277 - How Remarkable CEO’s Navigate Conflict

How do you live with the tension of conflict? That's guaranteed. It's guaranteed. But the pursuit of handling and addressing any conflict isn't to be right. It's not a right and wrong thing. It's not, you're right, you're wrong, I'm right. But it's the pursuit of doing the right thing that as a result of us grappling with, wrestling with this thing, that we're going to do the right thing.

Hello, and welcome to the Remarkable CEO Podcast, a show dedicated to chiropractors who want to transform their job into a business so that they can have a remarkable practice as part of a remarkable life, not instead of one. With your hosts, Dr. Pete Camiolo and Dr. Steven Fransen.

Welcome to another episode of the remarkable CEO podcast, Chiropractic's number one business podcast. I'm Dr. Pete Camiolo.

And I'm Dr. Steven Fransen.

Dr. Steven, it is great to be with you here today. I love your hat. I love that you're the OG who wore that hat, made that hat. And, man, we're seeing those hats and those flags fly a lot more right now. Guys, we're coming in hot today. It's end of September. We're the week before the attraction. Immersion.

That's right.

And if you've ever put on a large event, done something significant that you know is going to move the needle for humanity, you are going to get hammered. And with life on all sides, you're going to get storms. And the question isn't if you're going to have a storm. The question is, are you going to keep moving through it? And, Dr. Steven, I'm excited to meet with you here today because, you know, it's been one of those weeks for me. I know for you, too. You're coming in on, you know, a very, very heavy travel season and schedule for you. And, and we're here ready. We're here ready to keep things moving forward. There's a lot at stake. And, and we're here to.

To.

To talk through some, I think, really important things, Dr. Stephen, things that you and I deal with regularly as coaches. We, we work through in our own organization, and you. You, even in our own families. Today, we're going to talk about conflict, and we're going to talk about the difference between handling conflict in a healthy way versus an unhealthy way. Healthy versus unhealthy conflict. Conflict is guaranteed. Guys, we're gonna. We're gonna dig into that today. So, Doctor, I'm excited to. To be with you here today and have a conversation that's, I think, going.

To be meaningful for everyone.

Yeah, man.

Stoked to be here with you as always. Being back in the studio, it's been a minute. We've been on the road quite a bit.

Yeah, man.

When you're.

When your purpose is to restore health, when you. When you get up there and you say, I want to restore health, that's my purpose. That's a big job. And for 30 years of my life, I've started every morning with the prayer of Jabez and just expand my territory, Lord. And when you. When you ask for it, he's faithful and he just gives you so much. And, you know, God is good. He just wants us to make all our big mistakes in a small room before he gives us a bigger room. So don't be surprised when he starts giving you a bigger room. And it just comes with a new set of challenges. And, you know, the only answer is gratitude. And, like, where we started our conversation this afternoon before we started filming was, you know, just to say thank you. It's like, this is exactly what I asked for, and this is. And he's got us exactly where he wants us. So wherever you are today, like, as you're listening, just take a beat and just. Just say thanks, right? So just be grateful and just recognize that this is exactly what you asked for. This is exactly what you prayed for. And so often the new territory comes with new challenges and requires new skill sets and a new perspective and a new gear, and that's a great sign. So you might find yourself at a place where you're just like, man, I feel so stretched, or, man, I feel the weight today. Or, man, what's with this conflict going on over here? Just as you said, Dr. Pete, it's part of it, so it's just a big part of it. And so as leaders, we want to make sure that we recognize that we. We gotta be prepared for it. We can't be surprised by it. We've gotta build skills. And today's conversation is gonna be great for that. So, you know, as you said, coming in hot, I had the opportunity to be at UAC last week in the Ultimate Achievers Club last weekend, which was awesome. Had a privilege to be able to address that group of people, which was really cool. I had a chance to speak on building it, to sell it. So talking about practice, valuation and enterprise value and what you can do to make your business more attractive to an ideal buyer, which drives up price and increases the value of your Business, right? So it was cool because I was talking about how to do, you know, business enterprise value. And Kevin Harrington was there from Shark Tank because we also have an investment group there and we have our own little shark tanks and people pitch the UAC for investment. So I had him, him in the room. I'm like, okay, that was pretty cool. And then we had Del Bigtree there, that he was one of the speakers, which was great. Got to hang out with Dell Eman. That guy's on fire for chiropractic. He's just so aligned with us as chiropractors and our mission and our purp purpose. He's grown up under chiropractic era. Everybody knows him as a champion of chiropractic and such a champion of what we do and how we do it. And the big how is the just having access and having the freedoms to be able to communicate without censorship, being able to have reach and, you know, he just plays such a big part in that. He's got a big mouth, he's got a big voice, he's got a big message, he's got a big machine unfollowing that he's, that he's created, which is awesome. And I'm psyched to, to say that he's going to be on our show. Like he's going to come and I'm, you know, you and I are going to interview him, have a conversation with him regardless of, you know, the, the sequence or the order of which where these episodes are playing. You might have already heard that interview with Dell, which is fun, right? So just, we're just excited that that's going to happen. We're interviewing next week. You might have already heard the interview if you missed it. Go back and check one of the older episodes because we know that that one's going to be, you know, hot off the press. We're going to get that to the masses, guys. Get that to you guys as quickly as possible. So just appreciate champions like him and appreciate champions like you. Dr. Pete, excited to talk today about conflict. It's not a question of if it's going to happen. The question is, is who you're going to be when it happens and how you can handle it.

So, Doc, Steven, one of the things, I think it's a quote. I'm not exactly sure who said it, but conflict clarifies. Maybe Covey. I don't know who it is, but we've heard that before. Conflict clarifies, clarifies. Think about that word we talk about. Clarity is the Great accelerant, the greatest accelerant is clarity. But think about that, that in order to get clarity, you have to have conflict. Did you hear that? Conflict clarifies. In other words, if you want to get clear, you got to. You're going to have to go through some conflict. So when you're working things out, when you're taking the edges off of stuff in your business or in your life, the stuff that just has to get removed, you're putting sandpaper to it.

It's just, you can't.

You can't.

Can't keep moving forward with that thing on there. Still, something's going to have to give. We talk about that. Something's going to have to give. Something needs to change. You know, these are languages of words that we say.

You're going to have to get some. You're going to have to have some conflict. If you're a chiropractor, you swim upstream. I'm sorry, I'm not trying to fit in. I never was trying to fit in. I'm not trying to fit in. If that's your goal, then you're starting from the wrong position. My goal is not to fit in. Our position in the chiropractic space in the marketplace is we are swimming upstream. We are going against the current. We are. And while we want to shift the current and we'd love to see it change, and I believe that it's something that can happen, I believe it will, and we are committed to that. Recognize that. So if you chose to be a chiropractor, you have chosen to be in a state of conflict, meaning you're pushing against mainstream medicine, mainstream paradigm of the modern day. And we know in this nation, in America, we know that it is hook, line and sinker, and we are swimming against that. And so this is a business podcast. We talk shop, we're talking business. And today I felt strongly about this as a subject. And the reason why is because, again, where we're airing this is we're coming up to the quarterly turn. We're third to fourth quarter shift. Anytime you come up to a quarterly, you're always gonna. You should always be sitting in the, the, the situation that you're in. You should be doing a brutal facts, assessment and audit of your business and saying, man, where are we at? And I'm telling you, things might be nailing it. You might say, wow, look at all these metrics that are ahead of track. Look at all these ones that are on track. But there are going to be some that are behind track. Right. You're always going to live in the tension of ahead of target, on target, behind target. It's always going to happen. There might be more behind targets this quarter. Next quarter might be, hey, we're more on target or ahead. That's great. But you're constantly, every quarter you reset goals, reset priorities, reset and go back to work. And so at the quarterly, there's just this generally tension. And when I'm asking docs, you know, hey, where are you at in terms of your base case goals year to date? We're at third quarter about transition to fourth, you where you at. And a lot of docs say, man, we're, you know, we're, we're on track, we're, we're on it, man, we're about to hit our goal or, hey, we're ahead. You know, these 17 things are down, but we're actually going to hit our revenue goal. We're going to exceed our goal. But, man, we've got some stuff that's off track. Some, hey, I'm between base case and worst case right now, and I'm just trying to get back up to base in the next three months. If we could do it, that'd be phenomenal. So the tension of that is what I wanted to lean into here. Like, how do you deal with the conflict of, I'm off track with my goals year to day, or a team member is off track with some of their performance metrics on their scorecard. How do you deal with these things on a day in and day out basis, week in week in quarter and quarter in, year in, year out basis, the conflicts that we deal with in the tension of growth. Because we're in the business of saving lives. We're in the business of growing businesses for profit organizations and we are trying to make a bigger impact, a bigger income as a result of all of that, there's going to be conflict. So, Dr. Steven, today I felt like you and I should just have a genuine conversation around something that matters to everyone who's listening today, which is how do you live with the tension of conflict? That's guaranteed. It's guaranteed. But that the pursuit of handling and addressing any conflict isn't to be right. It's not a right and wrong thing. It's not, you're right, you're wrong, I'm right. But it's the pursuit of doing the right thing that as a result of us grappling with, wrestling with this thing, that we're going to do the right thing. And we're committed to that going into it and then coming out of it, no one loses and everybody wins. That to me is. Dr. Stephen what a healthy, growing organization that I, I think everyone will raise their hand, say, I want to be a part of that, that everyone on your team is. We say they're better with you than without you. Guess how you would know that when you get with conflict, which is going to be regular and ongoing, that we're in this together. The pursuit is to be united, not to create division, but create greater unity, to galvanize this team together, to circle around the things that matter the most so that we do the right thing. That's what it's about. Dr. Steven so that's the conversation I'd love to have with you here today.

So conflict can show up in so many ways and in so many dynamics, right? So I just want to reiterate, like, don't be surprised that there's conflict. There is going to be conflict, right? So it's like walking into the gym and being surprised that there's a strain or this soreness the next day. If you're training for fitness, it's like being surprised that when you step on the football field, you get whacked. When you're on the field, you're gonna, you're gonna take some hits. It's like being surprised that when you paddle out surfing on a, on a good day, that you're gonna get hammered, right? You have some hold downs, right? Like, it's just part of it, right? So if you like. I think the first thing to address mentally is don't be surprised by it, right? Don't be frustrate, don't, don't. You know, literally you have the opportunity to just ready yourself for it so that you're going to a place that you know well, right? So, and you've already trained yourself, you know, your identity, your responses, your skills that you've built up so that we can overcome probably some of the reactions that we, that, that are very nature, you know, our very nature might be to react in a certain way. We've got to overcome that as leaders. We've got to be able to develop the muscles of restraint and response, right? So all of those things are skills that you develop, right? So that's why God's got you in the gym, right? So to work, you know, on those muscles in a small room so that when you get into a bigger room, there's going to be bigger conflict, right? But you've already got the core strength that came with years of laps around the track. And, you know, you'll never be able to do great things unless you do small things greatly, right? So just being able to deal with those things and just recognize that each one of those reps, each. Each repetition is just building that core strength of, you know, who you are. So it actually becomes the natural way you respond. In those situations of conflict, it might be conflict between you and somebody on the leadership team. It might be conflict between you and one of the team members. It might be conflict between you and. And a patient or a client or a customer or practice member. It might be conflict between you and somebody out in the community. It might be conflict between you and a peer or conflict between you and the board or a merchant or a provider. Like, you guys can see it. It's like all around you, this rife with opportunity. Or maybe on your team, there's some conflict, right? So. Or maybe a patient has a conflict with a team member. You guys follow me? It's like this thing comes in 31 flavors, right?

So.

And you've just got to be on the ready, and you've got to have some fundamental skills. And, you know, I call them frames that you just keep in your back pocket that you can pull out, you know, and be like, okay, I have a tool for this, right? So in this situation, I'm going to take a breath, take a beat, I'm going to respond, not react, and I'm going to get out of my lizard brain.

Trust me, Dr. Pete, I love a good argument. I love a good fight, right? So. And that doesn't serve me as a leader, right? And it doesn't serve my team. And it doesn't. Doesn't. It's certainly not the person I'm trying to become, right? So it's intentional, right? You've got to be deliberate. You've got to choose to develop the skill sets of how to lead every situation. Great situations and hard situations. You've got to put yourself on the field, take the hits, paddle out, take the waves, right? And just go to the gym, put more weight on the bar and fight gravity, man. And just get yourself ready for the next level that God's got in mind for you. Hey, doc, Steven Fransen here. If you're like me, you know that we're in the business of saving lives. And when business is good, everybody wins. That's the good news. But here's the bad news. Most chiropractors don't own a business at all. They own a job. It's a job they love, but it's a job and far too often it feels like that job owns them. Is this true for you? Do you own a business or a job? Have you built and do you run your practice on brute force? Does it rely fully on your time, your effort, a pound of your flesh? Are you responsible for all growth, for all new patient generation? How about new patient conversions?

Is it all up to you?

How about patients patient care and delivery? Are you a sole practitioner, an owner operator who owns the practice but is also the only one that is head down and bum up taking care of all the patients? Is revenue generation or collections all up to you? Let me ask you the most telling question, Doc. What would happen if you took 90 days off? What breaks in my experience, most on purpose chiropractors do not lay awake at night worrying about their practice. They worry about their business. Let's slay that dragon. The Remarkable CEO program has helped hundreds of chiropractors just like you turn the job that they love into the business that they've always wanted. Are you ready to run and build your practice on leverage instead of brute force? Do you want to create the scalability and durability that will allow you to make a bigger impact and a bigger income? What would it mean to grow your practice, increase your productivity and your profitability? Do you want to get your time freedom back? Are you ready to turn your pirate ship into a battleship? This sounds like you. Then the remarkable CEO program is for you. Just last year, 53 of our remarkable clients received the Seven Figure Club Award, meaning they hit the million dollar mark for the first time or their next million dollar level, be it 2 million, 3 million, 10 million, up to 36 million and growing now. Doc, is it crazy to imagine that your practice could be next? Click the link below and learn how to apply for the next cohort of the Remarkable CEO program. We look forward to working closely with you and creating the business that supports your remarkable life, not competes with it.

You know, I think it's important I want to double down and click on something you said, which is you got to train yourself to be ready for it. And I think that's really the mark of a leader. When we ask the question, who do I need to become? You're implying by saying that that you're not going to stay the same. In other words, things are going to change, you're going to change and the things are going to change around you. And if you're good with status quo, you're good with where you are and you just want to sit back Relax, kick your feet up and just be like, I'm going to cruise this way for the rest of my life. A leader doesn't ask the question, who do I need to become? So that person's not asking them. You're asking that question, who do I need to become? You're training yourself to be ready for growth. You're training yourself to be ready for transformation. You know, in the CEO transformation system, which is part of our coaching program, which honestly is some of the most, it's the most amazing journey to go through. I, I get to journey through that. Dr. Stephen, like you, with so many doctors and so many. And it's just, I, every time I'm about to launch a few new cohorts here in the beginning of the fourth quarter, and I'm excited to, to re. Engage with that content, that training material and. Cause I, I coach them through it. But what's awesome is that you coach through it, you go through it and you know, and, and so it's fitness. It's fitness. Yeah. So it's, it's an amazing thing. And, and you know, it's a transformation that we're talking about, Dr. Steven and you know, in an organization that's growing, if you're, if your practice is, is by design to grow, let's say you want to grow to the next level. And part of that growth means I'm going to bring in on an associate. And this has been something you've been obsessed with thinking about for, let's say, two years, and then you bring on the associate doctor, and then all of a sudden you start working with somebody and then you. And then there's some challenges within that relationship. Like Dr. Stevens said, you prayed for this, you prepared for this, you planned for this, you made an investment in this, you're doing this, and now you're regretting this in a sense, or questioning this or struggling with this. And the reality is, is that it was, it's this very struggle, this very conflict, this very challenge. That is your opportunity, that is your gift. This is for you. This is the thing you were praying for. This is what you were praying for, investing for, waiting for, working towards, planning for and doing. This is it. And it just happens to come in the form of, let's call it a role, a call, an associate doctor role. And that is your, that is the thing in your way, on your way. And it's not, it's not the thing that. The thing in your way is the way. Right? It's, it's the only way through it is through it. You are going to go through it. That conflict is going to take you through it, and it is the way for you to get to the other side. So don't look to move it out of the way. Don't look to go around it. Don't stop and wait till it blows over. Go right into it and go into that storm. Go into that conflict. And, Dr. Stephen, what you said is to go in there with, you know, some tools, some frameworks. So I want to spend a minute just talking through what I. What we use what's called the troubleshooting form. And I like to include that in today's. Part of today's episode for you. If you've got that, then pull it out, guys, because I'm going to quickly walk through it at a high level, which is whenever you're dealing with conflict, you should go at it. Whether it's with a patient who said, I thought I would be better by now, and they're kind of really upset about it. You could tell they're not just saying that. They're like, whoa. They're like, pissed. And you have to genuinely deal with that right there. And you can't just be like, oh, yeah, standard answer. Your body's healing. Give it time. They genuinely are like, no, no, no, what's up? And you got to go with it.

Good, the bad and the ugly. This is the ugly, right?

This is the ugly. So in that scenario, you got to troubleshoot with that person. And we have a way that we do it with patients, but in the business, we go right back to. And this would apply to a patient, too, but we go right back to starting with vision. And vision answers the question. Okay, so let's gather around the issue of conflict. Like, what is the conflict? And the first question we ask is, well, what did we agree success looked like here? What did we agree we were going to accomplish? What did we agree about that? And then the second question is a leadership question which says, and what was your role in that? And what was mine? And what did we agree that our roles would be? You had expectations of yourself, there was expectations of me, and we agreed to that. And then how has that part been going? And then third, what is the system that we said we would be walking through in order to get to that outcome? If it's a patient, it was your adjustments in rhythm and breaking those bad habits and doing those exercises at home. If it's a clinic, it's, you know, studying your modules and coming to the team meeting ready and going to the team trainings and studying and prepping and doing things in between the trainings and the list goes on. You know, the system. We said we followed this SOP for this process and procedure. Were you doing it or were you making it a yourself? And. And so we go through the system and then we go through it and we look through the team and we say, yes, there are other people that are also responsible in part for the outcome that you are having a challenge with. And have you done a great job of recruiting them? Have you done a great job of supporting them, equipping them, empowering them? Are they clear on what it looks like and their role? And are they following the system? And then training. Are we training on the thing? Did we actually put the time and effort, energy into this to develop the skills that are required to drive success? And then do you have the focus and energy to prioritize this and give it the weight that it's worth? Right. So I just went through very briefly and just scratched it. But the surface of if I have a conflict, Dr. Stephen, with a team member of mine or there's a conflict with our marketing, our campaigns that we've been running for reactivations are flat. Even though we have more inactives today than we did a year ago, this was a way worse outcome from our campaign. What's up? You know, when I have a conflict like that, I'm like, man, I am frustrated right now. This is not cool. Well, guess what? You go right back to a very systematic and organized way to deal with that in a way that's going to be productive. Right. To drive, hopefully make the change that's needed to drive the outcomes that we want. That's a troubleshooting form. So if you don't have a form like that, Dr. Steven is. So it's one of my most important tools that I think gets underutilized. And I wanted to bring it to the surface for our CEOs, because if you're listening to this and it's the fourth quarter of 2024 coming into this new year, I'm telling you right now, you need to start looking at things.

Through this framework 100%. So, you know, you're singing one of my favorite songs, which is the Rubik's Cube troubleshooting process. And you know, recognizing that that just has such rich application that you can, you can use it anywhere. I use it all the time. And it's a great grounding mechanism. Right. So I'm going to share a couple more, just kind of back pocket Tools that I keep handy and use all the time for myself to help with my leadership, specifically with team members or even with clients, customers, whatever. But let's just, let's have a business conversation. Let's, let's keep it focused on the business. The first side of the Rubik's Cube is vision, right? So it's so important that all worthwhile work begins with a clear and compelling vision that we agree on, right? So it's just like if you don't start there, you're just destined for failure, right? You have to recognize you're inviting so much conflict. You're multiplying the probable conflict if you just don't start. And every initiative with. Let's be super clear around what success looks like. And if you're going to do something together, some level of partnership or collaboration, if we're going to be working together, whatever it is, it's like we need to agree on it. It's like this is what success looks like. And, and as the, as the visionary, your job is to cast the vision, but you have to get buy in. If you look at the four agree, excuse me, the four rights, it's the right person, right seat, doing the right work, the right way. Well, if it's a team member, the right person is somebody who, what an a player who share your core values and listen buys into your vision. Story of this is where we're going next, right? So it's so important because this comes down to a question of attachment, right? So we've got to make sure that we are anchored to our mission and our purpose and our vision. Like that's where the attachment needs to be. Because when you have conflict, the conflict could be interpersonal, but it really shouldn't be. It should be. There is a conflict here because we have lost sight of our vision, right? Or we are not walking out our mission or we've, we've somehow got on off track from our purpose, right? So. Or we disagree. You know, we had an expectation and agreement around how we were going to get there and there's been some type of breakdown there or maybe we broke down and didn't set expectations agreements. You follow me? It's like, like we have got to recognize that the attachment can't be to being right. The attachment has to be to doing the right thing. And you have to value that as a leader. It's just like we've got to get everybody on our team to be attached to doing the right thing for the vision, the right thing for the mission, the right Thing for the purpose. So that's where I'll start.

Right?

So it's making sure that everybody is attached to, to doing the right thing and not to being right.

Right.

That just changes the temperature of all conflicts.

Right?

So as long as we agree, Dr. Pete, you and I, we're talking right now and let's just agree that the most important, the most important thing here is doing the right thing for the business, doing the right thing for the mission, doing the right thing vision. That's where we start, right? That's how you get on the right playing ground. Right, Right Playing field. Once you've established that culture and that dynamic on your team. In my back pocket, if there is a conflict, I always stop and I'm like, okay, is this, is this a person, a process or a project?

Right?

Like it's like if something is underperforming or something's off track or whatever and there's a conflict around it, is it a person? Right, so is it a person issue or is it a process issue? No, we got the right person, but the process is wrong or broken or they don't know the process. And there's a training around the process. No, this is a process thing. We need to fix the process or better the process or train the process or refine the process or optimize the process. Or is it a project? We don't have a process, right?

So.

Or maybe we don't have the person to execute the process. So this all of a sudden becomes a project where you're like, this goes on the 90 day project planner and that's how we're going to fix our shit. We're going to make sure that that lives on the 90 day project planner in fourth quarter and we are going to fix that thing. So first thing I'll do is I'll check, I'll check myself and be like.

Is this part, what, what, what is the issue?

Is it person, process or project? Okay, once I get on the other side of that and I've identified that, I'll ask the one, one frame, which helps me get to the answer very, very quickly, which is what's called the MBD frame. MBD is more better or different, Right? So it's like, okay, we agree, we're off track. We, we agree on what the vision is. We're attached to that outcome, whatever. We understand that this is a process problem. For example, we just, now we have to ask more, better or different, what do we need to do here? Do we need to just do more? It's a volume issue. We're just not doing enough, or we're just not doing it often enough, or we just have not are not investing enough. Like we just need to do more of that and then we're going to get the outcome. Or maybe it's we need to do it better. Like this is a skill issue, right? And what ends up happening is we're off track because we just lack skills and we need to work on our skills so that we're actually executing better and at a higher level. Or the third scenario, which is, hey, you know what? We need a better strategy. We need to do this differently, right? So we need to take a different approach, a different methodology, a different tactic. Because we could just keep slamming our heads against all. We get the right people and they're doing things the right way, but that way is not working and we need to change. Dr. Pete, I love the MBD framework. It helps you get to the answer right away. And it doesn't make it about a person. It makes it about a process so that you can focus on that. And as long as everybody's attached to doing the right thing as opposed to being right man, you'll end up with a remarkable outcome.

Please stick around for more business insights from this week's bonus interview with our remarkable success partner dedicated to helping you more successfully help more people. Enjoy.

Hey, Remarkables, it's Dr. Kahl here. Listen, I am stoked to be online with Dr. Patrick McMahon and Dr. Aaron Morris from Syntrope Chiropractic Training. Really excited to talk to you guys today. It's an honor to have you here. And you know, we've got an amazing CEO audience here with us and some of them might know who you are. Some of them probably aren't familiar with who you are. So could you maybe just take a moment, introduce yourself, let us know a little bit about the experts in the room. Tell us a bit about your story, what's led to us ultimately being here on this call today.

Sure, yeah, I can jump into that. So Aaron and I formed Center Peak Chiropractic Training in Barcelona, Spain about 10 years ago as a result of my wife. She was studying at the Barcelona College of Chiropractic and asked us to help her with her adjusting skills. Short version is just over time, it started growing organically and DC started asking us to travel. We started going to Germany and the UK and then we went to Australia and then we had our first event in 2018 in the US and since then we've grown to have about six different locations in the US that we teach at. And it's something that regardless of where people are at, it started out to help students.

Gain basic competency. But as it evolved, we realized that the fundamentals are the fundamentals. And so we have a very DC centric program. It's usually about 50% DCs or more. And it's just something that regardless of your technique, if you hone the basics, then it will absolutely translate into, into better results.

Yeah, yeah.

You know, I can, I can attest to the, the consistency required when you scale a business too. You know that to have all the doctors being able to adjust in a very similar way. So that was something that I'd heard you mention before. I thought that was awesome.

Absolutely.

Yeah.

Regardless of where people are at. I know with the TRP program, some people are launching their practice, some people are building it out, some people are scaling, and some people are ready to sell and exit. But really it's something that fits in anywhere along that, that process. If somebody's just starting out and they want to really hone their craft or they're building and maybe they're reaching a level where their body's getting beat up and they're just like kind of burnout and they need to hone that technique so that they're not hurting themselves for one thing. And then a lot. And this is what we're seeing grow the most. And that's docs that are in that scale a place and they have really great associate, somebody that's got a great personality, they're perfect fit, but their hands just aren't there. And they need to get them trained up so that they have a little more freedom.

And so how often are you guys doing programs throughout the year? And let's talk about the U.S. i.

Guess in the U.S. we go every two months or so. Pretty much every two months. I think we do six or seven events a year in the U.S. and you know, the reason that we love TRP and that we're part of the TRP tribe and family is just like we love what you guys do. We love your chiropractors here because they're so, they have this very growth oriented mindset. And you guys are all about business mastery and you taking them from whether it's just attraction, conversion, retention, team, building collections, it's you teach principles that help chiropractors be successful. And we do the exact same thing, but with the adjustment and we realize that when we can actually deliver the undeniable experience and deliver the goods on a regular basis and then have chiropractors where every chiropractor in the practice can do that. That also helps so much with all four of those things, you know, so it's pretty cool. There's just so many parallels. That's why it works so well.

Yeah, it seems like it's such a great fit that way. And you know, you know, when you're talking mostly on this call to our, to our CEO audience and they make business decisions, right. So they always want to know that they're getting a return on their investment. They want to know kind of what that looks like with a business that might be contemplating entering a relationship with. So could you maybe speak to that a little bit for us, for our crew in regards to what syntropy chiropractic training can do for them? If an office maybe were to implement your program, what that looks like on the other side.

We've all start, Patrick, and you can add to it if you want to, but we've seen it time and time again. It's where a DC will start. Generally a DC will come in, they'll do a seminar with us and realize like, oh, I thought I was pretty good at adjusting. I realized I can be a lot better. And I realize it can be, it can be a lot better on my body so I don't have to feel so beat up at the end of the day. And when chiropractors are not beat up at the end of the day and they're like, kind of like reconnected to the love of adjusting people and taking care of people, they bring their associates. And I say, we all need to do this. And when you have a whole team that's able to do that, the r. The ROI itself, it's hard to calculate. It's exponential. Because if you have a chiropractor, how many. If you can add a few years to their career, like that's millions and millions of dollars. And then if you can do that for all of their associates as well, get them delivering. It's just, it's really, it's hard to measure that, but it's very, very, very. Yeah.

And I would add to that as well. I mean, if you think about like a Michelin star restaurant, if you're, or you know, the Four Seasons, you're working your, your presentation, everything is set up. You know, TRP is training everything and everything's dialed in. But at the end of the day, what we help people do is deliver the actual deliverable the product and the better they can do that. I mean, it just translates into every sphere of practice, whether that's attraction, because when you're getting better results and it's more comfortable for the patient, then they're much more likely to start telling other people in conversion. When you know that, you know that, you know that you can help them and that you're going to shift their nervous system to a higher level and their health is going to express better, it just vibrates through you. And when your CAS start seeing these miracles time and time and time again, then it just removes any inhibition. They're like, they're on board. Like, man, you guys have to get under care. And obviously retention, this is something I think people don't talk about enough. And it's something that when your adjustments, and if you're not aware of this, if your adjustments aren't as comfortable as they can be, like really, really feel good to receive, then people will come when they're in pain. But as soon as they're out of pain, it's like there's a decreased return on investment. So they're like, oh, I'll put up with it to get myself out of pain. But if you can actually do it in a place where there's no glass ceiling and you can evolve their nervous system, retention goes through the roof. And it's just a natural, natural byproduct.

Yeah.

Yeah.

Awesome. You know, I can speak to it a little bit from some personal experience, scaling that, that risk of scaling. You know, when you add a new doctor into the mix, there's definitely a risk there. Even if they're, as you say, a great doctor, great person, everything's awesome. If they're not consistent. And patients, I mean, Ben, I know you guys know this, they, they are looking for anything that's just a little bit different or a little bit out of the sort of the consistent experience that they've had. So I really love that about what you guys do.

You know, Kale as well, something that's really good is we have this 90 day onboarding program and it's about how can we get people when they join our program and come to a live event, how can we give them within 90 days be able to have really, really good hands? Like, if it's a seasoned chiropractor, it's basically about fine tuning. But really for newer chiropractors or chiropractors whose hands just aren't that good yet. 90 days, like, we can do major stuff in 90 days. And so I think that's super helpful.

For chiropractors that's cool and necessary. It seems like that's more necessary today than maybe it's been in the past. And so I'm stoked you guys have that program. And, you know, if we. If we consider. Take a moment to think about what's important next. As you look ahead at the challenges that might face our profession over the next few years, I'm curious how you and syntropy training. I know we've talked a little bit about this, but specifically in this regard, how are you guys preparing docs for the future?

Yeah, well, I think number one is looking to the past. Okay. Why do we even exist in the first place is because we've delivered these incredible, amazing results in spite of all adversity. And like, I can't think of another profession that's been more beat up or had, you know, more people conspiring to get rid of us. But we only exist because it works. It just works. And I think what's happening is, unfortunately, for whatever reason, it's the art is kind of fading away and people are not putting the same level of attention into developing their craft craft and developing their skill set as an adjuster. And so you get the shiny new object syndrome. We lose our identity a bit. And Aaron and I are very clear. We're not judgmental. Anybody can practice the way they want. But as chiropractors, we have to deliver the chiropractic adjustment. We have to keep the main thing the main thing. And I think that's really the best way to prepare for the future. Yeah.

Awesome. Awesome. Listen, guys, you've shared some awesome pearls here today, and I know that we're all. We all appreciate it. Everyone on the call really appreciates it. So I want to be sure that our listeners can get in touch with you. What's the ne. What's the best way for them to learn more, get in contact with you, or take next steps you've got?

I mean, we're on social media. You just look for Centripet Cairo. You'll find us there. Our website is Syntropy S Y N T R O dash P Y Cairo training dot com. We have events all over the US So you can just go check those out. Whether it's Atlanta, Dallas, Orlando, Louisiana, Chicago. We're all over the place, and we'd love to have you guys come join us. We have a code for the TRP docs that gets you 20 off seminar. So for you, for your associates, we offer CE as well, which is really, really good. The code for that for you guys to use is capital TRP2024 and it'll get you 20 off the US events. So I think that's a really great way. We also have a little teaser course. You want to tell them about that, Patrick? We're going to be doing.

Yeah. Actually coming up in January, I believe it's in Tampa. We're going to be doing a four hour course and it's going to be just some basics and stuff that's really, really going to help advance your practice and some of the things that even our seasoned docs come in and go, why did nobody ever teach me this? This makes so much sense. I've never.

I'll be there.

Yeah, yeah.

So it'll be great. It'll be hands on. And no matter what technique or what you're doing, I guarantee after four hours, we're going to level up your technique a bit.

Just, just so it's clear there. It's wherever the immersion is in Florida, wherever that is in January, it's, it's on that Friday. It's four hours before your guys is the TRP immersion starts. So we're going to make it really easy for you guys. We'll be in the same hotel. We did this, I think a year and a half ago, two years ago, and everyone loved it. So you guys are gonna be in for a treat if you come.

So make sure and book your tickets for Thursday, not Friday.

Yes, good suggestion. I'll make sure that every, all that stuff gets into the show. Notes, your contact information and I'll make sure all that's in there. So that is awesome. Thank you guys. I really appreciate it. Appreciate you sharing with our audience. I think you shared some awesome things that, that are going to be very, very helpful. I'm really looking forward to seeing you guys in January. It's going to come like that.

Yes.

And looking forward to getting this message out to our crew of remarkables. So I can't wait to connect with you guys. I'll see you. See you in a few months.

Thanks so much, Dr. Kale.

Have a great day, guys.

You as well.

Thanks for listening to this episode of the Remarkable CEO podcast. Remember, what the world needs now is chiropractic. And what chiropractic needs now is more successful chiropractors. If you like this podcast, please subscribe, share with a friend and leave us a review. And if you'd like to connect with us personally, direct message us on Facebook, LinkedIn or Instagram. Now go and be remarkable.