Jan. 13, 2025

The Secret to Turning Your Team into a Profit Powerhouse in 3 Simple Steps

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Imagine transforming your payroll from a liability into a profit powerhouse.

Sounds too good to be true, right?

But it’s possible! In this episode, I’ll walk you through my proven strategy for optimizing your team to drive profitability in 3 simple steps. From defining revenue-generating activities to implementing accountability systems, you'll learn actionable steps to tap into your practice's full potential. All while unburdening yourself!

Ready to level up your practice?

Tune in and activate your team today!

P.S. Join the Profitable Private Practice Movement NOW: http://www.entremd.com/movement

—

Key Takeaways:

00:00 Intro
00:44 The profitable team
02:15 The consequences of not activating your team
06:18 Defining revenue-generating activities (RGAs)
14:12 Training your team on the RGAs
21:44 The gift of accountability
25:19 Recap
29:19 Outro

Additional Resources:

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

00:00 - Multiplying Practice Revenue Through Team Profits

08:58 - Defining Revenue-Generating Roles

16:28 - Empowering Team Members for Revenue Success

22:24 - Boosting Team Performance Through Accountability

30:37 - Maximizing Team Revenue With Accountability

WEBVTT

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You will burn out.

00:00:01.262 --> 00:00:06.092
You will get to a point where your practice grows and you want to throw it away.

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I have met people who run practices doing $3 million, $5 million, all that but because they're the only ones responsible for the ideas and the revenue creation and bearing the weight of it at all, they're like I just want it to stop.

00:00:18.634 --> 00:00:23.603
There's so many practices that go out of business because the owner is the only person driving it.

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I grow out of business because the owner is the only person driving Hi docs.

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Welcome to the EntreMD 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 Una.

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Today is going to be the day that you know the things you've looked at.

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They create results, but now we're talking about multiplied results, because this is not.

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This is about you, in a way, but this is about unlocking the power of your team, and we talk about a profitable team.

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A profitable team is a team that understands how to create profit.

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Profitable team A profitable team is a team that understands how to create profit.

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They understand how to affect the bottom line.

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Okay, when there's slow times, your people come with a lot of non revenue generating activities to do.

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They're like, oh, we're going to do spring cleaning and we're going to take care of all those faxes and stuff like that.

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Or you're afraid of hiring new team members because the last three hires that you hired actually led to less profits.

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Like, your payroll ballooned, but your revenue did not balloon as well, right.

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And you're like, oh, my goodness, I cannot afford to hire people because it's so expensive.

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So your payroll is not an investment.

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Your payroll does not lead to multiplied impact, multiplied profits, multiplied time off.

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It leads to more work, more payroll, more headaches.

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Right Now, what I'm talking about is not something that I have not done.

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I've done this in my companies I have, you know, our clients are doing these things.

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I'm going to show you, I'm going to share some of their stories with you.

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So these are things that can happen.

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I just want you to kind of lift up your expectations like, oh my goodness, I could have that.

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Okay, let us look at activating our teams for profit.

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Okay, what happens when we don't do this?

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When we don't do this, our impact is limited.

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There's so many things you're going to want to do in your practice and you're not going to be able to do it because you won't have the bandwidth.

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What gives you bandwidth?

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Your team, okay.

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There's revenue that you cannot create.

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Because you cannot create that revenue on your own, you need your team.

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Okay, you need a team, and so the opportunity cost is that you're limited in how much revenue you can create.

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The third, and probably the most significant, is if you don't figure out the team thing, you will burn out.

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You're one human, and burnout in an employed position is bad Burnout.

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When you created a practice and created your own burnout by your own self, that's really bad, right, and so you will burn out.

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You will get to a point where your practice grows.

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It gets to that place that you thought was the dream and you want to throw it away.

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I have met people who run practices doing 3 million, 5 million, all that but because they're the only ones responsible for the ideas and the revenue creation and bearing the weight of it at all, they're like I just want it to stop.

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I'm like can some private equity person come get this thing off my plate?

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They do nothing to grow.

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They do things to sabotage the practice because on the inside, they know that if this grows anymore, all it means is more work for me, more headaches, less profit, but I'm paying everybody.

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My payroll is ballooning, but I'm paying myself left.

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I don't want it.

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So there's so many practices that go out of business because the owner is the only person driving it.

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It is something that's not talked about a lot, but it is a huge reason.

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It's a huge reason, okay.

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So it is crucial that you understand this, so it doesn't put you in a position where you burn out.

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But what happens is you buy your time back.

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Okay, you buy your time back.

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You have time to do the things that matter to you.

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You have time for yourself, you have time to breathe, you have time to think.

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I've talked to so many doctors and they're like I'm just drowning in my practice.

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I don't even have time to think because I'm the only one here, I'm the only one putting out fires, I'm the only one doing everything it would be.

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It is so beautiful.

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My private practice.

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I'm not telling you something that cannot be done.

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Okay, I don't necessarily teach concepts that are just cool and interesting.

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I teach things that I think are cool and interesting and I've done and I've helped other people do.

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There's only one thing that I've done.

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I practiced for a short period of time and I talked about it and I told the people when I was sharing.

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I was like look, the results of this are just too wild.

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I'm sorry we need to talk about this now, but otherwise I test things.

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Okay, my practice has been a practice doing over a million for years.

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Okay, for the last three years, this million dollar practice, I have not set foot in it because I've built the team I'm trying to tell you about.

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I'm trying to tell you about Now, everybody, at the end of the day, you're going to want to exit your practice one way or another.

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We're all because some people are like no, I just want to do this forever?

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You can't For one.

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You're going to leave the planet.

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Okay, at some point you're going to leave the planet, so you're either going to shut it down, you're going to pass it on to your family, way or another.

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If you do not have a team, you have a practice that may be worthless and please understand I say this with respect I'm trying to explain something to you the opportunity cost of not figuring this out.

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Because if you have a practice and you are responsible for everything, you have a job.

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You built a job for yourself.

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If somebody wants to buy it, they have no evidence that it will work without you, and so even if they did buy it, they would buy it for peanuts.

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If you did have a team, the value is so much higher.

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So when you hear people say a doctor, a private practice is not worth anything just by the charts, that's why they say that.

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But if you have a practice that is team-led and you're not going to get there in two seconds, it's a process.

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But if you have one that's team-led, there is evidence that it works without you Then now we're talking.

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So I'm going to give you three things.

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Okay, they're very simple, they're very powerful.

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If you do them, they will rock your world.

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Okay, all right, number one.

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Number one you're going to define the RGAs revenue-generating activities.

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You're going to define the RGAs revenue generating activities.

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You're going to define the revenue generating activities for each role in your company.

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There's nothing like this is what front desk people do, or this is what medical assistants do, or this is what billers do.

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That's fine, but you are going to define what is the RGA for each position.

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So it is crystal clear to you how each role creates revenue.

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Because this is what and I'll speak from my own experience right, you hire front desk.

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You're like, oh, the people in the front, the girls in the front, right, what do they do?

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Oh, they greet the patients, they check people in.

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They do that.

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As long as you think like that, just so that, if you think like that, you're throwing away money, just so that, if you think like that, your team is not carrying any weight, because they, what do they do?

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They greet the patient, hi, welcome, welcome to IPD Pediatrics, right, and then they check them in.

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That's it, it.

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So we have to understand.

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Okay, fine, this is some of what they do.

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But how does this role create revenue?

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Why is this important?

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Why did you start the practice?

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To help a lot of people and to create revenue right, like we have?

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It's a win-win situation.

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So you take care of them, they take care of you, period.

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That's the way it works, okay.

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Now, when you bring on team members, the team members don't come to just do random things.

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They come to help you do those two things to take care of people and create revenue.

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If you can get this concept, it changes everything for you.

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You are there to help people and create revenue.

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When you hire team members, they're not there to do random things.

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They're not there to do the most urgent thing.

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They're not there to do the things that oh, you know, patients are complaining about this.

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Let's hire somebody to do this.

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Great, they're going to serve and earn.

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Once you can get that equation together, then you have unleashed the profit creating ability of every member of your team, and that is pure magic.

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Okay, so I'm going to define.

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I'm going to give you examples, because I don't want this to be in the sky.

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I don't want you, don't want anybody to get lost, so hear me out.

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You have a front desk person, okay, so maybe their revenue.

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I'm going to give you an example like one.

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Each kind of okay Maybe their revenue generating activity is collecting all your co-pays and deductibles and making sure that every insurance company, every, every insurance that people come with, they're eligible, it's active.

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If you think about that, if the insurance is not active, you do not get paid for the visit.

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It doesn't matter how nice the visit was it was like, from a financial standpoint it was a waste.

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So if they don't do that, nothing's happening.

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They're not collecting the deductibles, you're not getting paid.

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Do you see what I'm saying?

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Because, yes, you're going to bill it to the insurance when the insurance company is going to tell you, great, so collect $150 from that person, like you didn't collect it right, so they're collecting the co-pays, collecting the deductibles.

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Then they're making sure the insurances are active.

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Guess what?

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They're creating revenue.

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If they understand, this is my role.

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This is something that I'm responsible for.

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If you are aware, this is the part of the revenue generation in this practice that this person is responsible for, that you're in a position where they're checking them in, they're smiling at them, they're doing all of that and bringing in revenue.

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You need both Now.

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Maybe it's a front desk person, but you're a cash-based practice.

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A lot of times I see where the doctors are the only people who do those meet and greet calls.

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Your front desk person can do that.

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You can train them to do that and people will say no, I'm the only one Excuse you.

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There are companies where people sell $50,000 products.

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It is not the owner selling those products, it's the people on the team.

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So you can train your person to do those calls and enroll people in your practice.

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I want you to think about how much peace and quiet, how much freedom you have if you're not the only person who has to do these calls.

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Just think about it, right?

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So if that person, for every 10 calls, let's say they're not even that good.

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If every 10 calls, one person says yes, or every 10 calls, two people say yes, right, then they can have a metric.

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Like you know, this is the number of people I enroll every month.

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Then it goes from this thing of where people yeah, hello, yeah, yeah, I'm trying to take care of that.

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They don't do that because they understand I close people into, I enroll people, I enroll people into the membership.

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The way they show up, the way they do.

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Everything changes.

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But it doesn't start with them, knowing that's our job as the CEOs.

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Okay, we have to know.

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So this person serves.

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I know how they help the patient, but how do they earn?

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How do they create revenue?

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It may be your medical assistant.

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For the medical assistant, it may be a simple.

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This is what we did in our practice everybody who comes in for an appointment leaves with their next appointment.

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So think about it.

00:11:03.149 --> 00:11:10.041
If you have 20 patients on your schedule and of course some people are, no matter what you do, they're not going to schedule that appointment.

00:11:10.041 --> 00:11:14.269
But what if, for every 20, you have 17 that's scheduled?

00:11:14.269 --> 00:11:18.345
That means your MA is creating 17 new appointments every day.

00:11:18.345 --> 00:11:20.850
Cha-ching, cha-ching, cha-ching.

00:11:20.850 --> 00:11:26.421
Right, your schedule stays full because every appointment is creating more appointments.

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They understand this is my role.

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This is how that creates revenue.

00:11:30.149 --> 00:11:37.953
Maybe for you it's more so that they free up your time so that maybe without them you would see 10 patients.

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With them you can see 15 patients.

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So they free up your time so you can generate more revenue.

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Do you see what I'm saying?

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Just think how does this role create revenue?

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Because if they're only serving the clients and they're not creating any revenue, that's dead weight, that's heavy, that's going to hurt when you see your payroll, you break out in hives.

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Okay.

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Okay, you're a biller, right?

00:12:01.975 --> 00:12:05.979
We talked a lot about, you know, ar and all of that stuff yesterday.

00:12:05.979 --> 00:12:07.682
But how do they create revenue?

00:12:07.682 --> 00:12:15.350
Right Is that they take all these claims, which are little numbers, and then send them to the insurance company to make sure that you get paid and all of that Great.

00:12:15.350 --> 00:12:16.926
And so you have their metrics.

00:12:16.926 --> 00:12:20.087
If their metrics are like this, then they're bringing in revenue.

00:12:20.087 --> 00:12:27.356
Right, and I'll pause here and say, like you see that your front desk person touches almost all the revenue that comes in.

00:12:27.356 --> 00:12:30.129
Your biller also touches almost all the revenue.

00:12:30.129 --> 00:12:33.767
So we got to know how they create revenue and we have to hold them accountable.

00:12:33.767 --> 00:12:34.904
We have to have meetings with them.

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We have to do all these things because that's how the revenue is Okay.

00:12:38.697 --> 00:12:40.763
Okay, your office manager.

00:12:40.783 --> 00:12:48.982
If you have an office manager, whatever your goals are for the year, that's the way your office manager creates revenue.

00:12:48.982 --> 00:12:51.235
Those become that person's goals, him or her.

00:12:51.235 --> 00:12:57.601
So if your goal is, you know, this year we want to bring 2 million in revenue, you've reverse engineered it.

00:12:57.601 --> 00:12:59.410
That means we need to see this number of patients.

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That becomes your office manager's goal.

00:13:01.038 --> 00:13:16.317
Like, you cannot have an office manager that has no idea what your vision is, because that person cannot help you to create revenue, because there are office managers who think that their job is to work the schedule of everyone that is there and put off hires.

00:13:16.317 --> 00:13:18.442
What a waste of an office manager.

00:13:18.442 --> 00:13:22.119
They can bring so much value, but you got to define it.

00:13:22.119 --> 00:13:35.248
So, for instance and I think when I get to metrics I'll break down the office manager one I'll break down that one for you, okay, but whatever your goals are for the year, those become the goals of your office manager, right, because they're there.

00:13:36.076 --> 00:13:43.397
As a practice owner, you have three hats there's you the clinician, there's you the manager, there's you the entrepreneur.

00:13:43.397 --> 00:13:48.837
When you bring up an office manager, you need to be able to get rid of you the manager.

00:13:48.837 --> 00:13:49.980
That's the point.

00:13:49.980 --> 00:13:52.126
You brought them in to take all this stuff.

00:13:52.126 --> 00:13:54.080
You did put it on a person.

00:13:54.080 --> 00:13:55.504
Just let the person do their thing.

00:13:55.504 --> 00:14:00.605
If you don't define it, you will waste the potential of the people you work with.

00:14:00.605 --> 00:14:02.519
You just waste it.

00:14:02.519 --> 00:14:08.457
So you're paying them a ton and you're not getting a ton of ROI, but from today we're going to get a ton of ROI, okay.

00:14:08.457 --> 00:14:12.644
So that's number one, number one you have to define the RGAs for each role in your company.

00:14:12.644 --> 00:14:16.830
The second one is you need to train your team on those RGAs.

00:14:22.914 --> 00:14:24.767
Now, there are things that we do when we hire people that we just picked up from wherever.

00:14:24.767 --> 00:14:30.177
So we want to hire people who are just like huh, look one body that wants to work with me, yay, let's hire this person.

00:14:30.177 --> 00:14:32.178
And Like huh, look one body that wants to work with me, yay, let's hire this person.

00:14:32.178 --> 00:14:32.818
And then we hire the person.

00:14:32.818 --> 00:14:37.323
And then, when we are done hiring the person, we're like oh, I guess, when we hire somebody, you're supposed to do onboarding.

00:14:37.323 --> 00:14:49.650
So we start showing them all their logins, you know, we start showing them the break room and all this stuff that does not make things to do anything.

00:14:49.650 --> 00:14:53.076
Okay, your onboarding is legit.

00:14:53.076 --> 00:14:54.602
These are the things you do to serve our patients in the highest capacity.

00:14:54.602 --> 00:14:55.065
You train them on that.

00:14:55.065 --> 00:14:57.376
These are the things you do to create revenue.

00:14:57.376 --> 00:14:58.480
You train them on that.

00:14:58.480 --> 00:14:59.443
That's your onboarding.

00:14:59.443 --> 00:15:03.380
Okay, we don't pull it up from the internet.

00:15:03.380 --> 00:15:04.364
We don't ask what's your?

00:15:04.364 --> 00:15:05.696
What do you do for onboarding?

00:15:05.696 --> 00:15:06.738
And then you copy and paste.

00:15:06.738 --> 00:15:10.788
No, because you may want something completely different from what they want.

00:15:11.195 --> 00:15:22.206
So, as far as the revenue piece, unlocking the profit potential, the things you defined in the first one, defining the RGA you now train them on how to do that right.

00:15:22.206 --> 00:15:25.765
So you want your fund, that's collecting your co-pays and all of that stuff.

00:15:25.765 --> 00:15:28.263
You train them on how to do that.

00:15:28.263 --> 00:15:33.745
You train them on the fact that patients will come, of course, and say, oh, I don't have it today.

00:15:33.745 --> 00:15:40.047
Can you bill me and you empower them to go like don't worry about it, they got it Okay.

00:15:40.047 --> 00:15:43.225
If you hold them accountable, it will magically come out.

00:15:43.225 --> 00:15:53.567
And I'll give you this example when, in my practice, I used to bill people for their co-pays until I found out like the time they're really motivated to pay you is when they're right there before they see you.

00:15:53.567 --> 00:15:55.836
That's when they're motivated to pay Okay.

00:15:56.197 --> 00:16:08.581
And so we changed the policy and we're like nobody comes back to you know, into the exam rooms until they've paid and our patients will go like but Johnny has a fever and I don't, I don't have it today, he really needs to be seen today.

00:16:08.581 --> 00:16:10.245
So we would play them.

00:16:10.245 --> 00:16:14.041
We would play the game and we're like oh, there's an ATM down the street.

00:16:14.041 --> 00:16:16.888
They're like oh no, like I don't have it.

00:16:16.888 --> 00:16:21.287
We're like, okay, well, we can reschedule Johnny, I mean, we can see him first thing tomorrow.

00:16:22.855 --> 00:16:30.581
Every single time a miracle happened, they will put their hands into their purse or their pocket and, magically, money will appear.

00:16:30.581 --> 00:16:35.965
Every single time I was like, well, looky here, they didn't have money.

00:16:35.965 --> 00:16:37.005
No, they have money.

00:16:37.005 --> 00:16:37.966
It's a miracle.

00:16:37.966 --> 00:16:41.529
It's amazing, right, but you've got to train your team on stuff like that.

00:16:41.529 --> 00:16:42.490
You have to train them.

00:16:42.490 --> 00:16:44.951
You have to train them about the money drama.

00:16:44.951 --> 00:16:51.864
You have to train them on that stuff, right, but you train them on how to collect so they can excel at their revenue generating activity.

00:16:52.424 --> 00:16:59.095
It could be a medical assistant and they're like oh, by the time I get the vaccines or by the time I give them the discharge instruction, they don't want to schedule appointment.

00:16:59.095 --> 00:17:00.216
That's okay.

00:17:00.216 --> 00:17:02.178
Like for me for all use pediatrics.

00:17:02.178 --> 00:17:06.323
You know, when they come for a two-month checkup, their next checkup is a four-month checkup.

00:17:06.323 --> 00:17:14.711
So while you're doing the vitals, you're like, oh, real quick, before Dr Una comes in, let's just go ahead and take care of that four month appointment and schedule it.

00:17:14.711 --> 00:17:17.363
So once you're done and I give you your vaccines, you just leave.

00:17:17.363 --> 00:17:18.676
You don't have to wait for anything.

00:17:18.676 --> 00:17:20.782
Like who wants to have a baby that just got shot.

00:17:20.782 --> 00:17:25.257
So you're standing at the front desk to schedule an appointment they all schedule, but you got to train them on that stuff.

00:17:25.257 --> 00:17:26.837
Do you see what I'm saying?

00:17:26.837 --> 00:17:29.479
Like, you train them so they can win.

00:17:29.479 --> 00:17:31.140
You've shown them the basket.

00:17:31.140 --> 00:17:32.421
Now you show them how to score.

00:17:32.421 --> 00:17:33.701
That's what we're doing here.

00:17:34.041 --> 00:17:38.365
So, when it comes to office manager, let me just pick up some random metrics here.

00:17:38.365 --> 00:17:45.209
So let's say, one of them is you decide you know, I have a private practice, we have four doctors here.

00:17:45.209 --> 00:17:48.490
We want every doctor seeing 20 patients a day.

00:17:48.490 --> 00:17:50.632
That's my vision for 2025.

00:17:50.632 --> 00:17:52.573
Okay, so I'm making this up 2025.

00:17:58.095 --> 00:18:06.204
And then, in training your office manager, you're like okay, when you see holes in the schedule, these are the seven things you can do to fill up the schedule, because you may know the person may not know right.

00:18:06.204 --> 00:18:07.961
These are the seven things you could do.

00:18:07.961 --> 00:18:09.842
You can have them hit the recaller.

00:18:09.842 --> 00:18:16.760
You could do a social media thing and say we opened up some spots to take care of X, y, z.

00:18:16.760 --> 00:18:17.122
Call the office.

00:18:17.122 --> 00:18:17.202
Now.

00:18:17.202 --> 00:18:21.598
You can, you know, pull up all the people who went to the urgent care or emergency room schedule their follow-up appointments.

00:18:21.598 --> 00:18:22.260
You could like.

00:18:22.260 --> 00:18:28.838
These are the things you can do so that that way, you've empowered the person to win, right?

00:18:28.838 --> 00:18:38.386
So when it looks like you know a week from now there's this big gap in the schedule, they know what to do, they know what to delegate to the team to do, they're in control, they're in charge.

00:18:38.386 --> 00:18:42.089
So if they're telling you it's an FYI, I looked at the schedule two weeks from now.

00:18:42.089 --> 00:18:44.211
It looks like it's a lot lighter than it usually is.

00:18:44.211 --> 00:18:47.897
But these are the things we put in place and all that stuff.

00:18:47.897 --> 00:18:48.419
I think we should be fine.

00:18:48.419 --> 00:18:48.859
That's what we want.

00:18:48.859 --> 00:18:50.222
We want someone who can crush it.

00:18:50.222 --> 00:18:53.681
But for you to have that, those people are made they don't just show up like that.

00:18:53.681 --> 00:18:57.539
Somebody empowers them to do that and that's you from now on.

00:18:57.740 --> 00:19:02.981
Okay, let's say another thing is you want your AR to look a certain way, right?

00:19:02.981 --> 00:19:05.558
You want your accounts receivable, your aging report.

00:19:05.558 --> 00:19:17.138
You want it to look a certain way where 80% or 85% of all the outstanding balances are the zero to 30 buckets and all your personal balances are collected.

00:19:17.138 --> 00:19:18.083
So you created all this.

00:19:18.083 --> 00:19:19.106
You know, you created the metrics.

00:19:19.106 --> 00:19:19.647
You have to empower her.

00:19:19.647 --> 00:19:20.612
This is how you look at the aging report.

00:19:20.612 --> 00:19:21.675
You look at the personal here.

00:19:21.675 --> 00:19:32.058
If you see this here, it means this If you see this here, it means that If you see this here, it means this right, what are you doing?

00:19:32.078 --> 00:19:33.887
You're taking your know-how, your IP, your wisdom and you're installing it into somebody else.

00:19:33.887 --> 00:19:41.880
So when you delegate, you're not just delegating the task, you're delegating the task, you're delegating the thinking, you're delegating the troubleshooting, you're delegating everything, right, okay?

00:19:41.880 --> 00:19:47.636
So let's say you have one of your goals is your online reputation in your community.

00:19:47.636 --> 00:19:49.742
You want to be known as the go-to practice.

00:19:49.742 --> 00:19:53.500
Same difference you empower the person, so you tell them.

00:19:53.500 --> 00:19:58.280
Every time someone says, oh, my goodness, you're amazing, right, then that means ask them for a review.

00:19:58.280 --> 00:20:01.008
Or you can say we have review days Every third.

00:20:01.008 --> 00:20:06.407
Pick the day that tends to be lighter, like you know, less crazy in your office, you know.

00:20:06.407 --> 00:20:12.481
So maybe you're like every Wednesday or every Thursday, every last Thursday of the month is review day, and on that day we go to war.

00:20:12.481 --> 00:20:14.843
We ask for 50 reviews from the people who love us.

00:20:14.843 --> 00:20:16.881
Boom, it's a system that runs.

00:20:16.881 --> 00:20:19.623
You've empowered the person so she can go and crush it.

00:20:19.623 --> 00:20:25.280
Okay, so this is the deal, right, you define for each role.

00:20:25.280 --> 00:20:27.226
This is the way this role creates revenue.

00:20:27.226 --> 00:20:30.423
Right After that, you now train them.

00:20:30.423 --> 00:20:33.624
This is how you excel at this role.

00:20:33.624 --> 00:20:36.163
This is how you can be a rock star at this role.

00:20:36.414 --> 00:20:42.528
I was reading a book and somebody said have you wondered where they get the people that work at Disney?

00:20:42.528 --> 00:20:49.836
They have a good work ethic, they're very pleasant, they're very helpful and they're very young.

00:20:49.836 --> 00:20:50.997
Some of them are teenagers.

00:20:50.997 --> 00:20:52.718
Like, where do they find these people?

00:20:52.718 --> 00:20:53.460
Right?

00:20:53.460 --> 00:20:57.008
And the person said where everybody else finds people?

00:20:57.008 --> 00:20:59.512
They just have a different training system.

00:20:59.512 --> 00:21:06.752
They're able to take the same people everybody else sees and turn them into the people who do this Right.

00:21:07.160 --> 00:21:19.125
So I want you to think about your company as a human resource development company, because if you do that, you will build the team that will build the business An absolute win-win.

00:21:19.125 --> 00:21:22.346
They will get to get a job, one of the best jobs.

00:21:22.346 --> 00:21:24.109
They'll have, so much personal development.

00:21:24.109 --> 00:21:36.244
They'll be able to look and say this is where I grew the most in my career and all of this stuff level of significance because of the impact that they have right, and you get to have more impact, you get to have more time, freedom.

00:21:36.244 --> 00:21:38.267
It's just a win, win, win, win situation.

00:21:38.267 --> 00:21:40.469
Okay, all right, so we're done.

00:21:40.528 --> 00:21:47.335
Two and two will completely change your business, but because we like to overdo it, we'll give you number three, okay, okay, what's number three?

00:21:47.335 --> 00:21:49.537
Number three is give them the gift of accountability.

00:21:49.537 --> 00:21:51.398
Accountability is not a bad thing.

00:21:51.398 --> 00:21:58.125
At my core, when we talk about personality types, I'm phlegmatic, which means I will do anything I need to do to avoid conflict.

00:21:58.125 --> 00:21:59.185
That's my natural bent.

00:21:59.185 --> 00:22:03.170
So, talking to people and holding them accountable totally not my thing.

00:22:03.170 --> 00:22:07.674
But you cannot build a great company without accountability.

00:22:07.674 --> 00:22:08.935
It's a gift.

00:22:08.935 --> 00:22:10.740
So we're going to reframe the way we think about it.

00:22:10.740 --> 00:22:11.743
It's not this bad thing.

00:22:11.743 --> 00:22:13.208
I'm not being a bad boss.

00:22:13.208 --> 00:22:14.471
I'm not micromanaging.

00:22:14.471 --> 00:22:15.441
I'm not in people's face.

00:22:15.441 --> 00:22:22.884
I'm giving people the gift of accountability Because when I give them the gift of accountability, they function at a much higher level in ways that they never even thought possible.

00:22:22.884 --> 00:22:26.944
They become versions of themselves that they did not know they could become Right.

00:22:26.944 --> 00:22:28.028
And this is the deal.

00:22:28.509 --> 00:22:32.282
When you start training people to do new things, if you do not hold them accountable, they will never do it.

00:22:32.282 --> 00:22:33.463
I mean, think about it.

00:22:33.463 --> 00:22:37.768
You have learned things as a whole CEO that's rocking it.

00:22:37.768 --> 00:22:43.954
You have learned things that you don't do because nobody's held you accountable, me included.

00:22:43.954 --> 00:22:46.057
I'm not trying Me included.

00:22:46.057 --> 00:22:47.866
So it's the same with your team.

00:22:47.866 --> 00:22:53.673
They will love you after the fact for giving them the gift of accountability.

00:22:53.673 --> 00:22:56.145
Okay, give them the gift of accountability.

00:22:56.185 --> 00:22:56.989
So what does that mean?

00:22:56.989 --> 00:23:03.068
For every revenue generating activity, put a metric behind it and measure it.

00:23:03.068 --> 00:23:16.307
If you have a scheduler and you say your responsibility is to make sure these four doctors in my practice each have 20 people on the schedule, you put that metric there, you meet with the person In the beginning.

00:23:16.307 --> 00:23:19.305
It may be on a weekly basis and you pull out the numbers Okay, so it may be on a weekly basis and you pull out the numbers.

00:23:19.305 --> 00:23:22.871
Okay, so Tuesday, we had an average of you 15.

00:23:22.871 --> 00:23:24.894
Wednesday, we had an average of 13.

00:23:24.894 --> 00:23:27.605
You know, wednesday we had an average of 20.

00:23:28.026 --> 00:23:31.141
You're like okay, so I know we 20, I know we talked about these things.

00:23:31.141 --> 00:23:31.842
So talk to me.

00:23:31.842 --> 00:23:32.823
What is the challenge here?

00:23:32.823 --> 00:23:33.924
How can I support you?

00:23:33.924 --> 00:23:48.500
Because I know you want to win and I know you can do this, and they're like well, what happened was, you know, the lion came out and the lion said oh my goodness, if you try to schedule somebody, I'm going to buy you, and they come up with all this stuff, right, you allow them to be great, and then you help them.

00:23:48.500 --> 00:23:53.625
You help them, you coach them through it and then you hold them accountable.

00:23:53.625 --> 00:23:54.685
So you're like, okay, great.

00:23:54.685 --> 00:23:56.047
So what do you think?

00:23:56.087 --> 00:23:58.450
If we did this and did this and did this, okay, I think that would work.

00:23:58.450 --> 00:24:00.090
Okay, this, you did this this way.

00:24:00.090 --> 00:24:01.271
You can change it and do this way.

00:24:01.271 --> 00:24:02.133
Okay, great.

00:24:02.133 --> 00:24:05.375
So we're going to meet again next Friday and see where we are.

00:24:05.375 --> 00:24:06.596
It's work.

00:24:06.596 --> 00:24:22.106
But the thing is this If you do it, you do it for two weeks, then four weeks, then eight weeks, then 12 weeks.

00:24:22.106 --> 00:24:24.173
Then you come up with this person who can man your schedule and only gives you information.

00:24:24.173 --> 00:24:24.695
Like we're looking good.

00:24:24.695 --> 00:24:25.679
You know, I did see.

00:24:25.679 --> 00:24:27.523
You know, week out there's this hole there.

00:24:27.523 --> 00:24:30.961
But these are the five things that I put in place and this is what else I did.

00:24:30.961 --> 00:24:32.326
Is there anything else you would have done?

00:24:32.326 --> 00:24:34.300
No, you did what I would have done Great.

00:24:34.300 --> 00:24:35.241
So we're going to watch it.

00:24:35.241 --> 00:24:37.807
I'm keeping a close eye on it and we'll see how it turns out.

00:24:39.150 --> 00:24:41.473
These are the kind of team members we want.

00:24:41.473 --> 00:24:48.008
I mean, imagine running a practice where you no longer think about filling the schedule.

00:24:48.008 --> 00:24:50.923
It's not a thought that comes to your mind because you have a team member doing that.

00:24:50.923 --> 00:25:06.023
Imagine running a practice where you're not worried about all the billing going out of shape and all of that kind of stuff, because you've put the metrics, you've trained the people, you've done all this stuff and they're coming to tell you oh, we noticed with this insurance company, they added this new code and they started denying things and all that.

00:25:06.023 --> 00:25:13.125
So it's going to look like the billing is out of whack, but it's not.

00:25:13.125 --> 00:25:14.728
We've re-sent all the claims, we've talked with the.

00:25:14.728 --> 00:25:15.308
It in front of you.

00:25:15.308 --> 00:25:18.031
So when you look at the AR report, you're not wondering what's happening.

00:25:18.031 --> 00:25:19.114
Who would want that?

00:25:19.114 --> 00:25:21.195
Like, I'm saying that and I love that.

00:25:21.195 --> 00:25:22.361
You see what I'm like.

00:25:22.701 --> 00:25:30.045
You can unburden, you can take all this stuff off your plate, but you got to define what the RGAs are.

00:25:30.045 --> 00:25:33.613
You have to define what they are for each role.

00:25:33.613 --> 00:25:35.282
You have to train the team.

00:25:35.282 --> 00:25:36.865
This is where the work is.

00:25:36.865 --> 00:25:39.751
This is the work that a lot of times we don't want to do.

00:25:40.313 --> 00:25:43.569
Okay, this is something I struggled with a lot when I started off as an entrepreneur.

00:25:43.569 --> 00:25:51.925
But you know, it's been 14 years, so I'm a little better now, but in the beginning I was like I looked at your resume, you had all this training.

00:25:51.925 --> 00:25:53.204
Why do I need to train you?

00:25:53.204 --> 00:25:57.665