
All you have to do is is join the movement.

00:11:18.399 --> 00:11:20.559
So on trademd.com forward slash movement.

00:11:20.639 --> 00:11:20.799
Okay.

00:11:20.960 --> 00:11:21.919
So that's the third sign.

00:11:22.080 --> 00:11:22.720
You don't have that.

00:11:22.879 --> 00:11:24.639
That's the third sign that you're not ready.

00:11:24.799 --> 00:11:25.039
Okay.

00:11:25.200 --> 00:11:27.759
Now I'm saying you're not ready because something's wrong with their practice.

00:11:27.919 --> 00:11:32.799
No, because I don't want you to bring a doctor into your office and go completely upside down.

00:11:32.960 --> 00:11:33.279
Okay.

00:11:33.519 --> 00:11:33.759
All right.

00:11:33.840 --> 00:11:36.159
Number four, you don't know your numbers.

00:11:36.399 --> 00:11:37.440
You don't know your numbers.

00:11:37.679 --> 00:11:40.159
I hope nobody perceives this as I'm judging you.

00:11:40.240 --> 00:11:43.120
Like, I'm not, because I've done many of these things, right?

00:11:43.200 --> 00:11:45.440
Like at a point, I did all of these things.

00:11:45.679 --> 00:11:46.000
Okay.

00:11:46.399 --> 00:11:52.080
I know what it's like to look at, you know, what is revenue per patient visit?

00:11:52.240 --> 00:11:57.200
What's your, you know, your patient volume, what's your break-even point, what's your profit and loss?

00:11:57.279 --> 00:11:58.480
Oh, and I'm like, Rrrr.

00:11:58.720 --> 00:11:59.919
I literally, okay.

00:12:00.000 --> 00:12:02.080
So my husband is an accountant by training, right?

00:12:02.240 --> 00:12:06.639
In the earlier years of my practice, and when I say earlier, I mean like the first six or seven years.

00:12:06.799 --> 00:12:10.879
I'm not even saying, I'm not even saying like early, like the first year.

00:12:11.039 --> 00:12:14.080
When it would be time to meet with the accountant, go over numbers and all of that stuff.

00:12:14.159 --> 00:12:14.960
Do you know what I did?

00:12:15.120 --> 00:12:18.080
I would tell my husband, like, this sounds like a you problem.

00:12:18.240 --> 00:12:23.840
Like, you could have a meeting with the I see the patients, I run the operations, and I have babies.

00:12:24.240 --> 00:12:24.559
Okay.

00:12:24.799 --> 00:12:25.919
I birth four babies.

00:12:26.080 --> 00:12:27.120
You can meet with the accountant.

00:12:27.360 --> 00:12:28.240
I'm not gonna do that.

00:12:28.480 --> 00:12:30.240
And literally, I would skip the meeting.

00:12:30.399 --> 00:12:31.120
I get that.

00:12:31.440 --> 00:12:35.679
But you see, as entrepreneurs, we have to understand the money.

00:12:35.759 --> 00:12:36.399
We don't have to like it.

00:12:36.480 --> 00:12:38.799
I'm not like crazy, like, ooh, let's go look at numbers.

00:12:38.879 --> 00:12:41.039
Like, I'm not crazy about it, but I have to look at it.

00:12:41.120 --> 00:12:42.000
And so I look at it.

00:12:42.080 --> 00:12:44.480
And I look at it as often as I need to look at it, right?

00:12:44.559 --> 00:12:51.519
To make the right decisions and to know what exactly is going on and put my, you know, my practice and my other businesses in the best position to thrive.

00:12:51.679 --> 00:12:52.000
Okay.

00:12:52.559 --> 00:12:54.639
So I have to know the numbers.

00:12:54.879 --> 00:12:56.480
At baseline, right?

00:12:56.639 --> 00:12:59.759
What is our revenue per patient visit, right?

00:12:59.840 --> 00:13:01.120
For insurance-based practices?

00:13:01.200 --> 00:13:01.919
What is our volume?

00:13:02.000 --> 00:13:03.200
What is our break-even point?

00:13:03.360 --> 00:13:06.960
Like, how many patients would my dog need to see to cover their salary?

00:13:07.200 --> 00:13:09.759
Maybe cover their overhead, maybe cover, you see what I'm saying?

00:13:09.840 --> 00:13:15.039
Like when they see this number of patients, what does that mean for salary, overhead, and profit for the practice?

00:13:15.200 --> 00:13:16.639
Like, we have to know these numbers.

00:13:16.799 --> 00:13:17.120
Okay.

00:13:17.279 --> 00:13:18.720
And if you don't know them, you can know them.

00:13:18.879 --> 00:13:19.360
That's the point.

00:13:19.440 --> 00:13:20.000
You can know them.

00:13:20.159 --> 00:13:21.039
Okay, number five.

00:13:21.200 --> 00:13:25.360
Number five, the fifth sign you're not ready is you haven't embraced the role of a leader.

00:13:25.519 --> 00:13:28.240
Now, this one, this one right here is huge.

00:13:28.399 --> 00:13:32.399
And because a lot of physicians start here where, yes, I own a practice.

00:13:32.559 --> 00:13:33.600
Yes, I have team members.

00:13:33.759 --> 00:13:35.039
No, I will not meet with them.

00:13:35.200 --> 00:13:36.559
No, I will not hold them accountable.

00:13:36.799 --> 00:13:38.720
No, I'll not de-hire them if I need to.

00:13:38.960 --> 00:13:40.799
No, I'm not going to give them feedback.

00:13:40.960 --> 00:13:42.480
I'm not going to do any of that.

00:13:42.559 --> 00:13:45.679
I'm just going to pay their payroll and hope they do good work.

00:13:45.840 --> 00:13:47.600
A lot of times that's where we start from.

00:13:47.840 --> 00:13:54.799
Now we may have gotten to the point where, like, oh, we can lead like our MAs and our front desk and all of that, but we're not talking to the office manager.

00:13:54.960 --> 00:13:56.960
We're definitely not talking to the doctors.

00:13:57.279 --> 00:14:01.840
And your practice needs a leader who will lead everybody.

00:14:02.080 --> 00:14:05.440
Your practice needs a leader that will lead the entire team.

00:14:05.840 --> 00:14:12.080
If you're going to bring a doctor on and you're going to enjoy that relationship, you are going to need to lead them.

00:14:12.480 --> 00:14:14.240
You're going to need to lead them, right?

00:14:14.559 --> 00:14:27.120
And so what that means is, you know, you want to embrace the role of a leader, which means you're going to define these are the outcomes that this doctor is responsible for.

00:14:27.279 --> 00:14:32.080
When you interview them, you're going to tell them these are the outcomes you're responsible for.

00:14:32.240 --> 00:14:37.360
When it's time to onboard them, you are not going to shy away from it and say, oh, the doctor knows everything.

00:14:37.519 --> 00:14:40.480
Like they know a lot of things, but they don't know your company.

00:14:40.639 --> 00:14:42.399
You're going to onboard them.

00:14:42.639 --> 00:14:50.720
Which also means, like, when it is time to give them the gift of accountability and to give them feedback, you're going to do that.

00:14:50.960 --> 00:14:52.320
Like you're going to do that.

00:14:52.480 --> 00:14:54.000
You want to embrace that.

00:14:54.240 --> 00:14:57.360
You want to own that so you can lead your doctors.

00:14:57.440 --> 00:15:00.240
And leading is not micromanaging, right?

00:15:00.399 --> 00:15:02.960
Every great organization needs a leader.

00:15:03.120 --> 00:15:05.039
And the leaders need a strong leader.

00:15:05.200 --> 00:15:06.720
And you may think you're like, that's it.

00:15:06.799 --> 00:15:09.200
I just don't need to hire because I'm not a strong leader.

00:15:09.440 --> 00:15:11.039
No, leadership is a skill.

00:15:11.200 --> 00:15:12.399
You can develop it.

00:15:12.639 --> 00:15:13.519
You can develop it.

00:15:13.600 --> 00:15:14.720
You've done so many things.

00:15:14.799 --> 00:15:15.840
You've replaced hearts.

00:15:15.919 --> 00:15:17.360
You've memorized the Krebs cycle.

00:15:17.440 --> 00:15:18.320
You started a business.

00:15:18.399 --> 00:15:19.360
You got it profitable.

00:15:19.440 --> 00:15:20.480
You're doing all of these things.

00:15:20.720 --> 00:15:22.159
Of course, you can lead others.

00:15:22.240 --> 00:15:23.279
You can lead physicians.

00:15:23.360 --> 00:15:24.480
You can lead office managers.

00:15:24.559 --> 00:15:26.320
You can lead all these people, right?

00:15:26.480 --> 00:15:27.279
But it's a skill.

00:15:27.360 --> 00:15:27.919
You learn it.

00:15:28.000 --> 00:15:28.879
You learn to delegate.

00:15:28.960 --> 00:15:30.000
You learn to hold accountable.

00:15:30.080 --> 00:15:31.519
You learn to give the gift of accountability.

00:15:31.600 --> 00:15:33.039
You learn to do all of those things.

00:15:33.360 --> 00:15:41.600
I started off as a super shy, socially awkward introvert who was phlegmatic at her core, which meant that I would do anything to avoid conflict.

00:15:41.840 --> 00:15:45.039
Do you see how this is not a winning recipe for entrepreneurship?

00:15:45.200 --> 00:15:53.360
When you say that you want a profitable, thriving, seven-figure, multiple seven-figure practice, what you're also saying is I'm going to be a great entrepreneur.

00:15:53.440 --> 00:15:54.480
I'm going to be a great leader.

00:15:54.639 --> 00:15:54.960
I'm good.

00:15:55.200 --> 00:15:56.399
Like that's what you're saying.

00:15:56.559 --> 00:15:58.000
You're saying yes to these things.

00:15:58.080 --> 00:15:59.759
You're saying yes to leading a team.

00:15:59.840 --> 00:16:00.720
And you can learn it.

00:16:00.879 --> 00:16:02.240
If I could learn it, you can learn it.

00:16:02.320 --> 00:16:05.840
And I'm not saying that to be cute or to make you feel better, but it's the truth.

00:16:05.919 --> 00:16:06.960
I know where it started from.

00:16:07.120 --> 00:16:07.840
So let's look at this.

00:16:08.000 --> 00:16:08.720
What are the signs?

00:16:08.799 --> 00:16:10.240
Let's go over the signs real quick.

00:16:10.320 --> 00:16:10.639
Okay.

00:16:10.879 --> 00:16:12.080
Your schedule is not full.

00:16:12.240 --> 00:16:15.360
And the reason why I want us to go over this again is because I want you to think about it.

00:16:15.519 --> 00:16:17.840
There's nothing we've talked about here that is a problem.

00:16:18.000 --> 00:16:20.159
It's not a problem, it's a project.

00:16:20.399 --> 00:16:21.200
It's not a problem.

00:16:21.279 --> 00:16:22.000
It's a project.

00:16:22.240 --> 00:16:24.399
So my schedule is not full.

00:16:24.639 --> 00:16:27.039
Means I'm not ready right this moment to hire.

00:16:27.120 --> 00:16:28.639
But it does mean I have a project.

00:16:28.799 --> 00:16:30.000
I need to fill up my schedule.

00:16:30.080 --> 00:16:31.679
I need to figure out how to do that.

00:16:31.840 --> 00:16:35.120
I need help actually I'm coming to the profitable private practice movement with Dr.

00:16:35.200 --> 00:16:36.879
Una so I can start working on that.

00:16:37.039 --> 00:16:37.360
Okay?

00:16:37.519 --> 00:16:37.840
All right.

00:16:38.000 --> 00:16:39.440
Cash flow is inconsistent.

00:16:39.600 --> 00:16:41.039
Maybe you've never met with your biller.

00:16:41.279 --> 00:16:43.919
Maybe they just send you random reports and tell you everything is good.

00:16:44.000 --> 00:16:47.840
And because there's enough money in the bank to meet payroll, you don't even bother about it.

00:16:48.000 --> 00:16:49.440
Now you start meeting with the biller.

00:16:49.600 --> 00:16:51.759
Maybe you start learning what those numbers mean.

00:16:52.000 --> 00:16:55.919
You start learning what are the five metrics I should track every month and all of those things.

00:16:56.000 --> 00:17:00.080
And then start that process and start paying attention to your cash flow.

00:17:00.320 --> 00:17:05.519
See, you we don't idolize money, we don't worship money, we don't say money is the number one thing.

00:17:05.599 --> 00:17:06.559
We don't do any of those.

00:17:06.640 --> 00:17:09.759
But as an entrepreneur, you are required to respect money.

00:17:09.920 --> 00:17:13.039
We don't just like, oh, I don't talk, I don't do anything with the money.

00:17:13.440 --> 00:17:14.799
No, we don't we don't get to do that.

00:17:14.960 --> 00:17:15.200
Okay.

00:17:15.359 --> 00:17:16.720
We have to respect the money.

00:17:16.799 --> 00:17:21.839
So we pay attention to where it is, where it's flowing to, is it flowing in the right amounts, all those things.

00:17:21.920 --> 00:17:22.240
Okay.

00:17:22.480 --> 00:17:22.799
Okay.

00:17:23.119 --> 00:17:23.759
Number three.

00:17:23.920 --> 00:17:26.160
So we again just make it a project.

00:17:26.319 --> 00:17:29.680
Number three, we don't have a predictable patient acquisition system.

00:17:29.759 --> 00:17:30.000
Okay.

00:17:30.160 --> 00:17:32.400
And you're like, okay, I don't have a predictable system.

00:17:32.480 --> 00:17:33.680
I just take whoever comes.

00:17:33.839 --> 00:17:36.480
I think we're just going by word of mouth and all of those things.

00:17:36.640 --> 00:17:36.960
Great.

00:17:37.039 --> 00:17:40.400
Now we're gonna flip it and we're going to make this a system.

00:17:40.640 --> 00:17:44.079
So when our schedules are not full, we know what to dial up to fill it up.

00:17:44.240 --> 00:17:47.279
When we bring on a new doctor, we know what to dial up to fill it up.

00:17:47.440 --> 00:17:49.359
Number four, you don't know your numbers.

00:17:49.519 --> 00:17:50.559
You don't know your numbers.

00:17:50.640 --> 00:17:52.000
Again, this is just a project.

00:17:52.079 --> 00:17:53.200
What numbers do I need to know?

00:17:53.279 --> 00:17:54.319
Let me go start knowing them.

00:17:54.400 --> 00:17:56.400
Okay, revenue per visit, my patient followings.

00:17:56.559 --> 00:17:58.000
Well, that looks like my break-even point.

00:17:58.160 --> 00:18:02.319
Take a look at my profit and loss state and start looking at those things, start knowing my numbers.

00:18:02.480 --> 00:18:02.799
Okay.

00:18:03.039 --> 00:18:04.880
Again, it's a project, it's not a problem.

00:18:04.960 --> 00:18:05.519
There's no problem.

00:18:05.680 --> 00:18:08.160
We have not discussed a single problem on this episode.

00:18:08.319 --> 00:18:10.559
Number five, you haven't embraced the role of a leader.

00:18:10.720 --> 00:18:12.880
And then you're like, okay, I have a project.

00:18:13.039 --> 00:18:14.880
I'm going to embrace the role of a leader.

00:18:15.039 --> 00:18:20.160
Notice I did not say you have not become a perfect leader or you have not become the greatest of the great leaders, right?

00:18:20.319 --> 00:18:21.359
You start that process.

00:18:21.519 --> 00:18:22.240
So what does that mean?

00:18:22.319 --> 00:18:23.279
I never meet with my team.

00:18:23.359 --> 00:18:24.400
Now it's time to meet my team.

00:18:24.480 --> 00:18:25.839
I need to start casting vision.

00:18:25.920 --> 00:18:27.039
I've never held my team accountable.

00:18:27.119 --> 00:18:28.640
It's now time to meet them accountable.

00:18:28.720 --> 00:18:31.839
I have never given them metrics that this is how you know you're doing a good job.

00:18:31.920 --> 00:18:33.200
Now it's time for me to do that.

00:18:33.359 --> 00:18:36.799
Again, these are all things that we do in the profitable private practice movement.

00:18:36.880 --> 00:18:41.759
So if you're like, I don't even know where to start, I will tell you exercise on training.com forward slash movement.

00:18:41.920 --> 00:18:43.039
Start, come join us.

00:18:43.200 --> 00:18:43.519
Okay.

00:18:43.839 --> 00:18:46.000
So these are the things that you look at.

00:18:46.079 --> 00:18:49.279
And you can start with a simple 90-day project and you're like, you know what?

00:18:49.359 --> 00:18:51.519
I'm going to do these things, whichever ones are missing.

00:18:51.599 --> 00:18:58.480
I'm going to work on these for the next 90 days and put us in the best possible position to start bringing a doctor on, especially if you're burned out, you're tired.

00:18:58.559 --> 00:19:00.000
I just need another doctor and all.

00:19:00.160 --> 00:19:01.519
Let's get this stuff taken care of.

00:19:01.599 --> 00:19:04.720
And the truth of the matter is as you take care of this, you will feel less burnout.

00:19:04.799 --> 00:19:05.759
You'll feel much happier.

00:19:05.839 --> 00:19:08.319
You'll be in a much better state to bring this doctor on.

00:19:08.480 --> 00:19:11.680
And then you can put out that ad and start getting ready to bring a doc on.

00:19:11.839 --> 00:19:20.079
But please, please, please, please, please get yourself in the best position to bring a doc in, to get their schedule full, to get ready.

00:19:20.160 --> 00:19:24.640
And because when you do it that way, you can get your doctor busier faster.

00:19:24.799 --> 00:19:28.319
You can protect your cash flow as you bring the doctor in.

00:19:28.480 --> 00:19:32.640
And then you can create more cash flow as they do what they need to do.

00:19:32.799 --> 00:19:38.240
So I'm rooting for you, rooting for you, like unbelievably, because of course you can do this.

00:19:38.400 --> 00:19:40.640
So many people have, and you can do it too.

00:19:40.880 --> 00:19:47.599
If you need support from my team and for like, how can you guys work with me to help me pull this off on traind.com forward slash call?

00:19:47.680 --> 00:19:49.519
We'll be happy to walk you through everything we do.

00:19:49.680 --> 00:19:53.119
And of course, we do not do high pressure sales or anything like that.

00:19:53.200 --> 00:19:53.519
Okay.

00:19:53.759 --> 00:19:55.119
So create your project.

00:19:55.200 --> 00:19:57.359
And this is really the picture I want you to hold.

00:19:57.440 --> 00:20:12.160
I want you to hold this picture of your schedule being full, of cash flow being good, of you leading your team, of you understanding your numbers, of you having a system that creates patience, like you know how to control your schedule.

00:20:12.319 --> 00:20:13.839
Like just imagine that.

00:20:14.319 --> 00:20:16.799
And then you bring a new doctor into this match.

00:20:17.359 --> 00:20:18.079
Just think about that.

00:20:18.240 --> 00:20:25.359
So I want to hold that picture as you do this work, this 90 day project to get your practice where you want it to be.

00:20:25.440 --> 00:20:25.759
Okay.

00:20:25.920 --> 00:20:27.920
Don't believe the lies, you can't do this.

00:20:28.079 --> 00:20:28.720
Of course, you can.