283 - How to Increase Your Team’s Productivity and Profitability

There's a big difference between saying this is a process and this is a project. And we want to make sure that we're differentiating those so that we're not just taking somebody's job description and moving it onto a project planner and just basically defining and unpacking their job description.

Hello and welcome to the Remarkable CEO Podcast 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.

What's up, remarkables? Welcome to another episode of the remarkable CEO podcast, Chiropractic Number One Business Podcast. I'm Dr. Steven Fransen.

And I'm Dr. Pete Cameolo.

And we are, as you guessed it, super stoked to be here with you guys today. Man, I hope you guys figure out the fact that we love doing this.

What an awesome platform. Thank you, Lord. You know, I like to say that you don't have to share a message because you have a platform. You have a platform because you have a message you have to share. Right? So we definitely do. We believe that you can create a remarkable practice as part of a remarkable life, not instead of one. And here's a secret recipe. Ready? Not so secret. You have to create the business that supports your remarkable life and not competes with it. Right? So that's absolutely what we're here to do and help you guys do that. And we're in the throes of this battle with you. We are running businesses, so don't think that we are the old wise sages sitting up on the mountaintop, looking down on everybody, being like, oh, no, no, no. We are in the throes of it, right? And today we're going to be bringing you some of the. Some of the blood, sweat and tears coming from our quarterly pulse meetings that we're having right now. We're literally between. We're at the halftime between two days of our board meetings, right? So we're coming in hot, baby. We're coming in hot. But I'm not so hot because I'm just fresh out of the cold plunge. Dr. Pete. I've got my, my son Sam here with a bunch of 20 year olds. And of course, we had to start the day in the cold, man. It's crisp out there here in New Hampshire in an October morning. But there's nothing like watching the response and the reaction of some humans when you throw them in 40 degree water and watching these 20 year olds, some of them for the first time doing it, and then just standing in the yard, just in a state of prayer and doing their breath work and letting the sun bake on them and warm them up. Man, my heart is full.

What, what, what an advantage you and I were talking about. Like, what were you doing? You were 20, you know, and here.

These guys are sleeping off whatever I did on Friday night.

You know, it's, it's awesome. But, you know, we talked about how important it is to, you know, the, the bubble. You know, we have an episode on that, a couple great episodes on, on things regarding raising kids and families. And one of them was the story about the bubble. And that made me. You made me think of that. My cold plunge this morning was 42 degrees. So that's what I was in this morning. I had a wonderful morning time, my morning meditation, my morning prayer and my morning plunge and my morning workout before you and I hit the studio. So it's so valuable to me. It's something that is the most important thing to me. And I think as leaders in our organizations, it's really important, guys, that we continue to take care of ourselves. We had a brother of ours also recently, dear friend and colleague, amazing human being, pass, you know, really unexpectedly recently. And I think it's, in many ways, I think it causes all of us to take a moment to pause and to reflect on what's most important, you know, and, and really how am I spending my life, how am I spending my time? And this guy was an example of exactly how you want to do it. So his time came and he ran his race, and he ran right to the end. And his race ended earlier than what maybe we all would have thought, but, you know, he ran his race. So with that. Dr. Stephen, just love the strong start to the day. It's such a, it's such a big part. And, you know, and I obviously want to transition into our topic for today. You can see, you know, today's topic is really about the differentiation between someone's job description and project or rock doc. This came fresh. This is coming fresh out of our own quarterly. And I've actually had to address this at times as well with, in our CEO masterminds as well when we, when we're discussing project planners. So, Dr. Steven, this is going to be very practical. We're going to keep it short, sweet and to the point, right? We just want to make sure you guys are clear on when it comes to every quarter we need to be resetting our rocks, right? Setting our projects. What we want to make sure that you do is you don't, you don't confuse a job description and a responsibility associated with the job description and a rock or a project. And so, Dr. Steve, we're just going to spend a little bit of time here because it's something really important, it's a nuance. So if you're new to this conversation, you might say to our podcast, new to the remarkable world, remarkable business conversations we have. This might just not 100% land, but if you've been around with us and you've been with us for a while, this is a nuance that's that I think is really going to speak into some things, into your listening hopefully and be. Oh, that was actually really helpful, really valuable. So, Dr. Steven, we're going to do some differentiation here during this conversation today.

Yeah. So I want to just double click on something that you said that will land, right. So it will resonate with everyone, at least all the on purpose chiropractors that I know out there that consider themselves world changers. So as, as a leader.

You have to own. Your role in the village is to protect the village, right? So you know, as a leader, you know, whether we're talking about your home or we're talking about your business, your company, your tribe, you know, however you want to think about it. Dr. B, you talked about the bubble and I, I just think it's just so important that we just double click on it and it's complete is absolutely related to our topic today, right? So because our topic today is all about setting expectations and agreements and that is just part of the role of a leader, right? So you've got bubbles in your world, right? So I know that this is the Cameolo bubble, right? There's a whole bunch of kids being raised inside of a bubble and there's a francin bubble and that, that group, that pack of six 20 year old college students, it's at my house right now. They are fully in the bubble, right. So I mean, and we've done what we wanted to do. Like we've got five wooded acres. It's a walking distance from a beach with the hell barn and the cold plunge and the sauna and the, you know, and a kitchen where we cook meal, you know, 21 meals a week. And we, you know, it's like we have just like we might as well build castle walls around the compound, right? So, you know, we are fully armed and you don't want to wander onto this property at night. It's like, like it is a fully, it's a compound. And as extreme or radical or weird as that might sound to an outsider, I think it really resonates with everyone that's listening right now. This is like, at the end of the day, these are my people, this is my territory and I know my role is to protect the compound, right? So, and what I mean by that is establishing that bubble where my children, I'm just going to say it, they know the Lord. They know who they are and whose they are. They know, they understand the paradigm inside out versus outside in. And they also understand outside in. They, they know that they are loved by him and by us and by each other. This is, this is an incredibly safe place. You will be supported, you know, you will get unconditional love and probably too much affection. You won't get unconditional approval of your behavior. It's like we're going to let you know it if you're sideways, right? And there. And we have them surrounded, right? So three generation family that's always here and lots of amazing adults that they've grown up with and did life with. Like Uncle Pete, right? Like Uncle Sebastian, like Uncle Brett, like Auntie Wendy and Auntie Lynn and Auntie Debbie and Uncle Joe and they're all chiropractors. My kids thought everybody was a chiropractor until they were about nine. So it's like, isn't everybody a chiropractor? Right? So I just want to call it out, right? So people say, oh yeah, you know what, you can't raise your kids in a bubble. You absolutely will raise your kids in a bubble. The question is, is it going to be your bubble? Are you going to be the one that defined the confines of that bubble? Are you going to set the expectations and set the agreements around what goes on in your bubble? And it's amazing. Like I'm enjoying the 20 year olds at my house right now. And Dr. Pete, you know, you said it, that is the fruit of the work, right? So that is that, that, that, that, that's not lucky. We're blessed and highly favored and we work really hard and intentionally around it. So whether it's your family or it's your business and your team, guys, I just want to encourage you, I want you to, I want to encourage you that it's wicked hard, but it's worth it. The juice is worth a squeeze. And your kids, your family, your practice, your patients, they will be raised in a bubble. The question is, is it going to be your bubble?

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 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 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 Tampa, Florida, January 31st and February 1st. Or in Brisbane, Australia, February 28th and March 1st. 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.

Man, I know this wasn't necessarily the, the, the direction we, we plan to go, but what, what an important conversation and I think it comes back to, and I, I'll try to relate this. So for example, if I, as a parent, by, by being a parent, I have a responsibility. And there are certain things that come with the responsibility of, of parenting. There's just, there's just, it's not like when you have a child, you don't think, should I feed them or not? Or should I clothe them? I should have put a good roof over their head or should I give them a good education? Whatever. That's just part of the response. Should I teach them right from wrong? Should I give them, should I introduce them to this spiritual dimension? And the list goes on. These are all part of a responsibility. So there's responsibilities as a parent, then there's projects. There's projects like when you have a child who is trying to figure out what they want to do with their career, like, with their life. Should I go to college? What career should I, what career should I do? Whatever that, that's. Now we're going into the realm of I have a responsibility. My KRAs key responsibilities of being a parent. Under this roof, under my watch, between zero and 18, there. There is key responsibilities that come with this, and we can quantify those out because we can quantify that level of focus and we can get really clear on what that is. Then there's projects. Projects happen and, you know, a kid, you know, goes through a health challenge, all of a sudden that becomes a bit of a project. For the next, you know, few months, we're going to really be focusing on restoring health because something happened to that child or, you know, going through some identity crisis with, you know, maybe some challenges with the relationships with their peers at school and, you know, maybe some challenges there. We're gonna, we're just gonna need to slow down to speed up. We're gonna need to invest a little bit more time and energy and make this really is a project right now. Over this next, you know, three, six months, we're gonna really work on identity development because clearly there's been some sideways conf and some confusion going on. Or, you know, we're going out to.

College or maybe they're starting a new school or they're starting a new sport or they're getting their driver's license like that. The identity. They just went from somebody who doesn't drive to now they're a driver. Right, right.

So I, I, I want to, I want to. Because you were talking about this, I was thinking, man, this is so similar to our topic for today, which is like, differentiate the responsibility. Like, as a parent, it's just my responsibility, you know, like, a lot of things is like, I don't really think about it. People like, how do you, you know, navigate the five kids, getting them out of all the places, feeding them, you know, X number of meals per day times kids, like, how many meals is that every week? It's like, I don't know. I just do it. You know, it's just part of the responsibility. But then there's projects like you said on top. And that's actually what we just want to put a bow on today is every quarter, you're resetting your project, you're resetting rocks, you're redetermining. What are the things that are the most important things that must get done this quarter for us to hit our goals and our and achieve the outcomes we set out to accomplish in our vision story. That's different than the fundamental responsibility of my role as a check in CA or as a, an exam doctor or as an office manager, as a CEO. Not. Don't get confused between your, your role, your, your job description, which is your role and responsibilities that come with that versus the project. Those are two different things. Dr. Doc. Steven, I'll just, I'll throw it back to you because I know, yeah, I put a bow on it, but that, that's really ultimately what, you know, we just need to get, we want to get better at this as businesses and we want you guys to get better at this as well.

That's right. So this is maybe a bit of an advanced conversation, but you can hear Dr. Pete and I both have a little bit of angst around this because we just come in out of this conversation with our team. It. What are you guys talking about? It's like every single quarter you're going to take on the responsibility as a leader to create clarity with your team as to what's important. Now, so the leadership team of the CEO and the COO or your clinic director and the office manager, your job is to say, okay, so this is what I want the business to be focused on. And then because you're in this role, this is what I want you in this role to be focusing on. Right.

So.

And there's really two ways to create accountability around what we're telling them. One is your scorecard and one is the 90 day project planner. Right. So a scorecard is, listen, you have responsibilities because you're in a role. And a role is just another way of saying, listen, there's a set of responsibilities that are organized underneath this role. And because you're in this role, you own those responsibilities. All those responsibilities are measurable and they create what's called a KPI or a key performance indicator. So if you're in the, the check NCA role underneath Check nca, we know based on that role, you are responsible for, for example, the schedule book and patient flow and compliance. Right? So you're also responsible for promotion. So you've got internal new patient lead generation.

Right?

So each one of these elements is measurable. Right. And that's your job description. And those KPIs are your accountabilities. Right. So you're responsible for a behavior and you're accountable for the outcome. Right. So. And it gets captured onto your scorecard. Now, the scoreboard is used to drive our team meetings where some of those KPIs on your scorecard should be talked about by everyone every week. Those, that's what ends up on the scoreboard and that drives our team meetings, right? So that's measuring a process. Okay, so that's just your job description, the numbers of the targets you're trying to hit that number. There's also projects, okay, so projects are things that need to be done. And any project that we put on the 90 day project planner is our way of saying this project must be done in order for us to achieve our goals this quarter. Okay, an example would be, okay, so we're going to do reactivation, for example. If you do not have a reactivation process in place already, like this is system, we have a system of reactivation. We do this every day, every week, every month and every year. These are the things that we do for reactivation. That, that is part and parcel to our SOP or our standard operating procedure. Now if I'm talking right now and you're like, oh snap, we don't have that. Guess what that is now. A project. And it's like, okay, I'm looking at the check out CA and I'm like, okay, so you will eventually be. You'll own the process of reactivation. You'll own the KPI of number of reactivations or percentage of our previously active patients that get reactivated. You're going to own that number. But it's not in place yet. It's not part of the sop. So your project is, I'm going to establish and define and create SOP and launch our reactivation program. So now it's like, okay, so that's a project for one quarter. Once it's in place, then it becomes your process. You're just executing that SOP. We're going to measure it and Dr. Pete, you're going to have KPIs that show up on the scorecard and dare I say, on the scoreboard that drive our team meetings. There's a big difference between saying this is a process and, and this is a project. And we want to make sure that we're differentiating those so that we're not just taking somebody's job description and moving it onto a project planner and just basically defining and unpacking their job description. 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, 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 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 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? If this sounds like you, then the remarkable CEO program is for you. Just last year, 53 of our remarkable clients received the 77 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.

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.