050 - Weathering the Storm: Finding Balance in Life

Game I being the type of leader that an A player is going to want to, like, you know, hitch up to. And if we can't answer that honestly, that, yeah, I am right, then that's probably the foundation of the issue.

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

Welcome back, team, to the Build you'd Remarkable Practice podcast with the fantastically amazing Dr. Lona Cook and myself, Dr. Bobby Olajasovic. Dr. Lena. Good morning, good afternoon, whatever the time is there. How you doing? What's been happening?

Doing good, Doing good. It's been a great week here. We got the sun out. It's 40 degrees. It was negative 20 last week, Bobby. I mean, times are good.

So there's a shift occurring in the weather there. You guys have gone from icy conditions to not too icy, huh?

Yeah, that's right. That's why it's good.

And you're in summer. Right?

I know.

We're the opposite. Right. So it has been very hot here, very hot, very humid, very beachy, but intermittent with storms as well. So, you know, it's all part of the fun. And one thing I love, I think it's a good analogy for life and that John demartini taught me this many years ago and that the universe always seeks to find balance. So if you ever find yourself, guys, in the middle of a Paramapan storm, whether that's metaphorically speaking or whether that's actual speaking, just understand the universe is always going to look for balance. So while it might feel stormy right now, guess what follows right after a storm?

Clear skies.

Beautiful clear skies. Absolutely. So you might be listening to this, guys, maybe in a bit of a funk with your practice. Maybe you're driving home from the office now and you're a bit frustrated with something that happened. And, you know, it's kind of got you a bit worked up, it's got you a little bit bothered or something that is happening. If the only thing you got out of today is that, you know what, clear skies are on the horizon very soon, then I think it's very, very worth your time.

I was having that conversation yesterday. A mom brought in a fevering baby and he was Worried because it was at 104. And I said, you know, what I've experienced in my own momming is that after a fever, baby hits new growth curves, new capacities, right? That, that contraction, that expansion, that fever and then that growth. Right? So business is not so different.

Yep, 100%, I agree. Spot on the mark. And how appropriate guys, because what are we going to be talking about today? Well, today we wanted to be talking about how do you build your office, how do you scale your office? And in order to build an office, if you're somebody that's on this podcast, then one thing I know is that you invest time, energy and money into your personal development and your personal growth, right? And so if you're looking to build something of size, if you're looking to scale, if you're looking to build something that's, you know, maybe some would say going to leave a legacy, you're looking to build a business that's actually worth something because it's an asset. The only way to do that is going to be to build great team around you and specifically is to build great leaders around you. So today we want to talk about what's the principle around how do you build great leaders? How do you first turn yourself into a great leader? Because in order for people to follow you, you have to be a good leader and then how do you build other good and dare I say, other great leaders around you? So it's not just the Dr. Loner show, it's not just the Dr. Bobby show, but instead there is amazing health leaders all throughout your practice and all throughout your business. Because that's two things leverageable, meaning it's not all reliant on you. And so you're going to have an off day, you're going to have an off period, you're going to have a lot of vacations and holidays and build this thing up, right? But instead there's multiple layers within side your organization. And when you do have an off period or you have vacation time, it doesn't miss and doesn't skip a beat. Everything continues to function. So how do we build world class leaders inside of your office? Learner, I'm going to pass this one over to you. What's been your journey and what's been your lessons learned? What's the biggest advice you can give someone about okay, learner, I'm struggling with team. I just feel as I'm the one that's pushing everything along. How do I build these awesome people? I see it in your office. How do I track how do I build these great leaders inside of my office? What are some key takeaways here for us?

Yeah, you know, I think we've said this in other podcasts is like first to just really look at yourself. Anytime someone's struggling with team or struggling with keeping team members or maybe, you know, moaning about their team members, it's like a really important part to just reflect on who have I been showing up as, as a leader? Am I incongruent in what I've been walking out? Am I showing up of the leader, of the type of teammate that I actually want to hire? And a lot of times, if we're being honest with ourselves, the answer is no. And that's where, you know, we have to first walk it out ourselves in our own mind, having the vision first for that position, that person we're trying to attract. And Bobby, you and I both know we've got the team building immersions coming up here. And a lot of what's going to be shared at that conference or that immersion is going to be about attracting a players. Right? So first asking, am I being the type of leader that an A player is going to want to, like, you know, hitch up to? And if we can't answer that honestly, that, yeah, I am right. Then that's probably the foundation of the issue. I think a lot of people lack the vision to see themselves sometimes in a way where they realize they can attract people who can see this as a career to, like, join forces with you, that you would employ people and this would be their career choice. And what I want to just say is like, you know, almost like booster that confidence again of like, working in a chiropractic practice where we get to serve people and help people through, like, our hands and natural health and the message of vitalism. Like, it's a really great gig. So that's the first thing I would say is just to really look and answer that question for yourself of, like, do I have the confidence where I realize, like, I can create a team of people who can really, like, step into this and want this for their career and see that vision with me.

And you know what? I'm so, so glad that you started with how do we build great team? And I'm so glad that you started with. You actually have to look at yourself first because too often I find that errors pop up or issues pop up in our offices and. And we're always quick to blame somebody else, blame that person, blame that system, blame that thing. And I think I first heard it through Jim Parker, right. Where there was one of Parker's laws or principles, you know, to always reflect on yourself first. Seek first to understand before trying to be understood. So, like, whenever something pops up in my business or in my life, I've trained and conditioned my mind down. I'm not perfect at this, but I'm way better at it. To just sit down, reflect, and ask myself the question, say, all right, Bubs, where are you showing up like this in your life? So here's a classic example of it in the sales world. One of the golden rules in sales owner is if you're frustrated with, like, how long people take to take action in your business, how much procrastination is going on, how much I've got to think about it, how much people need the facts and figures and let me do the research. The first thing you should ask is, what is your buying behavior like? Meaning the last time you purchased something, how much did you procrastinate? Think about it. How much did you second guess things? Try and look for facts and figures, Slow down the sales process, because the way that your buying behavior is, is what you're attracting into your life or you hear something, do you resonate with something? Are you like, you know what? These guys have nailed it. Bang. And the time between, like having that thought and employing that person or doing that service or whatever it is is like as close as possible to zero. That's speed of implementation, you know, so too often I see people that. That will talk to us about that on mastermind calls in terms of like, oh, you know, low conversion rates or people just procrastinate, take forever. That's my first question. And what was lasting? You bought game. And let's unpack that process. How long did you pause that sales cycle? How much time did you add? Because I guarantee that it's reflected in that.

So.

So I'm so stoked that you started off with, you know, if you're looking to build great leaders, well, first of all, you should know what a great leader is. So what are. What is a great leader? And guys, a great leader is going to be someone who epitomizes your core values, your business core values. So then the first question to ask yourself is, how much do I epitomize my business core values? Am I showing up that version that I want to see inside of my business? Because what I've recognized also and realized through my journey is the higher levels that you go to like that, the more time that it takes to prepare, to plan, to focus, to lean In Right. Success happens in the preparation process, you know, so, yeah, you've got to be preparing on a Sunday night for the week coming up. You got to be preparing every single day, the night before the day, and following a daily planner, you're going to be writing your goals and rewriting them. So if these things you are doing, then you can expect other people to do them. If you are not even doing them, and if you are not showing up the best leader that your team needs you to be, then it's going to be very, very difficult to build great leaders around you.

Yep. The incongruencies, like Bobby said, it's like an above, down, inside out process. If you're not doing it, how can you expect it in someone else? And I think that seeing that incongruency and making that change before you ask someone else to make the change is good leadership. Right?

Yeah. So on that, I would say rule number one, in order to build great leaders around you, you need to stop, slow down, put conscious thought and effort into this. And maybe you've done this already, but maybe you need to redo it or re clarify it and get crystal clear clarity about what is the core values of your business. So what are the most important things to you? Like, we have a core value around integrity and communication. We have a core value around taking initiative. Okay. I love people to take initiative. So we have a core value around excellence and everything that we do. So if I have a core value around taking initiative, well, then a great leader for mine should be someone that takes initiative, which means they do things without necessarily being asked to do them. And what learner's suggesting there now is that, okay, if you're going to expect it from other people, you should be exhibiting that core value as well. So for me, step one in building great leaders would be identify your core values, business core values and your vision story for success. What are you trying to achieve? What does success look like for you? And you need to have. We spoke about this in the podcast a couple weeks ago. You need to have crystal clear clarity about the vision. Because, guys, news flash. You will not be very inspiring or motivating as a leader if you don't have clarity about where we're going with this company. Okay? Everybody finds a vision. So you need to make sure that your vision for where we're going is compelling, is exciting, is something that you can clearly depict because that's gonna be one of the deciding factors about how well you attract great leaders in the first place.

Bobbi, I love you said that because also I think tactically people wanna know how to train their team. But if you as a leader aren't spending frequent time in your vision with clarity so that you can communicate it like without that piece, it's hard to get the training to be meaningful and really robust the way you want it to without everybody buying into the bigger thing that we're things for.

Yep, spot on the mark. So there we have it. So that's rule number one.

What's up Remarkables? Hey, let's face it, 95% of our problems are people problems. You can't find a players, can't keep a players. Don't know how to leverage your team, create expectations and agreements, or hold people accountable in order to optimize your team. Doc, what would happen to your practice practice if you were finally able to get the right people in the right seats, doing the right work the right way? For most chiropractors, it would change everything. You'd increase your capacity to see more people. You'd make a bigger impact and a bigger income. You'd be able to delegate and scale your business. Or maybe you need to get your associate relationship dialed in. That would mean you get your time freedom back. You could get a handle on your schedule, maybe even become become a CEO. If this is what you want your 2025 to sound like, make sure that you join us for the remarkable team building immersion in Brisbane, Australia, February 28 and March 1, 2025. I can't wait to be back in Australia, Doc. Bring your team with you. Get everybody on the same page. They'll be back in your office on Monday with more clarity, more accountability and more purpose than ever. Energize and mobilize your team and see your practice grow. What are your goals for 2025? Is it a seven figure foundation, a seven figure revenue, seven figure profit, or maybe even a seven figure exit? Whatever season you're in, you'll need a seven figure team. Click the link in the show notes below and register today.

What would you say number two is, Lena? So what's the second thing that you need to do in order to build great leaders around you inside of your organization? One is you get clear on your core values and your vision. What's a second role that you would suggest people entertain?

Well, hire people who are in alignment with that vision and those core values so that you're not, you know, trying to, let's say, have a baseball team and you need a pitcher and you hired a left fielder. Right? Like let's be really clear about who we want on our team so that when we attract that person, we naturally have set them up for success, to nurture them into leadership in that arena that you hired them for. So making the proper and appropriate hires.

And is there any tools that you use for this loaner? So I know that you guys in your office use different tools and testing systems and whatnot, but how do you work out? Okay, so what's the process that you guys do inside of your office about? Oh, I'm hiring somebody new. Who do I need? And then how do I know if I'm getting that person? Because to me, they all seem good. Or I'll do an interview and this person seems good. How do I know if they're the right fit for the role that I'm looking for?

Okay, well, this may be an unpopular way to do this, but I go back to the vision part of this. So I know that for myself when I've tried to force hires, like, where I just am using my left brain, like, intellectually, I know what I'm looking for here, but I may be not super energized behind it or like, feeling like this feeling of it's the right time on all levels. And I have clarity over this. So I will spend time really getting clear about the role and looking at my past history, too, of, like, maybe things that didn't go well if we had hired that role before and what I learned from it, and now what the difference is. So again, just getting in that manifestation phase first, because otherwise, I think we. We tend to move too quickly into hiring without getting the leadership from ourselves first in the right role to even recognize it. Right. So. So I need to get myself in the right state first before I'm going to start the interview process or even put some of those feelers out there. So then I will clearly know what a no is and clearly also feel what a yes feels like based on what my vision is for that role. And I watch what's unfolding. So let's say I maybe have, you know, ads out in different ways, like indeed or on social media or, you know, maybe we're looking through channels of people that could be referred into us. I just start to watch. I just went through this experience where I'd interviewed someone. They weren't quite a fit. My clinical director interviewed them too. And we almost were like, gosh, we just really need this to be filled. And I could see where, if we would have been rushed, we could have just made this person fit. But we used discernment through not only the interview process as well as some of the.

References that we were checking. And what happened is when we said no to that, because it wasn't quite right, it was within like a week later, someone through the grapevine put someone else in contact with us, where it was like a magical fit, actually, based on, like, what this person was really looking for, what she got energized about, like, her skill set, some of the training she had in her past. And she's a month in and doing fantastic. Right. And that's hard to train on, I think on some level is that that element of the leadership that is intuitive, but it's equally as important as being logical, I think.

Yeah, no, spot on the mark. I love that. And, you know, when I look at entrepreneurship, for me, an entrepreneur is really like another name for it is a problem solver. So by a problem solver or a puzzle solver, more accurately, it's a puzzle solver. So what that means for me is I look at business and we talk about this thing called vision. And vision is, what should this puzzle look like? So what is the end result of this puzzle? And, you know, I don't want to, like, I can give examples of visions here, but I don't want to, like, entertain a vision so that it imprints a new. But, you know, someone might say, all right, here's the vision that I hold for my practice. I want my practice in three years time to look like X. And they explain X in detail. Here's the size, here's the revenue. Here's how many people we serve. Okay. Here's how much profit is into it. Here's how many new patients we're getting. Here's how much money I earn. That's right, guys, I said money. You earn everything. Every detail is important. And any detail that you leave out of the vision story, you leave to chance. Okay? And most often, the chance of it happening is it ain't going to happen. So you want to, like, try and make sure that you have every detail of the vision carved out to the T, everything about it. And that's the puzzle. That's the puzzle that you're building. And then an entrepreneur is a puzzle builder. So they're looking down, they go, gonna, this piece of the puzzle, this piece of the puzzle. This, this, this, this. So when it comes to team, the question that I always ask myself is, what problem I'm trying to solve. Game. And in fact, I would recommend that there's two questions that you ask yourself. Question number one is, what Problem am I trying to solve? Question number two is where am I in my progression journey? Because if you're just starting off for practice and you're in the early phase, let's say you're a one person band. All right. The problem that I need to solve is that I'm overwhelmed with doing everything from answering the phone to getting back to clients, to rescheduling and changing appointments, to trying to book new patients in, to mapping out care plans, to checking emails. So the first person we need to hire is. We need to hire someone on our admin team. Right. To help with admin. This person can start checking all your emails. This person can do CA shifts where they technically what we call a checkout ca, but they're going to be meeting and greeting, so they're a check in CA as well. So they're going to sit there on the front, on the, on the front desk, they're going to arrive and meet and greet people, they're going to make sure care plans are mapped. And so you've delegated that off. But you might be listening to this and you've already got multiple associates, multiple team members. You might say we have a sales and marketing bottleneck. We don't have enough leads coming in for the amount of chiropractors that we have and we don't have enough sales happening in order for us to go to the next level. All right, cool. Well then the kind of person you may need to hire is going to be if it's marketing or sales, depends. We need more leads. So we need a marketing expert. Either somebody who's boots on the ground going out every single week, doing spinal screenings, bringing new ears in. You know, I was talking to one of my great friends in chiropractic, Dr. Josiah. It's got a $7 million practice. He's got full time, three people that are, that are screening boots on the ground. So every week they are doing multiple screenings inside of the community, just bringing newies in for their docs. So that's a specific kind of person. That's an example, right? Maybe it's digital. Maybe you've made the commitment to go deeper in digital this year. Well, okay, well, do you need to master the digital realm? How do you get the art of content creation? Regularly sending it out to your media team, making sure that's getting uploaded. You know, you need to identify what is the vision that you're moving towards. What's the puzzle? Where are you up to in the journey? And then I look at what skill sets am I missing in order for us to get to the next level.

Yes. Clarity then. Clarity. So that you can actually know it when you see it. Right?

Yep. Spot on the mark. Exactly right. So it comes back to clarity, which again, surprise, surprise, comes back down to you as the leader. Right, right.

Yeah.

So that's step number two.

Let's say that you found that right person. Right. And they are working out fantastically in your office. Like, Bobby, what are some of the ways that you start encouraging them to. To take more leadership in. In the organization or to like, as you say, split of implementation? Like, how are you encouraging that so that you are creating leaders, you know, within your organization?

So, funnily enough, it always goes back to step number one, which means getting clear on your core values, because once you're clear with them, you can make it clear to everyone. You know, we have a core value around taking initiative. So we love people that take initiative. Learner, you don't need to come to me for every little thing. You need to come to our office manager or our leadership team for every little thing. Okay. So making it clear to people that we love, people that take initiative, then step number two, making it very clear about what does success in this role look like. So identifying. Okay, here are the competent checklists. Here are all the things that we're going to train you on to be competent in. So that's very important. Depending on the role, and then making sure that we have a training protocol. So the first 90 days is critical. You're carving the person those first 90 days. So you need to be making sure, ensuring that you're showing up 100% the best version of yourself. Those first 90 days will make or break this team member. So giving them the tools and giving them the training they. Giving them the competency checklist they need, giving them the troubleshooting that they need, giving them the space and time that they need in that first 90 days. And remember, in the first 90 days, it's about progression, not perfection. So we want to see if this person is progressing. And I like to say, even though you've hired somebody, you're going to feel like this person is leaning on you massively still. All right. But then what should happen is this Transition occurs within 90 days that you can start leaning on them, and you can start depending on leaning on them. And they actually get to a point usually at about 120 days, sometimes even earlier, they do it better than what you were doing it if you were doing that role before. Okay. And so, you know, we spoke about hiring the right people. Alignment with vision. With vision and core values. We spoke about ourself and doing internal reflection. All right, and now this is the onboarding process to make sure you give this person the best opportunity to thrive. So even if it doesn't thrive, you can put your head on the pillow at night knowing you know what, iron minded everything possible to to get this person successful and it didn't work. That's cool. We move on. But it's not through lack of effort or it's not through places that I misstep because that's what used to in the past really kind of get me because if I reflected it was from.

My well and back to where we began at this podcast is really having that awareness of who you are and leader. Do I tend to be someone who in the past has maybe thrown people in and not given them the tools to train in. Well, to have that 90 days where Bobbi said like they might be leaning on you quite a bit. Did I make myself available enough for this to be successful in the onboarding or am I someone who tends to micromanage and I need to learn how to like instill trust in the process right from the get go so that I am not creating this scenario where they aren't successful because I'm still micromanaging them. And that's part of self awareness too. And like, maybe what I've gone through with some scar tissue in the past is how do I bring on great team members and then not, um, deincentivize them by the training process. That is not well cut out for a different type of person.

Yep, spot on. I love it. Absolutely. So training is one of the ways that you continue to keep people inspired and motivated. Um, then if I was to go into a step four, the next thing for me that I really, really pay a lot of attention to is what is the vision and the individual goals of that person. Okay. Because I heard this quote which I thought nailed it on its head and the quote said this, that if your vision is big enough that within your vision you can include all the vision and the goals of your team members as well. That's when you become someone who's very and a very attractive force. That's where your stick factor goes up. Which means I'm not naive to the fact that everyone, my team has individual personalized goals. And so I want to make sure that we continue to find regular times to sit, reflect on what are their individual personal goals that moving towards and how's their progression towards that goal and then making a very clear line of connection about those goals and those vision personally and their role within that organization and the evolution of that role within our organization. Because when you can connect those dots, there's no need for people to look outside of your organization for growth and progression because they get it all alongside you. And that's how you keep someone inspired and how you develop them as a leader, too.

I love that. And many times maybe people haven't had enough encouragement to be even really thinking and sitting with their own vision for their life and their encouragement of their goals. And so this can be where they realize, like, wow, I'm really going to grow as an individual here as well, because they are investing in me finding that fulfillment, that inner sense of what do I really want as well. So I agree with you.

Yep, spot on the mark. Exactly. So I love it. And then, lucky, last one. You got one more for us. So how do I develop great leaders? So how do we get people to continue to, inside of our office, grow and evolve alongside of us? What else have you experienced?

I think something that I actually find to be a way to make it easier on all of you is just make sure you're bringing everyone to the things that are going to develop all of you at once. Right. It's so many times that I see chiropractors going to events might be a philosophical event, might be a business event, you know, what have you, that if they would bring their team, with the speed of implementation to your point, Bobby would just increase so much as well as the vision that is shared by everyone would be doubled down on because you're all in the room together as well as you're bonding together in travel or whatever you're going to. So to me, that investment of bringing the team and obviously I get the question of, like, what do you pay for and all these things. It's like, it's shortsighted when we're really worried about that. And instead we. We should be bringing everyone along because the team is only going to be that much more effective when we're all growing together.

Yeah. And I would put that under the banner of, like, structure. So the structure means what's the structure through which you run your organization? So, for example, Lona alluded there to what rhythm do you take your team to events to. Right. To immersions, to. To training events to. It shouldn't just be like an ad hoc thing. Oh, we do it now and then. There's no rhythm around it. Like, how many times a year do you do that. What about your structure around board meetings? How often are you doing board meetings which are very much high level, vision based, reminder of core values, reminder where we're up to with our goals for the year, Reminder of like focus points moving forward. So are you doing board meetings? Then on top of structure, there's weekly meetings and trainings. Do we keep our team inspired and redep weekly? Are you as a leader, if you're running these, prepared for those weekly team meetings and trainings or you're rocking up ad hoc or worse, micromanaging people, you know, and then even all the way down to your daily structure, pre shift and post shift huddles, it's like, are you doing them? Are you showing up to them? Are you doing them correctly? Because you know there's things that you do daily to keep your team dipped and growing, evolving weekly, monthly, quarterly. And so you want to work out your structure around the cadence of those things so you can continue to keep somebody inspired and getting just redipped in the vision. And exactly what is that you guys do in the office there?

Yep. So good. I think so much of leadership is leaning into that right and left brain and that heart and head continually so that we're, we're continually reaching our arms out and bringing everyone with us and in the process growing them so that they can reach their arms out. So we're not doing it alone or we're linking arms essentially.

Yeah. So if I was going to summarize it all down and just did it all down to two easy steps. Okay. I've never heard it summarized better than this and I feel as though this epitomizes what it's about to build great leaders inside of your office. It's this. Step number one, hire motivated people. Okay? So take the time learning used example there. Don't just jump to the first person. We're desperate for this role. It's worth the short term pain, not of the long term gain, believe me. So hire the right people to begin with, slow down, maybe you're gonna say no to 10 people before you say yes to the right person. That's step one. And then step two is work damn hard not to demotivate them. And if you think about everything that we said before, if you're not regularly training inside of the office, if you're not showing up a proper leader, if you're unclear with the vision, if you're not taking to external events, if you don't allow them to see progression within your organization, if you're. They're not seeing growth within the organization. These are all ways you demotivate somebody. And when someone gets demotivated, that's when they start looking for other places that can help them fulfill their personal vision. So number one, high motivated people to begin with. Number two, work hard not to demotivate those people. There's a two step formula.

So good. Thanks Bobby.

I love it. So there we go, team. If you're looking to scale your office this year or next year or the year after, it doesn't matter when. One thing that I guarantee is you're going to need to build great leaders within your organization. Especially if you want to take the burden of this as a bobby run office or a loner run office. Right? You're the only one that's doing everything. You need to make sure you nail that. So guys, if you found this useful, hey, add myself and Dr. Loner on our socials, on our Instagram socials. That's where we give you an insight. Look into our life, how we do things, how we manage the businesses, how we make it work. You'll see on there pictures of my team. You'll see videos on there on my team. We did a workshop last week. I'll take you behind the scenes with my team. So outside social guys and you'll get daily inspiration there and things that you can just take into your own office from there as well. Learn a pleasure as always. I'll catch you next week.

See you, Bobby.

Hey Doc, I have a question for you. Do you feel like you own a job or a business? If you're like most chiropractors, you feel like you own a job. In fact, if you're being honest, you probably feel like your job owns you. Hey, I'm Dr. Steven Fransen from the Remarkable CEO Podcast for Chiropractors. Are you ready to make a bigger impact and a bigger income, but you want to do it in a way that it doesn't just demand more of your time and your energy to do so? Would you like to get back your time freedom, create greater leverage in your practice? What would it be like to have a world class team that wants to grow your practice? Or finally dial in the seven figure associate doctor. Are you ready for your business to become more productive and more profitable? If this sounds like you, then be sure to check out the remarkable CEO podcast for chiropractors. Join me, Dr. Steven Fransen and my co host, Dr. Pete Cameo as we share the insights, strategies and stories that we've gleaned along our own journeys of going from owner, operator to CEO. This practical and tactical podcast will inspire and equip you to make your own ascension as we keep it real, teaching from the scar tissue of our own experience of turning pirate ships into battleships with our own practices. And now, for thousands of chiropractors around the world, Follow the link here in the show notes and check out the Remarkable CEO Podcast for Chiropractors.

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