059 - Running Board Meetings That Move the Needle

So the first part is vision. That's where you share, maybe the journey that you've been on. That's where you share then. All right, what are the core values I like to look at? As in part one, I reflect first on the past before, then I vision cast to the future to get everyone excited. Right. So part number one is vision, mission, core values. It's the place where I get everyone's heart set. Right.

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 to the Build your Remarkable Practice podcast with the amazing Dr. Lona Cook and myself, Dr. Bobby Elijahcevic. And today team, we're going to be covering part two of our last podcast around board meetings. But specifically, we're going to be covering the how behind the board meeting. So, Elena, all right, I've heard you guys. I've heard it out loud. Yes, board meetings are important and I recognize the importance of it. Whether it's just me doing it on my own or whether I've got a team of two, 20 people or a team of 50 people. I get that I should be every quarter regularly stopping and making sure that we're reflecting and making sure that we're looking forward then and we're creating the vision of what we're going to achieve. Now tell me the how. All right, I want to know how do you do this? So you must have a process around this. You must have a system around executing board meetings. But I'd love to hear from you on this. And of course, I'll chime in, but I'd love to hear from you on this. How do you guys execute your board meeting? What guidance can you give me? Is there? Like, do you break it down into a checklist? Do you break it down to components or parts of it? I've heard you say in the post past, there's a goal section and then there's a vision section. Right. Why don't you take us through how do you run your board meeting inside your organization?

Yeah, so in preparation for my board meeting, what I like to do is usually use a Google form and send that out to my team asking some check in questions. So I'll have everyone on the team fill this out. And generally it's questions like, what do you consider were some of the wins that you personally experienced and the team experienced this last quarter? You know, what were some challenges we faced? What are some things that are challenging you professionally right now? Is there solutions you have to it? You know, was this quarter overwhelming? Do you feel like you have more capacity, like just unearthing some of where each of my team members at? Because a lot of times the feedback I get on that allows me to then speak into it when I'm speaking, speaking into where we're going next and like rallying the whole team around like the next steps and the next focus and where some of our projects are going to lie. So I think that's a key first step. And I guess I'm curious too, Bobby, do you do something like that in preparation where you're unearthing some more details from each of your team member or how do you do that?

Yeah, absolutely. I think there's the old adage, preparation prevents something poor performance. So yeah, that definitely goes into a board meeting as well. It's like the preparation process. It also gives you tools to work with and it gives you assets at the board meeting. So I love what you said there about getting team members feedback. Another way that you can do this is you can get in the remarkable practice we have our attraction, conversion retention, team building, score success scores, which gets you to grade, you know, 25 different areas of the practice in those areas. So you can give people to just grade the practice through those success calls as well. It'll probably take them about 15 minutes to do that. I like that you intertwine personal elements of it as well because you know, practice life and personal life are absolutely intertwined together. I know you spoke more about the individual team member I can speak more about than the other parts. We do a preparation in terms of reviewing all of our stats in detail, review our marketing in detail. We wrote our project execution in detail and how we've gone with our last projects in the quarter, which ones were successfully executed and then yeah, we have wins and learns for each part of that. So that's the preparation process that goes behind. I know this is more of a mechanical thing, but I find that it helps a lot of people when I explain it to them. We have on it's a CANVA document which is our board meeting slideshow. And so the board meeting slideshow, it's the same slideshow but we go in and edit it. So it's just a document stored in one place and it gets edited from board meeting to board meeting. And I found also as you. Yeah. As your team grows, the more involvement of like other people on the team that you have running parts of the board, I mean, the better. So, yes, as the CEO, you have your section that you run, but, you know, you want to get your DC's running section, clinical sections in there. You want to have maybe some case studies that DCs do. You want to have your marketing manager. You've got a marketing person run the marketing section. Your CEO run the stats and project section. Right. The more chime in that you get from other people, the more buying that you get as well. So there's definitely sections that I'm prepared for, but then I'm getting those other team members to prepare for their sections as well ahead of time.

That's so good. I'm so glad you brought that up. And the more that there's people sharing in the leadership role, it's just setting the team up for growing in the future. So it's not all on the CEO to be the one that brings all of this to the table.

Yeah, yeah, yeah.

And what you just said there, just double click on. You know, I know a fair number of docs that we speak to, whether we're having strategy calls with or we're beginning coaching with them, may not have great stats. They might not be really taking, you know, all the stats that they need to really fully squeeze the juice out of what's already occurring in their practice and understanding where their team needs help and more training and more focus. So that's a huge piece of this too, is realizing, like, I need to do a board meeting because I need to rally my troops. And we also need to figure out how to get data so that we can actually run the business right. Versus letting the practice run. You. Um, so what Bobby just said, they're having time to sit down and look at what just happened and compare, you know. Yes. High level stats. But even like the, the smaller detailed things that relate to attraction, conversion, retention, and making sure that we understand, you know, where the team might be having challenges so that we can bring that to the team.

Yeah, Yep, Spot on. So from a structure point of view, here's how I look at it. All right, let's just do it. Year view first. So we run quarterly board meetings. So that means that we run four of them per year. Of those four per year, two are what we call majors and two are what we call minors. So the major one is our annual. That's Sometimes we just call that the annual board meeting as well. Or the yearly. The yearly annual. That one for us happens at the.

End of the year.

Generally happens in December. And so that's when we review the whole year and then we get ready for the upcoming year. That's a longer one. So that one usually will take a whole day. You know, it usually takes minimum five or six hours. We do different things there. Like, I think this year we've hired out a house where we get a house overnight as well. So we have like, you know, day one board meeting, whoever wants to sleep and sleep over. Day two is like house party with pool and all that kind of good fun stuff. Last year we had a boat. So I was like, all right, day one was board meeting inside a boardroom. So that one is always done off site. We don't do it in the office, we go off site. So that one's done in a boardroom where you have the inspirational view and you can see the vision and you're above. You know, we're in the major city, you're above the city. And then next day, all right, big boat party. So we hired out a big cruiser, went out in the boat, private boat party. And you know, we want to change the energy of that, get people out of their environment. Then the middle of the year, that's the semi annual. So that's also a major one. That's a longer board meeting too. And then we have two smaller ones, so one at the end of Q1 and one at the end of Q3. Those smaller ones might be more like short and sharp. We're talking like 90 minutes to two hours. And those two hour shorter board meetings, usually we do those in the office, although sometimes it can be nice to kind of change environment for that as well. Right. So that's the overall structure. Lonie, do you have anything you want to add to that? Do you do anything different around that or is it pretty?

No, I love that. I want to point out, and Bobby, you probably have felt this too. So, you know, I've had multiple practices and I used to bring everyone together for the board meeting, which I still think is a good thing at times. But what I realized also is that the independent practices needed to have their own also time to really chew through the details and understand for their unique location. So if you're listening to this and you're thinking about opening multiple practices or you have multiple practices like Bobbi, I'd love your thoughts on how you've navigated that one practice. Might need different things than a different practice and how you bring that together, or if you do, keep them totally separate.

No, absolutely. So if you have more than one practices. More than one practice, I should say you. You have what we call an enterprise. So you should start looking at it as the enterprise and the individual practice. The enterprise is the collection of offices. The individual practice is the individual office. So whether you have two, whether you have 20, whether you have 202, you've got an enterprise which, like, oversees all 202 or both of them. And then you've got each individual location, like you said, that has its own requirements and needs and. And love and support. Right. And it's kind of like, you know, a family. If you have multiple kids, you have a family. Right. It's a family unit. And there's things that you do that benefit everybody that's in everyone's favor, but then each individual person has their own individual needs within that family as well. Right. So exact same thing. So for that reason, there's certain things you can combine. Like, for example, the annual. Definitely get everyone in on the annual. It's like, all right, get everyone in on that. Once a year, you know, big companies, success leaves clues. You know, you look at big companies, they have their yearly annual where their whole leadership teams and everyone will get out and, you know, get together on this and. And basically vision cast, like where the company's going compared to where it's been, you know. So, yes, in answer to your question directly, you want to do both where you want to have individual needs be met, but then you also want to have the enterprise needs being met as well, right?

Yes.

Yeah. So some offices do this a bit different. And there's no one size fits all, you might say, are the two big ones, two a year. Let's do that as a whole company. And the two little ones, we'll do that. Individual other offices that I know will do one annual, and then the quarterly board meeting is just done with the individual practice. Right. So there's a couple different ways to do it, but I think it's important to separate them. Yes.

Yep. Awesome. Thank you.

Yeah.

Cool.

All right, so let's talk now about the actual structure of the board meeting. So when I look at mine, I always separate into four areas. So when I'm preparing, there's like four sections to the board meeting. Four parts, if you like, four headings, and each heading, there's individual work that we do. So the fourth section of the board meeting and how long you spend in each section is dependent on whether you're doing a big board meeting or a little board meeting. But here are the four sections. So part number one always is vision. Vision, mission, core values. So in my annual. I probably spend a good hour in this section. The first 60 or 90 minutes is me, like, unpacking Vision. Often I'll hear talk about the history. Like, in last year's annual board meeting, I went through a history lesson of, like, you know, we had had phenomenal year of growth, A lot of team expansion, a lot of team members. And I realized a lot of people on the team probably, you know, they see the product right now, which is this big machine. But, like, let me take you through what it was like on day one. So I was like, all right, let me take in a journey. He's day one. He's us opening the practice in front of the first doors. And, you know, it was this small little space that had these tacky, you know, mirrors. I remember at the front, you know, that said chiropractor on a main road. It was on this busy main road, and, you know, it was, like, really dirty outside, and it was bus stop right in front. And, you know, the practice was tiny, but it was good people to see that because they see this practice now, which is. Which is, like, absolutely impeccable. We've got, like, marble stones and trazo tile and, you know, fluted wood ceilings everywhere and suspended ceilings, all that kind of fancy stuff. I want them to see that that wasn't how it started. Right. And that the journey unfolded, you know, through these different stages. But one thing that always remained consistent with the journey is that everything was focused on the people. Everything was focused on getting better outcomes for people, which is what's led us to kind of get to something like this and getting better outcomes for our team as well. So it increases engagement of the team. So the first part is vision. That's where you share maybe the journey that you've been on. That's where you share. Then, all right, what are the core values? I like to look at Atlanta as in part one. I reflect first on the past before then I vision cast to the future to get around excited. Right? So part number one is vision, slash mission, slash core values. It's the place where I get everyone's heart set, right. And I get everyone's chiming here. So very often, I'll get people's chime in also about, like, all right, what was their biggest. Their biggest success this year? And what was, you know, also their biggest challenge this year? Cause I want to get everyone's heart in the right place. Then I move to part two. Part two for me is the goal section. So goals is like, that's when we do stats review. All right, let's review now. So now we get our thinking caps on how did we do last year or how do we do last quarter, quarter. Let's break down our stats specifically. You know, we go attraction, conversion, retention. We look at our stats in detail. Where did we overperform? Where do we underperform? You know, I don't really. Yeah, I. I kind of had this belief that we're either always growing, always shrinking. So it's like, great, where did we not hit our goals? And where did we, like, open our goal? Which is awesome. Let's celebrate that and then let's troubleshoot it, problem solve it. Then we move into. That's still part number two, the goal section. What are our goals for the upcoming quarter? And those will be calibrated relative to our yearly goals. So if we've just had a great quarter, quarter one, relative to our yearly goals, we might up calibrate our goals for the year. Or if we're behind, we don't down calibrate our goals for the year, we up calibrate our action steps to get back on track. So if I look at the first quarter and I go, oh, we missed our targets based on our yearly targets, I won't downregulate our yearly targets. I'll up regulate our action steps so we can get back to the yearly targets. Right. So that's part two. It's goals, stats review, looking backwards, looking forward, what we need to do. Then part three is marketing. So this is where we look at what marketing is coming out for the upcoming quarter, month by month, how many new patients are we going to be attracting to the office and through what systems and where do we need people chiming in and individual help and support? That's part three. It's the marketing section. And then part four. The final part of the board meeting for me is Project Planner. So project Planner is where I want everyone through the quarter collecting their ideas, and then my office manager will bring those ideas together leading up to the board meeting. And then we bring all the ideas for projects in different domains of the business to the project planner section. And then we do something which I would consider this lineup probably.

If not.

The most important part of business, I would consider this one of the most important parts of business. It would definitely be in the top three. Okay. And that is this small little Process, which I call sequencing. And sequencing means that in business, there is a million things that you could do right now that's going to be supported for your business, but that doesn't necessarily mean that you should be doing them. What separates great business mind and great business acumen is the ability to sequence. And sequence means, okay, there's these 50 things that we could be doing right now. However, let's do this one first, this one second, this one third. So creating an order or a sequence like that, where you start to build momentum and compound, is one of the most important things in business. Because you see this with people, they focus on the wrong thing. So I remember in the early days. Let me give you a classic example of this. In the early days, when I first opened my practice, I didn't know how to get new patients into the door. So I was focused on things like.

Let me think about this. I was focused on something like.

How do I improve these three slides in the better results faster workshop? Because I thought that would be my highest leverage thing rather than get out of my fear zone. And how do I get out of the community and start talking to people and meeting people and getting them in the office in the first place so they could even get to a BRF workshop. Right? And I needed someone to say to me. And I at that stage was having two people in my brf. I only ever have one once, I think, but I would always have 1, 2, 3, 1, 2, 3. And I thought, oh, if I just clean up my brf, that's where the. That's where, like the big leverage point was. But it really wasn't reflecting back for me on my journey. The big leverage point was get out of your office and go meet people. Right? So I needed to learn sequencing really is. I should have booked more screenings in that quarter so I can meet more people. But then the same thing is now, whatever level you're stuck on now, it's like there's probably a million things you could focus on to get to the next level. Doesn't mean you should focus on them. You've got to actually work out the right sequence of things to focus on. So that's our project planner section. That's when we unpack our what are the major projects, and then we decide what are the projects that we focus on in that quarter. So they're the four parts of the board meeting.

So good. Yes.

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How does that differ for you? I'd love to hear your take on it. So how do you guys prepare, execute and then do you have sections to it like that? Are they different? I'd love to hear your, your process around it.

Yeah, it's very similar. Like you, I usually am presenting from like a PowerPoint scenario that I've prepared in advance or my office manager has helped prepare. And we tend to bring the accountability grid into that conversation where everyone kind of has used it multiple times. Looking at what you just laid out there, attraction, conversion, retention, you know, money flow into the practice, team building and based on the goals that we already had mapped out for the upcoming quarter, like what do we see in just looking through those five domains as any issues or areas that need more focus or some tweaking and discuss, like, okay, where are we, like totally on track, we're going to, you know, if we continue what we're already doing, we're still going to hit our goals for like the trajectory of the year. Like let's continue those behaviors and make sure that we're, you know, whoever's owning those projects. Great, you're doing great. Like let's keep this going. Squeeze the Juice together of anything we can learn there and keep going and then somewhere that's deficient or we know that it's not going to continue on the trend we need it to, to keep hitting goals as we grow, you know, that's where we'll spend more time unearthing either. If there's specific things that we need to tweak in our process to open up some capacity, is there more support that's needed? Is it, you know, something that I can solve for us, like, you know, just having that discussion and really squeezing the juice from what the team sees as well as it relates to, you know, how we're going to be able to hit the goals that are laid out for the quarter so that by the end of the team meeting, when we get into, like, you know, knowing what, all the stats will trend out, Lou. And like, meeting one on one, which usually I do later in the day, to like, just reaffirm our scorecards and key performance indicators for each person. Everybody understands what they own and how it relates to, like, where we're gonna go next and what projects were unearthed that would be the primary focus for them. So similar to you, I would say by the end of the day, I just want good clarity for each person as to, like, where they need to be focused as we start to move in the next 13 weeks.

Yep. I love what you just added there. So you added, and make sure I heard this right, that you have a section there that you also then after the team board meeting, you address individuals and you go through how the individuals perform in their KPIs for the quarter as well. Yep.

You got it.

Yep. Love it, guys. I'm glad that you brought that up. That's fantastic. Because that's absolutely what you should be doing. So as you can see. So it looks like you follow a similar structure line in terms of you'll do, you know, a vision section and you'll do a stat slash goal section. You'll do a marketing section. Do a project section. Correct.

You got it. Yep. And I always start with vision because I. Whether we're doing our weekly training or we're doing a weekly or a quarterly board meeting, you know, if we go high level and then get into the details and the nitty gritty, it's like you can't really do that in the reverse order. Right. Otherwise we lose the bigger push of energy as to, like, why are we even doing it in the first place? Right?

Yeah, that's true. And it goes back to in the medical practice, we talk about an order of learning and training. And the order is heart, head, hands, feet. You always start with the heart first, and the heart is the why. So let's say if you're introducing a new system inside of your office, you want to start with the heart first. So I remember in the early days, I'd be like, oh, guys, there's this new care plan that we're doing now. So we're changing. We're not going to do what we're doing before. We're going to be doing X amount of visits for X amount of weeks and then a progress report and then X amount of visits for X amount of weeks and another progress report. And that would be the how. And most of the time when I did that, it would be met with, like, rolling eyes until I recognize and realize, no, start with the why. But, sorry, the heart first. Which is like, guys, we need to make. When it comes to care planning, it's like people who have clarity are the people who stick under the care the longest, and the people who stick under care the longest are the ones who get the best outcomes. Right, guys? One thing that we know is that in chiropractic, the more you engage in chiropractic, the more that you get from it. It's something that's done with you, and over time, it has a compounding effect. In fact.

The number one law that you want to leverage in chiropractic to help you get best outcomes is the law of momentum. You're either taking one step forward or one step back. And so planning in advance, just like anything in life, is how you get the best outcome. So one thing that's come to my attention is that our care plans can be cleaned up so we can get better results for people. Who agrees with this? Yeah, Everyone agreeable? All right, so I was thinking, why don't we do X, Y, Z like that? Then you go into the head stuff, right?

Yep.

Yeah.

So good.

Yeah, the head stuff will get much more easily received. And then you can go to the hands and the feet. And for reference, the hands is the training. All right, let's train. So how are we going to do this? Let's role play. Right, so the DCs are going to hand over now. It's going to be, you know, three for four, two for 12. Yep. Progress report every 12 visits. All right, great. So there's going to be some training around that. That's the hands and then the feet. So heart, head, hands, feet. The feet is the doing. It's like, all right, everyone Feel prepared. Yep. Let's start doing. There's going to be some teething issues, going to be some learnings, but let's start doing it because now some focus. Repetition is what builds into our nervous system and next thing you know, we turn provident, right?

Yes, yes. So if you're someone who says like, oh, I did my vision last year, just know Bobby and I would both give you the advice that you're spending a fair amount of time in your vision so that you can do what he just gave you practically where you're helping re rally your people to where they need to focus so that you can ask them to do the stuff that they need to do that are the details, but to do it with understanding and actual momentum behind knowing that this is important for us to get to the goals that we want.

Yeah. Golden and Lona, have you noticed this? I'm sure you have, but the higher the level of the practice, the higher the caliber of practice that we work with, the more time disproportionately is spent on vision casting. So, like, I used to go to, like, higher and higher, higher prices. Like, we literally tell our CEOs your three highest level activities that you should be doing is vision casting is number one. And then getting clear about what's important now, what projects are important now, and then what's going to be important next. Like, it's amazing how that, how that happens, right?

Yes. Yep.

Yep.

Actually, a mentor said to me one time, I'm going to share the story. Bobbi, a mentor said to me, this is many years ago. He said, if you watched me, and this was someone who had been very successful in chiropractic for a long time. He's like, if you watched me right now, you'd think I don't do much. Right. He's like, I'm at my desk a lot. I'm on a computer. You know, I might be just sitting there staring and thinking about something. He's like, but there's more production coming out of me than there ever has been. Even though I'm technically sitting at my desk more often than I've ever had before. He's like, I'm spending so much time just letting, like, the unfolding of what the next iterations of the visions are going to be and figuring out who I'm going to put where and how this is going to happen. And that mind work is more important than anything I used to do. And I thought, oh, that's so interesting.

So, yeah, that's huge. Massive. I love it. So I want to leave everyone with a practical tip here. So you probably don't even know I'm going to ask. In fact, you don't know that I'm going to ask you this question. One major tip or advice. You probably see my little one in the background here. She's calling me.

What is the one major tip or advice that you would give to someone who's prepping for a board meeting from Dr. Loyla?

Don't gloss over the vision. Go into the true full vision and how impactful this is for your people and the vision we have for them and maybe use an actual like Bobbi, you said you went back through the history and sometimes that's necess and other times it's like really getting into a few stories of how our vision has influenced other people's lives. Really milk that because I think you can ask people to do almost anything and to get their life force energy moving in a direction of the details that need to happen next if they're inspired by the vision. So that would be my one thing.

I love it. I love it. That's spot on. I would agree with that 100% if I was going to add another thing to give you guys two tips. It's preparation. The board meeting is something that you as a leader need to be prepped with and your team. So don't go into it with guys, we're doing a board meeting in two weeks and then just get them rocking up. Remember, chiming equals buy in. So get them to do stuff on the front end that will help them prepare. They'll show up a different person at that board meeting and then of course it goes without saying, that's exactly the same for you as well. Make sure you do the preparation work necessary so that you're leading that thing properly and that you're not just kind of there winging it. That's the what makes all difference in the world. So love it.

So good.

Awesome. All right, guys. There you heard it. Hey guys, if you want to see how we put all this together, definitely follow us on our socials, right? Go on to Instagram. We are Lonacook or I am Bogdan or Bobby Justwick on Instagram. You'll see behind the scenes there in office. I post there most days. You can see what's happening inside the office and how we put all together. So definitely follow us on there. Well, until next time, it's been fantastic. Guys. Go and get your board meetings organized and executed.

Thanks Bobby.

Catch you next time.

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Thank you.

We all know you. We see you in the immersions. You know, your message is so clear, so clean and powerful because you help us really drive engagement with our patients and that obviously drives compliance results. And then that fixes. So how does, how does spinal hygiene fixes my reconversion percentage?

Yes, thanks for asking that question. The simple, quick answer is through engagement and education, prepping that person for that upcoming, you know, R4, that upcoming RE exam where we're going to convert them into wellness. And I'll just tell. Ten years ago, I was terrible at reconversions. And the reason was my patients would get to the end of their initial corrective care plan. I actually had a couple patients say this, and this is what got me on a path to correct. This was they looked at me and they said, oh, man, my last visit is tomorrow. I'm going to sure miss this place. And I thought, oh, my God, you don't know. We offer wellness. Like, how am I going to have any kind of conversion rate when I'm throwing wellness at them on the last visit and they had no idea that they were going to be converted. So, I mean, step one and TRP really helped me with this was to make sure in my initial, like, we convert to retain. So now, you know, in our day two, I'm telling them their corrective care plan and then I'm talking about converting to wellness even on day two. But then we started our Better Results Faster workshop, which helped tremendously because we're, you know, we're talking about wellness, we're talking about lifetime spinal care. And in our Better Results Faster workshop, now we present our spinal hygiene kits. This is the home care for patients. So just telling them on day two, just doing a Better Results Faster workshop increased our resign conversions. But when we added the spinal hygiene kit and then getting them engaged in learning the actual, you know, Dr. Fransen always says we gotta convert believers to understanders when, when Patients really understand how to take care of their spine and, and the why behind taking care of their spine and nervous system, which we give them on that Better Results faster workshop. And then we, we continue to educate and give them through checking in on their spinal hygiene, making sure that they're taking care of their spinal nervous system. We say it takes 21 days to build a habit on helping them build one of the best habits that they'll ever have in their life. And that's, that's taking care of that spine. And then we say it takes 90 days to make it a lifestyle. And so I'm staying with them, I'm doing the table talk, I'm making sure they're doing their home care. And then we're, we're creating a lifestyle now when they get to that end and they're ready for that resign, man, they're in a whole different mind space. Ready to see what I got for them next.

Awesome, man. Listen, not only I use it, I use them in my, in my offices. Uh, I love it. I love that it comes with a booklet that explains everything. So that saves me a lot of time. I just did like some YouTube videos that I put on my YouTube channel to just support the booklet. But honestly, it's perfect. The booklet is amazing. It's really, it's really good. Plus you translate into Spanish. Thank you very much.

Yes. So you're welcome.

That's the first thing. Second thing, you're saving me 200% than what I was paying before.

Wow.

Okay.

Yep.

And so it's more profitable, better, more user friendly better. And, and yes, my, my R4 stick rate, it was 29%.

And even though we were using a homeker kit, it was difficult, it was a difficult one to use.

Right.

This one is much simpler, more user friendly. So of course, you know, accountability drives engagement and that, you know, mix with education. It really helps a lot to fix that reconversion percentage. Absolutely, man. Anything else you want to add, I.

Would love to share. You know, that in itself will fix conversion percentage. We're just now trying out something new in a lot of the offices that are implementing spinal hygiene. And it's taken it even to another level on engagement, and that is at their better results faster workshop. When we go through their home care kit and we show them how to use it, we get them signed up for what we call a 21 day spinal hygiene challenge. And it is. And I tell them, you know, you're going to get one email a day from us for 21 days encouraging you and reminding you to do your home care so that we can help you create this great habit of taking care of your spinal nervous system. And you know, they don't open every email, but, but a lot of them do. I mean, they've just given me three, four thousand dollars. Like they're invested. They want to get the best results possible. It's the reason why they came to the Better Results Faster workshop. And now they're engaged even beyond that every day getting information from U.S. offices that have implemented that. So they're getting great feedback. People are coming in saying they're doing more of their spinal hygiene exercises. Anytime you can get that type of engagement, it really helps. And so people can always go to our website, spinal hygiene products.com and get our products. But I did a special training on that 21 day spinal hygiene challenge to show doctors how to start implementing that. And if they go to spinal hygiene workshop.com they can see how we do that. Awesome.

By the way, our, our CAS loved the certification program they got. They felt like empowered and like, I don't know, they just really, really enjoyed it, really liked it. So that's another thing, guys, if you're watching doc, a great value to add to your team. That certification program of the spinal Hygiene movement.

I appreciate you bringing that up. And they can see that program is done through Life University or in conjunction and support University. You can go tospinal hygiene products.com and search in the menu, you'll see a certification program. And that is an actual 12 hour program. So we put a lot of work into that. We only do it a couple times a year. And then the students, it could be cas, it could be doctors. The people who graduate from that program, they're get, they get sent a really cool little certificate from Life University and they're certified spinal hygienists, which is really cool for them to say in the office, get a little bit of that, you know, respect and authority that they deserve.

Awesome, man. Any final thoughts?

No, man. I just appreciate you letting me share the message. We're growing, we're trying to get out there. You know, I really believe dentistry, the reason why they're the second largest healthcare profession in the world is because they worked really hard to get inside every single household. And they, they taught families to take care of their teeth, which is important. But they did such a good job of teaching families to take care of their teeth that now parents do the job for them. Parents will tell their kids to take care of the, show them how to take care of the teeth, take them to the dentist. And if we can just put in the work right now to get into households, teach people to take care of their spine and nervous system, then parents can then do the job for us from there on. But we got to put in the work.

Love it. I love the vision. I saw the vision, man. I see it. Thank you, Tabor. I love you, man. I'm so proud of you. It's been a lot of years working with you, seeing you push, man, and.

Keep pushing, bro. Keep the vision alive. Because it's. It's not your vision, it's God's vision through you.

Amen to that.

I love you, brother. I appreciate you and I hope to see you soon.

Thank you so much.

Thanks for listening to this episode of Build your 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.