284 - How to Assess 2024 To Plan for 2025

This is all about setting yourself up for the most powerful, productive, and profitable, remarkable 2025 possible. I can't overemphasize the importance of these two episodes, Dr. Pete. And setting yourself up with goals that you know are intelligent, they're data driven, so that you're not yoking yourself or your team with. With goals that you've pulled out of thin air. Because if you're guessing, you're stressing, you're stressing yourself and you're stressing the rest of your team. Dr. Pete. The most important work we do all year.

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.

And we're coming to you. It's Black Friday, and so I'm wearing black. Dr. Steven, you got some dark on. I think we. We dressed appropriately coming in on this awesome Thanksgiving holiday weekend. Nothing I'd rather be doing right now than taking some time and being in the studio with you. So I am very grateful and thankful for you, sir, and just grateful for this time. I'll tell you, our topic today is going to be something I think all of you are going to get a lot from. But even if you think about Dr. Stephen, the. The idea, the behavior that we go through on a Thanksgiving holiday, what are we often doing? We're looking back and we're saying, hey, this is what I'm grateful for and thankful for. So the idea of last to now and this discipline that we have built into our culture is. It's actually a discipline that I think humanity actually does and should do, which is the looking back and remembering what we're grateful and thankful for. So on this Thanksgiving weekend, when we're recording this podcast, and I'm just grateful for you, sir, and I'm grateful for all of you who are listening to this podcast. Regular listeners, thank you for being a part of this program for us. Thank you for the encouragement that you share with us, those of you who send us messages and leave us reviews and share it with your colleagues, people you care about. Very, very grateful for you and grateful to be on this journey with you.

Yeah. Dr. Pete, Happy Thanksgiving to you. I'm very, very thankful for you buddy, for our friendship, for the camaraderie, the fellowship, just the, the. To be able to, to be on this journey together. Brothers in arms in man, you just bring so much to our, to our company, to our clients, to chiropractic man. So appreciate you. What a pleasure to do this podcast with you. This is our touch point, right? This is like our. Every, every week we come together and you know, we used to say, hey, we'll do the Better Results faster workshop every Wednesday night. Not because we have to, but because we get to, right? So. And I knew that if I didn't deliver that Better Results faster workshop from my belly, from my heart, from what was going on real time, my head would explode, right? So I feel the same way with the podcast. It's like podcast is my outlet now. I so love our Friday morning record sessions. And I think that there's probably value to making the invisible visible. Like it's 11 o' clock in the morning right now. Like, so we meet at 9 on Fridays and we work together to craft a story, to curate a message with, for a series of episodes that will record. And you know, we don't hit record until we're in a state where like, yeah, we're, we're ready to deliver, right?

So.

And to know that we have something that is going to, to move the ball down the field for our listeners because we're both attached to one thing and that's better outcomes and better experiences for our clients, for chiropractors, for our listeners, for our followers, man. And today is absolutely not an exception to that. It's more than a tradition. It's more than just a fundamental, you use the right word. It's a discipline. It's a discipline that we do every year. It's the last to now assessment process and it's the now to next planning process, right? So we, we're doing the first the. This was part one of those today that you're listening to. Part two will come out next week. And we are just looking forward to these every year to do these because we know that this is literally the most important way to end the year, right? To get into a state of reflection, where did we win? What we learn? And from that, let that inform the planning and preparing to execute for the next year. Uh, this is the. We've habituated this, right? This is this. We always study successful people and this is a common characteristic. It's a common trait. So, Dr. Pete, we both study success, right? So specifically we study successful people. And even more specifically study successful business people and most specifically successful chiropractic business people. Right. So I know that feels like I just got super myopic on that. But the truth is, is that I love what Tony Robbins says on this. Success leaves clues and one of the things that we'll see that's a common behavior is the orientation towards vision casting, quantifying that vision story in goals and goal setting. Right. So it's a critical part of our role. This is the Remarkable CEO podcast. If you're going to be a remarkable CEO, you are an A player and a players need to have clarity of vision. We need to have goals that those need to be quantified. It needs to be objective, it needs to be measurable. We need to get feedback. So this last to now conversation is just so critical. So just in preparation for today, we know how we're going to use this. Yes, this is going to be a podcast. Yes. It's going to live as an asset in our, in our resources in perpetuity. It'll definitely be a reference point for the year, a touchstone. Yes. We're going to drive all of our masterminds in the next couple of weeks will be last to now with all of our coaching clients and then we'll do now to next. Right. So this is, you know what, what we're doing is I think probably the most important work of the year. So I don't want to be over, I can't over promote the importance of the commitment to this. And I know what's true is some people will listen to this and be like, oh, I've heard this before. Oh yeah, they'll roll their eyes and, or maybe they're just cruising around and they're, you know, driving in their car or they're running on the treadmill. And that's great. I would love that you that you guys are listening to this as you're living your lives. But Dr. Pete, this is an episode where you're going to want to slow down, right? So there's going to be one where you're going to need to slow down to speed up. You're going to want to watch this, right? Because we're going to do a screen. We've got a screen share going on. We've got slides, we've got exercises, we've got this giveaways here. There's assets and resources. We're going to be, you're going to want to download those, you're going to want to print them out. You're going to be sitting at the kitchen table with a giant cup of coffee.

And you're going to want to be.

Able to hit pause on the YouTube channel, right? So you're going to be watching this on YouTube, right? So you're going to want to be able to see the screens. You want to be able to see us walk through examples, etc. This is all about setting yourself up for the most powerful, productive and profitable, remarkable 2025 possible. I can't overemphasize the importance of these two episodes. Dr. Pete and setting yourself up with goals that you know are intelligent, they're data driven so that you're not yoking yourself or your team with, with goals that you've pulled out of thin air. Because if you're guessing, you're stressing, you're stressing yourself and you're stressing the rest of your team. Dr. Pete the most important work we.

Do all year, you know, I was thinking about a few things when you were talking there. And I was thinking about getting in state and I was thinking about, you know, if you're going to go do a talk, let's say you're doing a workshop at the dinner or you're doing a advanced workshop in your office, a better, you know, body signals class or your better results faster workshop. Or think about all the preparation and work that would go into that. Think about the state that you're in when you walk into that room. Think about all the work that goes into thinking about what your opening is going to be and the first story you're going to tell and how you're going to engage in the audience and all the little things that you're going to do and all the work that goes into every slide and everything that you do. Think about the amount of effort you put into just one workshop for 30 people, 20 people, 18 people with the goal of getting maybe seven new patients out of it, maybe a few referrals, maybe sell a few things as a result of it. Think about all the energy and effort. What kind of energy and effort are you putting into getting ready for your board meeting? What kind of energy and effort do we really put into getting in state for the assessment of our year, the planning of our year? Do we even scratch the surface of the amount of energy and energy, time and energy and effort that we would put into? And I use give it getting ready for a workshop an example maybe because some of you can relate to that. I know how I prepare for things. It takes weeks of thinking about it and what's the story and stories I'm going to tell and what's the best transition that from, from this transition to that one. And I got to make sure that one ties in really well so no one gets lost. And think about that, that amount of energy and effort, that intention, that state that you are in when you execute something that's meaningful.

Why?

Because on the other side of that, what is there a life to be saved that's another patient that we can rescue from the clutches of the medical paradigm. Bring them into vitalism, bring them into the truth about God's laws of health and healing. Set them and their family on a trajectory that's going to change the course of history for that family forever. That's what energy goes into me making sure I execute. And this, my friends, is going to affect the lives of hundreds and thousands of families and people. How well we going? So I just want to have everybody vibrating at another level right now. I want you to like, like you said, you need to pull over, get off the treadmill, whatever, or just listen right now and then set a time block where you can sit at the kitchen table with the coffee and just get into state and then go through what we're about to go through and do it better than you've ever done it before. Just say, I'm gonna play at a higher level, I'm gonna show up at a different level. And these two episodes, the last now and then now to next are not boxes you check on the to do list. These are. This is the work. This is the work of the remarkable CEO. Like you said, this is the work of that a player. So Doc, Steven, you know, Dr. B, you're right, man.

This is the digging the trench. This is setting the forms, this is pouring the concrete for 2025. You are poor. You are setting the forms, pouring the concrete for 2025. If you're, if you're still thinking, oh yeah, I just want to finish out the year and then go to the holidays, whatever. No, no, no, we're already into next year. Like you're like remarkable CEOs. We are visionaries. We are three years ahead, three year view of our business. We have a one year very clear vision story to cast our team and we have a three month action plan. Like this is the action plan right now. Like, yep, we're gonna, we're gonna button up this year. So strong ending with such momentum where it's gonna carry us through. We're gonna take a beautiful two week break, right? So we're going to Costa Rica. Man, I cannot wait to get in that 84 de water, it's like we have board meetings three times a day, right? So it is going to be pa My crew and we're going to be. I cannot wait for that. But you know what? It's going to be so satisfying to jump on that plane to head to Costa Rica knowing that this part is already done, this work is already done. Like going 100 miles an hour going into 2025, taking a couple weeks off and just. And the jet is already in the air, right? So it's like this is, this is what we want for you guys. So, you know, preparing for today, I mean, I'm up 5am this is seven days a week. You know, I got my morning rituals, getting my heart right, getting my head right, getting my state right. Yeah, I have my buddy Paul Marson coming over this morning. Paul, if you're listening to this. Love you, bro. Paul will come over. You know, we. I had the firing up the sauna, had the sauna going this morning, first thing, built a fire, had a cold plunge on ice, like ready to rock and roll. And you know, we saunaed first and then we jumped in the cold plines and then we had a giant cup of coffee and just had great conversation. Then I jumped right on with Dr. Pete. 90 minutes with Dr. Pete. I could go to bed right now. It's 11:00am it says we already had an awesome day. Like had a rock and roll day.

What are you doing to prepare so that you're showing up as the remarkable leader? Like, who do you need to be to do the assessing? Who do you need to be to do the planning, preparing so that you can execute? Right? So there's so much deep work here, guys, before you will be at your. And I hope we're just recognizing right now that we're meeting you where you're at. And this should be energizing and encouraging to you, right? So just by getting into state, you're going to perform at a higher level. Dr. Pete, I can't wait to get after this.

And I'm going to say this too, because you might say, well, where are you at in the journey, right, in the terms of launch, build, scale, exit? Because we know that everybody is listening here. You got launchers, builders, scalers, exitters. In terms of our four seasons of the chiropractic career, which we want to do the arc of your journey of your career with you, we love that all of you are tuning in. You know, when you're in a season of launch versus build versus scale versus Exit, you might show up. There's a different way you're going to show up. Here's the reality, though, for all of us who you showed up a year ago at whatever season you're in, you need to show up at a higher level this year, especially as you ascend, as you ascend in your journey, as you go through the four seasons. Like, you can't ride the coattails of who you were a year ago because who you were a year ago is not going to get be the person that you need today. So I'm hearing what you're saying, Doc, and saying to, to every one of us, this is a inside out. This is the invisible becomes visible moment. This is the invisible that's going to become visible. This is the deep work, that foundation, that concrete that you walk on. You don't realize your feet are standing on it. But if you didn't lay that form, you didn't pour that concrete, you could be, your foot would be stuck in the mud. You just lost your boot because you didn't tie it tight enough. You're literally with one shoe on right now. That's the difference. If you don't do the deep work, you're going to end up in a spot where you're going to be, you're, you're going to be stuck. And that's why we're doing this work right now, going into 2025. We're already ahead. This is a now next and ultimately conversation. And right now we're going to have the now what we like to say. Duck.

Steven.

The brutal facts conversation. Some of them are brutal, some of them are just facts. The reality is we're going to ask two questions. Where do we win? What do we learn? We're going to use this intelligence to move forward. That's why looking back, we look back to look ahead. That's the key here. I look back, I'm not going that way. I look back to look ahead. It enables me to see more clearly where we're moving forward.

That's right. All right, so in keeping with the building.

Analogy here, so there's two types. There's two scenarios. Maybe there's a third, I don't know. So one scenario is, oh, yeah, I'm going to wait, I'm going to get through the year and then I'm going to start this process in January when I get back from the holidays, right? So imagine, imagine that, right? So that person is showing up to the work site and it's like, maybe, maybe there's some rubble around the lot, maybe there's some things that need to be cleared up first, you know, so then we got to, then we have to order some supplies, right? So. And we have to wait for that to get shipped in, right? So then we got to find our contractors maybe. And then we got to start like digging the hole where the forms are going to get laid. And the, and we're, then we're going to order some concrete, mix that up, we're going to pour that, and then we have to wait for that concrete to set up right before we start the framing process. Process, right. Imagine, imagine the people who said, no, no, no, no. I do that at the end of the year. So that when I show up to the work site in January, the forms are set, the foundation is solid and I'm ready with the piles of all the materials and my workers lined up, hats on, gloves on and being like, let's rock and roll. Think about that. That is just like wild. Those are wildly different scenarios as to how that year is going to go. Right. So let's put on our belts, let's put on our hard hearts, hard hats, let's pull on our gloves and get to work. Let's do our last analysis assessment. Dr. P. We do this in the board meetings, getting ready for board meetings that'll be coming up. Some people like to do it at the end of the year, some people like to do it at the beginning of the year, meaning fourth quarters board meeting. I like to straddle it, honestly. I like to do the assessment process on the first half of it and then start to set projections in and then buttoning it up on the second half. I just have always liked doing it on both sides instead of straddle the holidays so I can get everybody sparked and clear and running and gunning on the backside of that. I don't think that there's a wrong way to do it. I think it's, there's always a trade off, right. So it's like I've done it before the holidays, I've done it after the holidays, and I've had a straddle approach here recently that I really like. Maybe that's a conversation for a different day, but we're getting ourselves ready for our board meetings to do our vision casting, right. So where are we going? And then marketing, which is how we're going to get there, and the goal setting and then the remarkable product and process, all part of our board meetings. I love to start here with the appear process. And the appear process is the remarkable CEO's process for manifestation. Right? We all love the law of attraction, right? We get that. And there's some validity to that for sure. I'm not poo pooing on that. But if you're anything like me as an entrepreneur, we love to be able to feel like we're participating. I don't want to just sit there with my legs crossed. Visionary and just humming and hoping the universe is going to deliver it to me, right? So I think that God gives us a piano and he wants us to play, right? So this is like at the end of the day we're going to participate and this is how we make our vision of the next iteration of our business appear, right? So here's our action plan. It's Assess, Plan, prepare, execute, assess, report and repeat. Dr. Pete, the looking back, the last to now is the first part of this process. And this first episode is all about assessment, right? It's the assessment of 2024. Looking back, where do we win? What do we learn? And let that inform the now to next conversation that we'll have about 2025.

So there's going to be a couple of different people listening right now, Doc. You know, one, one of the groups of people that are going to be listening are people that have done this. Like you did this a year ago with us. So you're listening to this and you're like, oh yeah, I know about the appear process. I know about this manifestation formula. I know about being a participant. I know about this. And this is going to be. We're just going to build upon the foundation of what you know and maybe how well you did this. Some of you are listening and this is your. You've never heard this before. You're obviously familiar with the concepts of what we're discussing, but maybe you're not familiar with the appear process. So just from a high level perspective, this is a process, Dr. Stephen, that you know, we developed just through the process of teaching and coaching and we organized into a acronym which I think are really helpful, you know, these heuristics like you said, for, for memory. But the appear process is a formula. It's for the manifestation. And you use that word manifestation and you use the word participation. This is a, this is something that you do. You get to do, you get to be a part of this process and you invite your team into this process and we do it together. But it starts at the top, which is with you as the leader of the organization, that visionary. And so the, the appear process A is Assess, plan P is the first P is plan. The second P is prepare. Then it's E, which is execute. Then it's A, which is assess, and then R, which is report. And then there's another R. Repeat. Right? So, you know, it's, it's a whole process. Today we're just going to be focusing on the first step, which is the A in the process. And this is a big piece of the puzzle. It's actually a significant part of the work that gets done in the appear process is the A. And oftentimes this is something that's overlooked. It's completely missed. It's just like if you're like many CEOs like, like myself, you like to look ahead, you don't like to look back. You much rather just, just, all right, press delete. Just, let's just move on. And it's like, no, no, no, you have to look back. You have to discipline. So I want to challenge some of us who are maybe prone to just wanna, you know, close the door on that and just move forward and just kind of like start fresh. Yes, you're going to get a fresh slate of paper for the next, but you've got to be able to look back. So I just want to encourage some of you who just maybe don't necessarily like the discipline of looking back. You, you find it to be a bit, you know, of a waste of time or struggle maybe. And here's one of the reasons why it may be true for you. You probably just don't have the data, you don't have the discipline in place where you've done the appear process. But if you do the appear process as we teach it, you will have all of the resources that you need, Dr. Stephen, to be able to do this in a way that's very productive. It's a productive exercise for you if you follow this process and you do it repeatedly. Like you said, discipline, year over year, if we do this. So I just want to encourage you, whether you're familiar with this process or unfamiliar with this process, wherever you find yourself, this is a discipline. And the first part of the discipline is looking back intentionally. And we're going to show you how we do that. But again, if you've done this with us in the past, you know how we've done this. Because how you build it, right, is what we're, how we're doing it now. So starting with the a, the assess. Dr. Steven, we're looking back.

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, 1st 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.

So, you know, I, I love to compare the way we do it now with the way I used to do it or we used to do it. Is, is the pain of how I used to do it in practice and then the pain of how I used to do it early on in our coaching business. But now across multiples, five different businesses. This is how we do it now, right? So, and how we've been doing it for the last 10 years. So we're guys, we're just preaching what we're practicing, right? So been there, done that, pulled the numbers out of our butts, hang them up on the wall in front of our team, got somewhat of a buy in, had to coerce, convince, beg, plead, you know, like them to get behind it. Like they knew we were guessing and we knew that we were stressing out ourselves and we're stressing out everybody on our team because we were guessing. It wasn't data driven, full of passion and purpose and gosh, we believed it, right? But that's not the same as Being a data driven business. So trust me, there's an inverse relationship between your data, the levels of data that you're using, and the drama that you'll have in your life and in your business and on your team, right? So in a high data environment, you have low drama. In a low data environment, you have high drama. So if you're anything like me, I'm allergic to drama. Ask anybody that works for me or is around me. It's like, I just am allergic to drama. It's like, how do you offset drama? Have more data, right? So we love to say you should be one part gut, two parts data. That means one part instinct. Bring all of that talent and experience and your instincts with you. Don't abandon those at all. Just buttress that instinct with data. Right? So we want to make sure we're running data driven businesses. I can tell you now, every year we get better at this. It's amazing to me how my CEO and my CFO are able to do our projections into the years. We're talking about a multi, multi, multi million dollars per quarter business and we are nailing it within percentiles, like across the board. I'm in. I'll be honest with you, I'm awestruck by it. Because you'll look at the beginning of the year and you're like, okay, and away we go, right? And it's like, look at all of those numbers. Holy smokes. And then you're 3/4 in, 4/4 in, and we are within 2, 3 clicks, 2, 3 percentage points of the numbers that we projected 13, 14 months ago. It's unbelievable. And we're trying to teach you this because it creates enormous confidence for you and for your team and also peace. Peace of mind, right? So, Dr. Pete, you always like to say, I like to work from rest. It's like you need to have this peace of mind. If you're guessing, you're stressing. And the opposite of that is being data driven. So this is what that looks like. It's something that we teach. It's called the base case. When we look at base case scenarios Again, get on YouTube with us right now, guys. You should be looking at the screen. You're going to want to be looking at the screen during this conversation today, right? So we're looking at the base case scenario. Everybody talks about best case scenario, everybody talks about worst case scenario, but nobody talks about base case scenario and base case scenarios. First, from statistics. This is statistically the most likely scenario. Right? So you know what is the best predictor of the next 12 months performance. It's the last 12 months performance. The expression, what's the best predictor of tomorrow's weather? Yesterday's weather. Okay, so what we want to do is we want to look back and we want to say, okay, so what did we do in 2020, 2024 compared to what we did in 2023? That's going to be the best predictor of what we're going to do in 2025 compared to what we did in 2024.

Right?

So we like to use revenue because frankly, all roads lead to revenue and profit, right? So it's like, let's talk about revenue. Let's use top line revenue, right? Or what we call collections in chiropractic, right? So top line revenue, because everything else should drive revenue, right? So driving revenue is the priority here, okay? So. And you can extrapolate out all of your other performance, operational performance metrics from top line revenue. We're going to show you exactly how to do that and we're going to give you the tool to use. Okay? So guys, you're going to get a lot out of this episode if you apply yourself, right? So first thing I want you to understand is the power of base case scenario in predicting and setting your goals. All right? So let's say in 2022 you did a million bucks, and in 2023 you grew to $1.2 million. That is a 20% top line revenue growth yoi or year over year. Okay? Year over year growth of 20%. So the best predictor of 2024 compared to 2025, the growth you'll see in 2025 is 20%. Okay? That's the base case scenario. So you will continue to grow at 20%. It's statistically speaking, just the most likely scenario. Even if it's 50.01% likely, it's still the winner, Right? It's what builds hotels in the Las Vegas. This is base case scenario, right? So this is the statistically speaking most likely scenario. So set your goals based on base case scenario. We're going to show you how to do that and extrapolate backwards all of the operational performance metrics through attraction or marketing and lead generation, through sales or the conversion process, through delivery, or your retention process all the way through to the financials. Right? So the collection side of it, Dr. Pete, base case scenario is how you set your goals and you set yourself and your team up to win.

So if you're looking at this screen, you know you're thinking, okay, doc, I'm tracking with you. I see it, I see base, I see worse, I see best. I just want to make sure everyone, if you're like me, you're probably thinking about all the things we want you just to focus on base right now. That's what we're doing. There is the. There is a best, there is a worst. Now, if you want to, you know, learn more about this, you can go back to other episodes that we've done where we taught, you know, the, what we call goal setting. So if you go to the remarkable practice dot com, you go to the podcast section and you just type into the search, just put goal setting. There's actually several episodes, Dr. Steven, that we've done historically on this, so I know we're not gonna be able to do a full episode just on goal setting and differentiating base and best and base and worse and how you navigate all that. It's a really important episode, wicked important episodes that we've done. So I just want to make sure that for all of you who are really leaning in right now, and he said, show up at your, you know, kitchen table with your coffee, you're also gonna have to listen to other podcasts and things that we've done that's going to help you understand the depth of what we're getting into today. Even though today in and of itself will be probably more than enough, you're going to want to get some of that data. So just remember that and please go back and reference that and those episodes that we've done teaching you goal setting and teaching you the difference between base, best and worst. That's really going to speed up this process and help you have, have a deep understanding. So, Doc, ste, what I like and what we're going to jump into now is a framework that we again have created to organize your goal setting, to organize, really focus ultimately when it comes to you and your team. Right? Because we know the difference between busy and productive is focused, being focused, but being focused on the right things. And to be focus on the right things, you got to know what to focus on. You got to know your numbers. So data. Dr. Stephen, there's no better framework that I found and, and this is great feedback we've gotten from our CEOs is how powerful this one tool is. So this is going to be one of the things we're going to give away today for you. So it's called the lead flow worksheet. It'll be in the show notes. You can, you can download that and make sure you do, you're going to want to get a few of them. You're not going to need just one. You're going to need the whole potential, a little stack of them.

You'll be printing out copies of this.

Yeah, printing multiple copies. So print a bunch of copies of this bad boy because you're gonna need it for just, even this episode and just doing the work. And don't get worried if you kind of have to scratch it out and redo it and do it over and over again. That's actually part of the process. So it's about. So this is, this is a great exercise. So, Doc Steven, even as we go through this now, you know, we're going to give you some examples today. We're going to give you an example of like, okay, what was it going coming out of 2023, going into 2024? And here's what our performance metrics were in relationship to our goals. Use all of this as, as a teaching moment for you. And then you're gonna leave this episode and you're gonna go into your data, into your metrics, and you're gonna start plugging in your actual number. So, Dr. Steven, for the sake of, you know, everybody who's watching. Yeah, this is really gonna help you if you're just listening. Again, regardless, one way or the other, please print off these worksheets and use them now while we're doing this, this 100%.

So again, advocating for you to watch this on YouTube and follow us on YouTube. Right. So when you're looking at this lead flow infographic, this tool can be used one of two ways. It can be used to set goals and it can be used to assess how did you do relative to the goals you set. And we're going to talk about both of the ways you're going to use this tool in the next. In this episode, in the next episode, and last to now, and now to next, you are setting goals and then you're comparing how did we do relative to the goals that we set. And then we're going to set the next goals after we do our assessment. Right? So this tool, when you use it from the right to the left, you're reverse engineering your goals. When you use the tool from the left to the right, you're assessing how did we do with our real outcomes. Okay, so from a high level, guys, what you're looking at is we're assessing the business, right? So we're looking at this from a place of like, okay, at the core of the chiropractic, business model is we have five domains. We've got marketing, attraction, conversion, sales, retention is delivery, then we have team building and then we have collections. Right. So this graphic is really a representation, captures attraction, conversion, retention and collections. Right. So the team building is actually the section in the middle, which is where we're assigning KPIs so that people have accountability around this. If you want to learn more about that, make sure you come to the team building immersion. That is at the end of January, beginning of February. So 31st of January, February 1st, that's in Tampa for the US audience, the global audience, and then in Australia, it's the last weekend in February. So it's like February 28th and March 1st of memory serves. And I'm heading over to Brisbane for that also. Right. So we're going to have the team building immersion. We're going to unpack this fully. So if you need more help with this graphic, we're going to spend a lot of time on that because this is an incredibly powerful tool that will turn your team from believers into understanders. Because you just like your patients, you don't have to believe this. You can understand it. Once you, once you understand it right, then you'll have the confidence that it takes to execute it. Right. So we actually teach your team how to use this so that they understand how to achieve these goals. Right. So what you see at the bottom here, what we're doing is we're extrapolating out what is the average revenue per patient per month. That's one of the numbers that you're going to extrapolate out. So you're going to need how many active patients do you have and what are your collections? Right. So you divide your collections by the number of total active patients you have, and that's going to give you your average revenue per patient per month. It's an important number. Everybody should understand what that number is. Imagine you had 300 customers and you collected nine, ninety thousand dollars. You take ninety thousand divided by three hundred and the average patient or customer pays you three hundred bucks a month. So that's a number that you want to understand. Right? Because you're going to use that number, we're going to hold that as a constant. Okay. So asterisks on that, it's just holding that number as a constant. That way we can extrapolate back what do we need to see as far as performance metrics for every other part of the business. Right. So if we use this graphic, using that revenue per patient per month, we can Assess the monthly performance metrics of all the other operations. So what you'll do is you'll figure out exactly how if, if you have, you know, 300 total active patients right now and the average one's paying you 300 bucks and you have a goal to increase the business by $10,000. You take 10,000 divided by 300 bucks and you find out, oh, I need 33 more people a month paying me that to get to that number. Right? So for example, I need 33 more clients, total active clients. Right. So our total active patients. I'm going to show you the numbers in the box for now, but I just want you to just look at this infographic and recognize what we're doing with it. We reverse engineer all the way up, we go backwards. Well, in order to grow the business by, you know, X number of clients over a three month period, we need to see a monthly growth, right? And that's what your net momentum will be is the number of human beings you're taking care of. That's got to go up positively if the business is going to grow because you need more customers paying you what the average customer pays you per month to grow your average monthly collections or your monthly collections. So we know that some people join the practice, some people reactivate the practice and somebody people quit the practice, right? So that is your net momentum calculation. So you have a certain number of people that join new patient conversions, you have a certain number of people that reactivate, right? Those are reactivations. You add those two numbers together and we have a certain number of people that quit every month, right? And that leaves us with a net momentum or a net mo. Is the practice growing or shrinking based on the number of humans that we're taking care of? Right? So you can see that we can go rever in reverse all the way back. We know that, you know, we've got new patients that converting, they had reported findings. Well, not everybody converts. So we have a conversion rate up top, right above that, right? So you've got a certain number of people that get reported findings, recommendations for care, and a percentage of those, your conversion rate become new patients. That's, that's the bubble up above there, the cell above there. You have. Well, we know that not everybody that comes in for an exam comes back for their recommendations for care, right? So you have a, what's called a stick rate. So we use our historical performance and we calculate how many people that come in for a day one, come back for a day two, for example, Right? So that's a stick rate. We also know that not everybody that schedules to come in for a day one or a new patient exam actually shows up. And that's called a show rate. So, Dr. Pete, you can see you can go all the way back from, hey, how, what's our net momentum? Are we growing or shrinking in the number of humans that we're taking care of all the way back to? Well, in order to get hit that number, with our current performance rate captured in the bubbles above, how many new patient leads do we need to have scheduled every single month in order to achieve our net momentum? Right. So we can achieve our revenue goal? So now you can see there's a total intelligence and we are not guessing at all. Right? So we're using the historical performance data from the way the practice has, has operated for the previous 90 days to predict how is the practice most likely going to behave in the next 90 days. Dr. Pete I love this graphic because it allows us to just intelligently reverse engineer all of our goals.

It's one of the most complete exercises that you're ever going to do in your business. And as you said earlier, you know, drama and data have an inverse relationship. This is about having the data as you assess your business and as you plan and prepare for the future. And so it's vital, every piece of this is vital. And I, I think for all of you who are listening right now and you know, for, for a lot of you, you know, we get to work with you and you know, we've seen the fruit of this exercise and of this tool manifest in your business, just doing this and having clarity and having visibility here. So I, I'm looking forward to hearing more great feedback on this, Dr. Stephen, because even the one example you gave us, which is the revenue per patient per month, this is such a powerful. Some of you maybe have never thought this way before because you think, well, we do more. You know, we're paying full model or we have a bunch of PI and the list goes on and on and on and on. Listen, we're just keeping it so simple for you. You heard the word average, you heard the words, please don't over analyze this. It works. Trust me, it works. It'll all work out. You just got to trust us and trust this process. We've done this thousands of times and you just got to trust the process. So don't get caught up in any of this. Trust the process. When you come up with that revenue permission per month is exactly what Dr. Steven just said how to do it. Don't overthink it. It's the revenue and it's your tap and that's how you get it. It's just don't overthink this and overcomplicate it. Dr. I just have to say that because a lot of people will get frozen right here and they won't even be able to get past this one point.

Yes.

And so I just want everybody to don't overthink it. I'm not saying just blindly trust us and go through this process ignorantly. I'm talking about the fact that we've done this thousands of times in practices and we've tested it in many, many times with different numbers. And this is, this work. It works.

So that's right.

We just want to encourage you to just trust us in this process because this is going to be transformative in 2025 moving forward and beyond. If you begin to organize your business, your goals, and even just your audit and your assessment of your business this way.

And the reality is, Dr. B, is this what we're, what the conversation we're having is about is about a chiropractic business?

Yes.

So if you have an MDDC medically integrated, that's not the business we're talking about, Right? So if you, if you're running a functional medicine, you know, virtual that. That's not the business we're talking about. We're talking about a chiropractic business. Okay? So if you have multiple things, we're talking about the chiropractic value center inside of your business. So if you thin slice all the value centers of your business, oh, I have this going on, that going on. I've got this. What does it cost to be a chiropractic patient in your business? That's what I'm talking about. Right. So this is about your chiropractic business. So that being said, we use some examples, right? So here what we're doing is we're saying comparing September, which is the end of Q3, in 2024, we want to set a goal for the end of Q4. You can see above goal setting for Q4, 2024. The goal is by, by December, we want to be collecting 100k. So we collected 90k in September. By the end of December, in December, we want to collect 100k. So there's a, you know, it won't be a perfectly linear progression, but we want to be continuing to grow. Right? So there's a $10,000 delta between December and September, and we want to make that up. So we, we, we need to know how many more customers do we need to have in this example, paying US$300 per patient per month. How many more customers? Well, it turns out that 10,000 divided by 300 is 33. So we need to go from having 300 customers to 333 customers. Okay, so total active patients or tap. Right, so we need to go from 300 tap to 333 tap. Okay, we need to grow by positive 33 netmo over the next three months, which means on average three months. Take the 33 divided by three. Then each of the three months, we have to average 11 positive 11 netmo. That's where that netmo 11 comes above. Right? So now these are all your monthly performance metrics up above. Okay? So you plop that 11 right there in Netmo, and then you can see these bubbles above. Churn rate, reactivation rate, new patient conversion rate, stick rate, show rate. These are your historical performance metrics. This is what had happened previously in the previous 90 days or the previous nine months. Whatever represents your business best. Put those performance metrics up here and then just reverse engineer it. Right? Remember, we're goal setting, and the best way to set goals, the best predictor of tomorrow's performance is yesterday's performance. So we use real numbers here. Okay? So if you don't have these numbers, I'm knocking on your door right now. You got to get your numbers right. Like if you don't have your data, the only thing worse than no data is the wrong data. You have to have your numbers here, right? So this is again what we have to be a data driven business. Otherwise you're guessing. And when you're guessing, you're stressing, stressing you and everyone else, you're going to yoke with these goals, right? So what we did here is we recognized. All right, so we, we have a churn rate, in other words, of 3%. In other words, on average, every month, 3% of our total active patients quit. Okay, that's, that's actually the remarkable standard is 3%. So we use 3% in this example. On average, we've got 300 total activations, and on average we lose 3% quit. They go inact every month. So 3% of 300 is 9, right? So we know we're gonna, we know we're gonna lose nine and we're trying to get to a positive 11. So we need to have what? We need to have 20, right? So a positive 20 joining. Well, there's two types of people joining the practice Newies right? New patients that are converting, new patient conversions and reactivations, right? So what we know is we're reactivating at a 0.1% rate. So in essence, if you've got 300 total active patients, I'll bet you dollars to donuts you've got 10 times that many people that are previously active patients. So take that, tap that 300 and multiply it by 10 and it's gonna get you to 3,000 for this example. But here's the thing. You should have a previously active patient list, so you should know exactly how many that is. Is it 3? Is it 3000? Is it 300? Is it 1900? What is that real number? Right? So take the number of people that go inactive and divide it by the total active patients, and that's going to give you a churn rate, okay? So here we have the rate at which people are quitting, and it's 3%. So we know we're going to lose nine, right? So we're reactivating 0.1% of these people, right? So reactivation rate is people that are previously active patients. We're going to look and we say, okay, so we've got 3,000 previously active patients, 0.1% of them, because we see about three a month reactivate. So three is 0.1% of 3,000, right? So we end up with three. So we know three are going to come back, but we're still going to lose nine, right? So we need to get 17 to get to 11. So we need 17 new conversions. So if 17 people recon, convert to care three, reactivate. Now we got 20 joining the business, 20 on the way in, nine quit. So nine on the way out. So we've got a positive 11 net momentum. Well, we know, not that we know that not everybody that gets a report of findings and recommendations for care, they commit to care historically for the last three months or nine months, whatever, you're using 74% conversion rate. That's what we're seeing for people on getting reported findings and recommendations for care. We convert 74% of new patients. So we to get to 17, we need to do 23 reports at 74% conversion to get to 17. Because we're going to have three reactivate and we're going to lose nine to get to our 11. Well, we not, we know that not everybody that gets a new patient exam comes back for the report of findings. In fact, We've got an 88% stick rate, okay? So from between what we call day one and day two, so to get to 23 report of findings so that we can convert 17 of them at a 74% conversion rate with 88% stick rate, we need to have 26 new patient exams to get 23 to come back for reports. Now we know that not everybody that schedules schedules for a new patient exam. Let's call it a day one, not everybody that schedules shows up. In fact, we've got an 87% show rate for people that schedule to come as far as a new patient that actually show up. So we need to schedule 30 new patient leads. Dr. Pete. To actually get 26 opportunities because only 87% of our leads show up. 88% are going to come back for the report of findings. 74% are going to convert to care. So now we have 17 new ones joining the practice. We're gonna reactivate 0.1% of our previously active patients. So we got three more we're gonna pick up every month there. So now we got 20 joining, 3% quitting because we have a 3% churn rate. Nine are gonna leave. Nine is 3% of 300 total active patients. So we gain 20, we lose nine, we have a positive 11. So, Dr. Pete, we distribute those 30 new patient leads across internal and external and digital lead gen, right? So now what we're seeing is just an even distribution. Just for shits and giggles, we said 10 internal referrals, 10 from external activities and 10 from digital marketing gets us 30, which gets us to our 26 day ones, which gets us to our 23 report of findings, which gets us to our 17 conversions plus three reactivations. Losing nine gets us to our 11 positive net mo on average for three months. Eleven times three is 33 takes our total active patients from 33 to three hundred and 33, each paying 300 bucks a month. 300 bucks a month on average gets us to $100,000 in December. 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. 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 when 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 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 30, 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 in creating the business that supports your remarkable life, not competes with it.

So Doc, Steven, this is just great. And again, like I said, if you're not watching this, it's, you know, you're trying to track him, track with him. And you're not gonna, you're gonna lose them. So definitely go to YouTube and watch this and just see how it is plugged in here. It's, it's, it's really clearly done. What I want to make sure everybody heard was because we've done these exercises a lot with, with CEOs is your goal was set. Okay. And then you used Dr. Steven in this scenario, used thinking base case. He used the show rate, stick rate, conversion rate, reactivation, return rate. He used those numbers that we, what were our actual numbers coming out of September? So he used our actual company's performance metrics. So arriving at 11 wasn't just, you know, pulling it out of thin air. Or up his sleeve. It literally was, I'm gonna arrive at 11. That's the goal. And so in order to arrive at 11, I'm going to use our. How we actually have performed with show rates from day zero to day one, our stick rates from day one and day two, our conversion rates from day two to day three, our reactivation rates and our churn rates. Everything is actually based on real data. Like you said, you don't want to yoke your team with these unrealistic goals that everybody rolls their eyes and here comes Dr. Steven again. Oh, my God, it's a new quarter. Here we go again.

Here we go.

You know, here we go. Everybody's smiling, nod, you know, and it's like, yeah, that's, you know, it all has to make sense. It all has to add up. So this was really, really clear. And, you know, I will say this about the 10, 10, 10 that was actually based on. We have a standard as well, which is the rule of one third. The distribution of your new patients should be a third, a third, A third internal, external, digital. So I like that we use that anyway just for the sake that that's something we are driving towards. We want all of our organization, everybody that we work with want you have a nice even distribution of your new patient flow. So we're not too dependent upon one or the other at any given time. So with that, Dr. Stephen, let's jump into now this scenario. Scenario number two, if you're looking at this, which is the actual. So at the end of December, we're saying, hey, this is how it shook out, for example. So let's jump in.

Yeah. So like you said, Dr. Pete, we use the tool from right to left to set the goals for Q4. And at the end of Q4, we say, okay, let's assess so we can plan to prepare, to execute, to assess and report and repeat. Right? So first step in the peer process is assessing. Now we're actually going back and assessing how did we do? On track or off track? Right. So you can see this, the outcomes and actuals in the title of this one. Same tool, but these are the real numbers. This is how it shook out 90 days later. Remember, we had set a goal to have 10 internals, right? So we want. We wanted 10 internal lead generations. Well, you can see that eight is red, right? So that's below goal. Right? So we, we got eight instead of 10 externals. We wanted to see 10, we got five. Right? So we're way off goal.

Right.

And when it came to Digital we wanted 10 and we saw 14. So it's green, right? So you can see that this is actually above goal.

We're.

We're performing above goal, right? So when we look at scheduled new patient Leads, we wanted 30 to come in. We only saw 20 come in.

Right?

So what we're. What we're seeing, or. Excuse me, what? Scheduled to come in. We. We wanted to get to 30. We only got to 27, which is why that number is red. Right? So. But what you'll notice is that we worked on our show rate and we improved our show rate. Our show rate was 87% was where we set the goal because that was the previous quarter's performance. And we said, we can do better than that. Let's do a better show rate. And we bumped it up to 95% because we trained on it. We made. We made it important. We put energy on it, right? So we bumped that up to 95. So we only scheduled 27 instead of 30. But look, we had 95%. So 26 of the 27 came in. That's wicked. Good. Right? So then we look at, well, what is our stick rate between day one and day two, how many people that got of day one came back for their report of findings? We. We said 88 was our base case scenario. That's what we had done before. And we actually bumped that up to 92, which is great improvement. Right? So we went 26 came in for their day one, 24 came back, which is great. We look at the conversion rate. The conversion rate before was at 74%. That was our previous performance metric. We said we can do better than that. And we actually worked hard and we bumped it up to 82%. We actually saw 82% conversion. So out of the 24 that actually get reports, 20 of them converted instead of 17. Right? So we're doing better with fewer people because our performance went up. We tweaked that, right? And then look what we did. We took the reactivation rate from 0.1 to 0.2 and the amount of energy it takes to take a reactivation rate from 0.1 to 0.2 sounds something like this. Dr. Pete, we should really reactivate more patients. That's about how much. Just bringing that into your consciousness, you can bump up your rate that much, right? So instead of just three a month coming back, right? We actually saw six a month come back, right? So that's good. Right now we have 26 joining, right? That. Then wham, we get hit with this black eye right here. Oh, our churn rate increased from 3% to 5%. So our rate at which our people are quitting went from 3% of our total active patients to 5% of our total active patients. And look what happens. Instead of losing nine per month, we lost 15. So the good news is, is that we went. We actually converted 20 plus 6, so we had 26 new ones coming back. Ah. But we lost 15 instead of 9. So guess what? We landed still. And I kept this at netmo11, so just so that our brains didn't blow up. So you can see we arrived at the same place. We hit our goal. But look at this. Dr. Pete. When you look across the landscape of all of these performance metrics, some are black, some are green, some are red. And I know that you look at this the same way I look at it, which is it's not about one thing, it's about tweaking. Many things give a little improvement. Tweak, tweak, tweak, tweak, tweak. And look how this reigns through. And there's a compound effect. When you go upstream and you start improving every step of the process just a little bit, you can see that you can actually achieve your goals.

You know, I love. So I don't know if any of you have seen these, but the panel, if you're a musician, you're on stage, they have the control panel where they have the board where they have all the little dials that you can turn somebody up and down, you can equalize, there's balance fade. I mean, there's all different cool features you can do. And we have that in one of our pianos, actually, in my wife's studio. And it's amazing. But what I love about it is, like, you can just turn a dial a little bit and it completely changes the way that a C, you could play the key of C and you can change the way that that C will play. You can. So. So every little bit matters. So, Dr. Steven, what. What we're. What you're talking about is, you know what? We had a. This month as we're assessing our quarter and our year, as we're assessing, we see there are points of constraint. We see there are areas where, yeah, we underperformed as a business. There are areas where we overperformed as a business. And this is called reality. That's why we call it the brutal facts. The brutal facts are, hey, we were down in some areas, we were up in some other areas. We were. We hit in some certain areas. We're ahead, behind and on track. All the above. Guess what? Welcome to business. That is how it's going to be. And so we can look at this objectively, not emotionally, right? There was zero drama in Dr. Stevens report and review of his assessment. Assessment of our company's performance over the last quarter. There was no. There was no drama. Why? Because we had data. There was some ups, there was some downs, but in the end, look, it all shook out. We come to this meeting, we come to this moment in the assess process of the appear process with data. And hey, we still. We ended up with a netmo of 11. We hit 333 for our tap. Our revenue picture month at 300, we hit our target, increasing by 10k. So that's how we use the. So now let's have this conversation. So if you look at that lead flow worksheet and then you look at our accountability grid, you look at your grid, look at the way it's laid out. It's laid out exactly the same. Left to right. It starts with attraction. That's the top of the funnel, if you remember, from our remarkable hourglass, where, you know, everybody starts as a prospect. They turn into a lead from a lead. They turn into an opportunity for an opportunity to turn into a member of your practice, a patient.

Right.

So it all starts with attraction. So that's that far left side. So what do we do on this? By identifying a point of constraint, we found that. Okay, with a goal of 10 for internal new patient legion. On average, over the last nine days, we've averaged eight. So we underperformed. So on a scale of 10 to 1, 10 being fully optimized, one being it's broken. What score would we give this on a scale of 10 and 1? So we're not just emotionally guessing like, well, I'm going to give it a. No, no. Based on that, I'm going to give us a between a seven and eight. So let's just go seven. Why? Well, because internal new patients, in my opinion, is. Is from a culture perspective, is the essence of a healthy organization. So we underperform. We got eight out of 10 on average. I'm going to give us a seven because seven says it's not optimized. So I'm going to give us a 7. Our goal was 10. External. We had a goal of 10 on average over the last 8 days. And we averaged 5 per month over the last 90 days. So we, we way underperformed. So on a scale of 10 to 1, I'm gonna give us a 5. We were 50 of our goal, I'm gonna give us a five. So we are. It's not optimized. That is a point of constraint in our business. And, and then of course, from a digital perspective, we had a goal of 10 with a goal of 10 digital new patients run, we averaged 14, so we over performed. So that's a, that's a, that's a green and that's 10. We're gonna give that a 10. So again, part of the assessment process is just be objective. Just give it an objective number. There's a few nuances here, Doc. Steve, I'm just going to touch on.

Yep.

If you're in, if you're assessing and you're preparing for, let's say a quarterly board meeting, which is what we're actually using this for right now, and an annual board meeting. This is a great exercise for your COO to do with you. So you both actually do this exercise and you can come to the meeting like, hey, I assessed and I used my accountability grid, I scored it, and I'm going to bring that to a same page meeting. Leading up to this is the BDA before, during, after, before the quarterly board meeting, which is probably two to four weeks in advance of your board meeting at least you need to be doing these exercises. You bring this data with your COO and you begin to meet on and agree, coming to an agreement with where we are performing as an organization. Hopefully you guys are, if not on the exact same page, very close to being exactly the same in your assessment of our performance and where we found our point of constraint and how we scored that in terms of optimization. The second question, which we're not going to get into today, is whenever you use the lead flow or excuse me, the accountability grade is and who owns this? Right? We're always going to take that into consideration. We'll get onto that more as we go into the planning and preparing next because this will turn into either a process or a project coming out of that. But this is how we do it. Then we go to the conversion and we look at day one, we look at day two, we look at day three. If you look at the lead flow worksheet, we, we were green. So our, our day one to day two process was 92. So what, what score would you give that? I'm gonna give us an A9. You know, we, we crushed it. Like, we had a great quarter. We averaged 90 of our day ones or day zero to day one, we're at 95. So I'm gonna give us. Yo, I'M gonna give us a nine out of that. And then our day one and day two, I'm gonna also give us a nine there. So I'm gonna say our day one, we were. We were scoring out of nine. Because our day zero to day one and our day one of day two, we nailed it. Like, we were on track. We were ahead of track. We smashed our goal. We did great. We trained on it and we executed, and we got the outcome that we wanted. That's an example of, hey, we nailed our day one, our day two, same thing. We had a goal of 70, you know, whatever it was, 4%, we hit 82%. That's 8% above goal. We nailed it, guys, and we focused on it and we got the outcome. So I'm gonna. I'm gonna score our day two. I'm gonna say, hey, you know what? We're going to give us a 9 on that as well. Why? Well, because we nailed that as well. We saw the results of the work that we put in this last 90 days to increase our goal. We increased it by 8%. That's a historical high, you know, that we've ever had in our company's history. I want to accelerate that with everybody, and we're going to win there. And then our day threes, I'm going to give us a seven on that. Because when we looked at our retention and when we saw where those 15 people dropped out, we saw that there was a 50% of them actually dropped out within the first 90 days of care, which means we did not do a great job probably on day two as well. But I'm going to give the credit, I'm going to put it on day three to feel the weight of this, because our day three is about expectations and agreements. And I'm going to put some stress on day four, which you'll get. You'll see that when I get to the. The assessment of retention, right? Because I knew that because of where we saw so many people going active. I'm going to go back to our day three and our day four process and say, hey, you know what? We can do better there. So I'm gonna give us a seven on our day three. And then our next area of assessment is day is our retention. And the first one is the education process, continuing education table talk workshop. And what we saw was of the people that started care getting to the better results faster workshop. We actually only saw 73% of people make it to their BRF in their first 30 days of starting care. That is A point of constraint. And because people are not making it to the brf, the better results faster workshop, which is our day four, which increases the likelihood they're going to become an understander and therefore stay because they understand it under care, they're staying. We, we. We did not do that. So I'm going to give us a six on our continuing education process. We did not nail that this quarter. And that's one of the. Are you guys feeling this? This is, this is. Dr. Steven, you know, this is how we do this. And this is all the B part of the assess. We're still in the assessed part. We're just looking back, but we're doing it intelligently. We can tell the story about every single metric, every single step, every single part of the. Every function inside of the five domains, 15 primary functions of our business.

So, Dr. Pete, I love it. Loved listening to you sing that song, man. Because, you know, we both know that this is two sides of the same coin, right? So we know that, you know, we're looking at the practice and we're looking at the business, right? So this is like, we know chiropractors, you know, they don't lay awake at night worrying about their practice. They wear. They lay awake at night worrying about their business, right? So. And what we're showing you are the two sides of this business coin. You have to understand this, right? So, and it has to be data driven. You've got to be able to look at this. This infographic is a beautiful, incredibly powerful, incredibly efficient grounding mechanism for a CEO in a busy practice to work side by side. CEO and coo, or clinic director and office manager, whatever your language is, owner plus your office manager, however you view it, we view it as CEO and coo.

You're.

You're welcome to the Remarkable CEO podcast. Right, so this is the Remarkable CEO program walking this out for you guys right now, right? So people pay thousands of dollars for us to teach them this. Okay, so you are now sitting here listening to. This is how a CEO does it, right? So you look at it and you say, hey, I'm assessing my business right here. And what am I looking at? I'm looking at the five domains of this business, of this practice, and I'm looking at the subdomains underneath it. There's 15 primary functions of the business. I'm only asking two questions. Number one, is it optimized? And number two, who owns it? Okay, Is it optimized? On a scale of 0 to 10, is it optimized? Nines and Tens means we're crushing our goals. It's green. That's what you see here, right? So we're not guessing. It's. It's green and we're crushing our goals. Nines and tens, eights would be, maybe if we finish strong in December, we're going to crush the goal, right? So that's an eight. A seven is wicked close. No cigar. We're just not at the goal. But it's a seven, right? Fives are worse than sevens. Threes are worse than fives, ones are worse than. It's just, you can see you're, you're using the data of actually what happened to say, is it optimized, Right? Is it optimized? And where are the constraints of the business, right? So as you roll through this, you can see, using this data, you can speak intelligently about your lead generation, your conversion and sales process, your delivery and retention. You can speak to the finances. You are literally measuring the business and you're not guessing, right? So you're literally saying, okay, so anything that's a seven or below is a constraint of the business. So I've just assessed the business. This is where we won. See all those greens, guys? Awesome. Celebrate it. Recognize people. And this is what we learned, right? We learned that there's lots of opportunities here and this is where we need to invest time, energy, focus and money as we plan and prepare to execute in 2025, which is our next iteration. The second question is who owns it? Right? So who owns it is going to be the person who's accountable to, to that primary function of the business and owns these KPIs, and it comes out of the middle of the chart here in many places, right? So, but ultimately every one of these boxes is chock full of KPIs, who owns it. So, Dr. Pete, as we assess the practice itself, we're looking across all five domains and we're simply asking those two questions, 0 to 10, is it optimized? Anything that is a 7 or below is a constraint of the business. Second question is who owns it? And that is the person that we will employ to fix our shit, right? So in the way we do that, is is it a process or is it a project? Right, So a process, we know we simply assign a KPI to the person who owns that primary function of the business and we make sure that that's on their scorecard, right? So we're just putting energy into it, right? That's the six side of the Rubik's Cube, energizing it, making what's important. What you talk about is what you bring about, making sure that that lands on the scorecard. We push that plant out of the shade into the sunlight and let that thing go and grow, right? So we make it important or maybe it's a project in that we say no, that's it's not that we're not doing enough of something or we need to do it better, we need to do it different, we're not doing it right. So that needs to be a project. Maybe it's man, we're just don't have a reactivation program, right? So for example, it's like let's make that a project. And in first quarter Q1, 2025, we're going to make that a project. We're going to assign that to somebody and we're actually going to create a reactivation system that they will own and in the future it'll become a process that they'll have a KPI or KPIs around. So Dr. Pete, this is that. This is the assess process, right? So we're assessing to prepare ourselves so that we can be informed when we plan and prepare so that we'll be able to execute and then assess, report and repeat. So the next time we come together, we're going to be doing the now to next conversation, right? So what we've just done is we've prepared ourselves to vision cast for next year, right? So and the only way to do this in a remarkable way is to make sure that you're assessing first so that you're informed when you plan to prepare to execute, assess and repeat. We'll see you next time on the now to Next episode, part two of this incredibly important work.

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.