311 - Letting Go of the Operator Mindset to Lead as CEO

At Genesis, we help successful chiropractors implement spinal decompression with a fully turnkey system that handles everything from marketing and new patient generation to systems, protocols and ongoing support. The result, massive value for your practice and life changing outcomes for your patients, all without drugs or surgery. This is the next evolution in chiropractic care. Welcome to Genesis.

So many clients will be like, okay, so, but you know, but once I become the CEO, what, what do I do? Like, like what's going to be left for me to do around here? I, I heard you talk about operationalizing, creating systems for everything and building a world class team, professionalizing the business and delegating everything and creating accountability and just, and like then your job. So what do I, what's left for me? I'm like, oh, trust me.

Trust me, there's going to be plenty for you to do.

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.

Today we're going to answer a question that we get asked regularly and it's one that I hope you've asked yourself. If not, we're going to make you think about it and hopefully this will be an accelerant to you in your future, which is this, what do I do when I become the CEO?

You might think, man, I never thought about that question before. But we get asked it regularly, Dr. Steven, don't we? And the reality is, is that while we meet many people where they're, let's say, finding themselves identified as a owner operator, and it would just be amazing if they could become the CEO. That's the first step, is becoming it. There's the second step, which is being it. It's like if you were a little kid imagining one day you'd be a professional ball player and your whole life was just to make it to the pros. But you never had a vision for what would happen if you actually got there. And I think that's what happens to a lot of us, is that we have this vision of, I had this idea, Dr. Pete, Dr. Stephen, you planted this seed in my mind. I have this idea and I want to become the CEO. And so we're pursuing this new identity. Right. We have the. We know that there has to be an identity shift, but then there's the behavioral shift that has to come with it. And what I've been spending a lot of time with recently, Dr. Steven, is talking to people about the identity behavior journey, where those two are going to continue to be at odds with each other. You're going to have to keep wrestling through the identity and the behavior because those go hand in hand. And if you start to entertain and allow behaviors that come back in that are owner operator behaviors, it's going to start to rob you of your true and new identity that you're trying to walk in. And so you have to have those two things that go hand in hand for us today. What we want to talk about is what are the behaviors? Like, what do I do if I have ascended and I've stepped into this role of becoming a CEO, what does it look like for me to be that CEO? Right. And not just be a CEO, but to be a remarkable CEO. Right, Right. Because there are many ways you could function in this role. We want to identify the right way to function. Like, what is the next 10, 15, 20 years of my remarkable career look like now that I've ascended into this role and I want to function now? Right. It's about functioning as the CEO. So going from the owner, operator, laborer to the CEO leader, there's a major shift, the identity shift one, and a behavioral shift two, to get there. But to stay there, it's stay. You have to keep the identity and the behavior going. And that's what we're going to spend some time today discussing. So.

Good man. So, you know, when it comes to our professional walk, so many people have their identity wrapped up in what they do. So let's just start there. Right? So because you could have, you know, an identity as an owner operator, you could have an identity as a chiropractor, you could have an identity as an associate doctor, you could have an identity as a CEO. You could have an fill in the blanks.

Right.

So we have an identity, but most of that identity is tied up in what you do. Right. So I think that's a great place to look at this. It's like it's because it's the behaviors that matter, right. So the behaviors that drive the outcomes. But we all know upstream from behaviors is the belief system.

Right.

The thought process which we want to get into today, the mindset around this. But let's just talk about it from the perspective.

What do you do?

Because where you opened up was exactly right. So many clients will be like, okay, so, but you know, but once I become the CEO, what, what do I do? Like, like what's going to be left for me to do around here? I, I heard you talk about operationalizing, creating systems for everything and building a world class team, professionalizing the business and delegating everything, creating accountability and just, and, and like then, then your job, it's like, so what do I, what's left for me? I'm like, oh, trust me.

Trust, trust me, there's going to be plenty for you to do, right? So that, that's really where I want to go with this conversation today is, is like, what, what do you do around here? Right? So you know we're big on scorecards and KPIs, right? So, and I love scorecards and KPIs because it creates clarity. And create clarity is the greatest accelerant, right? So what do scorecards do? They create clarity around job descriptions. And what do KPIs do? It gives you something to focus on, right? And focus is what takes busyness and turns it into productivity. And that's what every business owner wants. We don't want busyness, we want more productivity. Well, we're giving you the keys to this, right? So the big idea is everything has to be captured on a scorecard. Job description, KPIs and goals and outcomes, right? So it's all captured on a scorecard. So if we take this to a scorecard conversation to say, all right, well what is my identity? My identity is what do I do?

What do you do?

Well, that's your job description. Okay, well your job description gets captured on a scorecard, right? So if you look at the activities that you're responsible for, that's what you do around here, right? So each one of those activities is measurable. That creates a KPI Key Performance Indicator. All right? And we set a goal for that. And now you're accountable to that. You're responsible for the activity and accountable to the outcome. Do you see how this all lands so beautifully? It's like, so we're really having once again, a scorecard in KPI conversation. Because my identity is this scorecard, right? So I'm an owner, operator and man, I've just, I built an identity around of how many rocks I move every day, right? So I attach the value that I deliver in this business to how many spines I checked and adjust, right? So it's like how many new ones did I generate, right? How many did I close, right? All These things are like, this is what I do, what I do, what I do, right? So it's all a doingness in that owner, operator model, right? So this conversation is making the ascension from laborer to leader. And it's not about how many rocks do you move, and that's the value you bring to your business, but it's you leading a team and inspiring them and creating clarity so that they can build a cathedral. You know the story, right? It's just like it's not how many rocks you can move personally, but how many rocks can you get a team to move into the shape of a cathedral, right? The vision of what you want to do, that's where you go from labor to Leader. Dr. Pete, and that scorecard looks different, right? So and that scorecard, that job description, those KPIs, those look different. So when we're talking about an identity shift, this is not soft science, right? This is hardcore captured in a scorecard. It's objective and it's measurable. Your scorecard will look different as a CEO. And the punchline of this is, what do you do as a scorecard or as a CEO around here? Well, a remarkable CEO knows that we spend our career operationalizing, professionalizing, and optimizing the business to get it to its next level. Right? To get your business to its next level. And as you know, there's the law of ones and threes. And businesses go through levels in ones and threes. And what does that look like and sound like? Well, in the chiropractic space, it sounds a little bit like this. The business you had at 100 patient visits a week will not be the same business. In other words, systems and team members won't be the same business that gets you to 300 a week. 300 a week. The same systems and people won't get you to a thousand a week. A thousand a week? People and systems won't get you to 3,000 a week. Okay, some of you are rolling your eyes. Like 3,000 a week. Yes. Just. Just follow me. It's ones and threes. Those are the levels, right? So. Or maybe it's 100,000 to 300,000 a year. From 300,000 to a million a year. A million to 3 million a year. 3 million to 10. 10 million to 30 million. Right. So this is how businesses grow. And Dr. Pete, it's in ones and threes. So when we say, what does a CEO do around here? Well, you operationalize and you professionalize and you optimize your current business to get it to the next level. That's the job of the CEO. Operationalizing, making sure you have the systems right. Professionalizing, meaning that you've surrounded yourself with a team of a players who are better at their role than you are, and then we can spend our time optimizing. And optimizing is all about driving greater productivity and greater profitability.

I hope this is a refreshment for many of you who are listening, because I know, like, the value of being informed and then being transformed actually comes from the, you know, the stage of implementation. And so I hope there can be some implementation that comes out of this for you as CEOs, those of you who are aspiring CEOs, those of you are actual CEOs, this is so, so valuable to you because. And again, you. Dr. Stephen, you said it. But identity. We identify so much with who we are, with what we do and how you're doing, who you're being. What you're doing actually does matter. It does matter what you're doing. And so to hopefully set you free and open this door. I felt like coming into this meeting that there was, like, this door that's been, like, jammed. It's hard to get it open. We're hoping to open a door and.

And, like, clear away all the stuff.

That'S been sitting at the bottom of the door, blocking it, and, like, move it out so you can walk into your next season.

It's like, what is out ahead of.

You is so bright. It's so. It's so much more vast and bigger and better than what you. You've been confined. So if you're not operating in this identity and this behavioral profile with the IC as a CEO, what you've been doing is you've been trying to, like, put one foot in one role and still keep your other foot in the other. Like, you're. And you're being torn. Like, you're being torn. If you feel that you've been torn, like I'm being torn between this and my practice and, like, my business, or. And then you're feeling the constraint of it by maybe team, not having the ability to keep team, or maybe your practice is floundering or your finances haven't really broken through, it's because you haven't truly embraced fully going forward and moving into your next. And I just. If that's you and I'm speaking to you like, this is your opportunity to step into your future, to step into that role. And what Dr. Stevens laying out for you is like, what is on your job description. The first thing Is, you know, you operationalize, right. If the business is not optimized, well, guess what? The question was to grow to the next level. So whenever we're growing to the next level, as Dr. Steven, you're sharing. It isn't optimized to grow to the next level yet because we haven't made it to the next level. Ones and threes. So if you find yourself at 300,000 or you find ourselves at 1 million or wherever you find yourself, if we just use revenue as our target.

What will have to happen for us to go from 1 million to 3 million? That's what your job description is now. That's what you're doing is operationalizing and professionalizing the business. And so two questions you're going to answer. Is this a who, is this a who issue, or is it a how issue? That's what we're going to land on today. And we'll spend the rest of our time really talking through this. Is this A who question, Dr. Stephen. Or is it? Or is it a how? If it's a who question, then it's a professionalized category, right? It's going to fall into the professional category. It says it's a people thing, right? If it's a who issue, then we're solving that and we have a framework that we use to solve it. If you're familiar with our work, you know about the four rights, and those are. Each one of them is really vital, right? You can't skip one. There's an order to them. The four things you have to get right, you've got to get the right person. The right person is the person who aligns with your business core values, right? So that means they. They share those values. We cannot, we can't move past go if we don't align and share our core values. Number two, I buy into the vision. When you cast that vision, you share with me where it is that we're going in now next, and ultimately, and if I'm new to the team, you can even bring your past story with it, because that actually brings clarity to my vision of what was the genesis of this organization. Wow. And I'm coming in on the interstate 50 miles up from where you guys started.

Wow.

This is an honor for me. That's also part of vision, right? And then are they an A player? And, you know, so then the A player has a certain characteristics. You know, one of them is they have a heart, which is sharing your vision and values. Number two is they have the skills that are needed to fulfill the position that you're about to fill. And number three is they've got the talent. Like they're, they're natural talents. We want to put people in their zone of genius. Right person, right role is going back to the again. Is this your area of genius? Is this something you're passionate about? Do you have the ability to do this better than the way we were doing it right now? In other words, you can you help us grow? Right? Growth is the goal. Right person, right role, clearly defined, like you said, scorecard with the KPIs, with the job description, all of that, that's just the first two things you got to get right. And there's more to that. But then it's the right work, which is these are the areas of responsibility. This is the things you're going to be doing. You're responsible for this work. Okay, now we do work, right? We don't do outcomes, we do the work. So we do action steps. These are all the action steps. There's a long list of responsibilities that you know you're going to be doing, but what you're accountable for are these three, four, five, whatever, let's call it five top five priorities that are going to be outcomes directly measured that you are being hired to help drive and improve and grow those outcomes. That's, that's the right work. And then doing it the right way. If you do the right work the right way, which is what training is all about, you will drive those outcomes. You have a better chance of driving those outcomes. That's the first thing we have to ask. Is this a who challenge? If it's a who issue, then let's go through that framework and let's go through each step of the four rights to make sure we get that right. And then if that's, if that's got, if we've got that right and that's not the issue, then we go to the next thing. Is it a how thing? Is it a how issue? And Dr. Steven will break that down.

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Dr. V. Listening to you talk about that identity piece of this and I think it's really important to revisit. Like, I'm going to circle back and then I'm getting into the how conversation. You brought, you brought me back to a ropes course that I did right at the right time when I, I knew I was actually ready to sell the practice and start the next chapter right. In coaching full time, right? So that was a really, really hard and brutal thing because, you know, I had an identity for sure. You know, Dr. Fransen was a, that was a deep tattoo on my nervous system, right? So, and it was like, oh man, I am literally walking away from this thing than my first child, the first baby, Camila and I, and we're going to start this new and scary thing, right? That it was just, it, it was wicked hard to make that identity shift. It was like, what? It wasn't the financial fear, it wasn't the, I don't know if we'll be successful. It was literally like, oh my gosh, I'm a nobody in this space. Coming from a place where I was really somebody, right? So this was like, that was, that was an identity that I was walking away from, right. Wicked scary. And I went there emotionally, as you were describing that. Right. So thank you for bringing me back to that because I can remember this exercise that I did in this ropes course which I think is originally a Tony Robbins. And I want to give credit where credit is due here is because I heard him make reference to this multi vine experience, which is where you are like Tarzan going through the jungle, going from Vine. Divine. Divine. And the thing about if you watch how you swing through the jungle from vine to vine, Divine is you actually have to let go of the vine that you're coming from to get to the next vine, grab that swing, and Jen got to get to that next round. In order to reach that next vine, you need to let go of the vine that you're holding. Otherwise, what ends up happening is one of three things. You either miss that vine out in front of you and you swing backwards, right? So. Or you just miss the vine out in front of you and you hit the bottom, right? So. Or you get stuck in the middle holding both vines. So. So none of those scenarios are good, right? So letting go of that old identity is a requisite.

It's.

It's required for you to get to the next identity to keep that velocity and that swing moving forward, right? So this has to be really intentional, really deliberate, and it's a backflip. There's no half doing this, right? So.

To let go of an identity is a really hard thing, right? So I just want to respect that and give that its due. And for some of you, you're feeling synteric around this, and it's very visceral. Like, I was what I was just describing, I just want to clear up some confusion, is when you're making the ascension from owner, operator to CEO, it does not imply that you never get to adjust anybody anymore. And I know that that's a big kind of hang up that car. Carb writers, especially principled chiropractors that love to take care of patients, they're like, but, but, but, but I love to adjust patients. Like, who said you don't get to do that anymore? Okay, so when you do this ascension properly, what you create is optionality. And optionality is the fruit of the durability. Okay? So optionality means that you get to choose what's the highest and best use of your time, and how should you be spending your time? That's what optionality is. So for me, it was, I love taking care of patients, right? So if I get a new scorecard and a new job description that lands on a scorecard as a CEO, what are those responsibilities that I'm going to be assuming as CEO if I'm letting go of being the owner operator man, can I take clinical care with me? I'm going to tell you right now resounding yes, if that's what you choose to do. Like, I had the option of doing that, and one of my five bullets in my job description was clinical care. It was yes, I'm going to be the CEO. Yes, I'm going to. I love marketing, so I want to stay in the marketing side of things. Yes. I love team building, specifically training my doctors. I love to coach my chiropractors, my associates.

Right.

And I want to do clinical care. And by the way, I also, you know, want to make sure that I keep an eye on the finances, right? So those were my five bullets, right? So at the end of the day, you have the optionality when you become that CEO. Like your scorecard should represent how you spend your time. These are your responsibilities, right? And their KPI is going to be a reflection of those responsibilities. So I just want to clear that up. Dr. B. Because I think the whole idea of walking away from an identity, really very often that prevents people from making the ascension. You don't have to let go of those things that you feel are fully in line with your purpose and they. And that they energize you and they drive your financial machine, right? So, but the key word, the action word here is choice. You get to choose what's the highest and best use of your time. Like, I'm the CEO of the Remarkable Practice, but guess what? I spent a good deal of my time coaching chiropractors, which is just like adjusting patients. I don't have to coach chiropractors. I love coaching chiropractors. I. I get energized by it. I love being rolling up my sleeves, right? I love wading out into the deep water with everybody. And it's like, man, this is what I'm called to do. This is where I'm supposed to be. And it energizes me for everything else, right? So, you know, other things pay me really well, right? So I enjoy doing. I'm good at them, but they pay me really well. So that may be what energized me over here when I'm coaching chiropractors. It's just like adjusting patients, man. It energizes me for everything else. So I just want to make sure everybody identifies the identity of a CEO. A big part of that is optionality. You get to choose what is the highest and best use of your time. Okay? So that being said, one of those bullets was being a CEO. And what do we do as CEOs? We are operationalizing, professionalizing, and optimizing the business all the time. Just like fitness, it never stops to get us to the next level. Operationalizing, making sure that we have the systems to the next level. Professionalizing, like you said, making sure that we have the team that will get us to the next level, that'll pull us forward and then optimizing that business. And when it comes to optimizing the business, we're simply asking the question, Is it optimized? 0 to 10, nines and tens mean we're crushing our goals. Eights mean we're close. And if we finish strong this week, month or quarter, we will. Sevens close, but no cigars. Five's worse than seven. Three is worse than five. One's worse than three, right? Some sound familiar, guys? Is it optimized? Yes or no? And if it's not, we first ask, who? Is it a who issue? Is a person people problem? Because 95% of our problems are people problems. Or is it a how? And when we look at the how, like you said, we're asking, is this a process issue? We have to look at our systems and the behaviors and the compliance to the system, or is it a proficiency issue where it's about training your team and building their skills? Or is it a priority issue, which means that we need to assign a KPI, put an incentive program around it, somehow energize this because we've just taken our eye off the ball? Or is this a project that's something that doesn't exist in our business and we need to put it in place? Let's assign it to somebody, let's create it, let's integrate it, let's implement it, and eventually to become that person's priority. And we'll sound a KPI. Dr. Pete. Operationalize, professionalize and optimize at each level as the CEO. And we ask the questions, is this a person? Is it a process? Is it a proficiency? Is it a priority, or is it a project?

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

Hey, everyone. We have the very special guest today, Dr. David Fletcher from CLA. An amazing, amazing man, a good friend, a good friend of tip, a good friend of mine. So, David, do you want to introduce yourself?

Yeah, absolutely, Malcolm. It's going to be in the most interesting 10 minutes of anybody's life here because they get to listen to what we usually talk about. But anyhow, it's wonderful to be invited and to be a part of the TRP family. We relish every moment at cla that we get a chance, chance to, you know, interact more closely with TRP clients. And I think the real reason is, you know, when we take a look at the values that drive both of our companies, there's really no separation at all. You know, we finish each other's sentences. So it's, it's a one. It's a wonderful experience, that is for sure.

Personally, I've used CLA your services for, since 2000, so 25 years I've been a cla client, integral part of my practice. So a lot of listeners says most people would be aware of cla, but what I really want. No, I know what our listeners want to know is what are the problems you actually solve for a practice?

Well, I think one of the most important things that we focus on and really use as a solution for everyone, it's not even a style of practice, it's for everyone is what we could determine or call the critical shift is that there's this moment in a chiropractor's experience and a patient's experience of where you have to take it beyond what their expectations are in the delivery of your care. We know that the vast majority of people entering into a chiropractic office aren't coming in and saying arouse my innate. What they are saying. What they are saying is I have a problem. And so we need to convert those people to hear our story. And one of the things that matters and what chiropractic has always been about is looking deeper into the nervous system. Right from the very start of the origins of our profession, we talked about the tone of the nervous system. And so scanning really opened that door. It didn't dismiss X ray, it didn't dismiss ortho neurotests or anything like that. It just said, what if we could look into the functioning nervous system? What if we could track that and then we could solve the problem of developing responsible care plans, communicating to our patients the positivity of, of what it is. And really it comes down to attraction retention and conversion. Which is why I said we are trpites when it comes.

Absolutely. So let's get specific here. And I know that CLA helps in all areas of practice through attraction, conversion, retention. So how specifically does it solve people's problems? If they're having attraction problems, how does CLI solve that particular problem?

You know, I think it usually begins with somebody or parent or an adult coming in to have the first visit, you know, and it's going to be pain based. It's going to be I have a problem because we haven't oriented them otherwise. And they start to realize that you as an examiner, you as a team have the ability to really listen to them, but take the whole examination and reporting process deeper than what they thought. And so you set the stage for them to hear the story that you want them to hear, which is about. I mean, when it all comes down to it, the problem we really all face is the. Is conversion to a lifetime wellness patient. Let's just say that we know that that's a dream, but we also know that it's a reality. I could look at your practice and I would see that the retention that leads to that, you know, not everybody stays for a lifetime. You and I did, we became chiropractors. But the reality is, is that it opens doors and it's an invitational model. So that's the number one thing it brings. Highly visual, you taught me this, is that it makes the invisible visible. It allows the patient to have a clear understanding of what you are directing your attention to. And it vividly displays it in color and in scores and in trackable metrics.

Yeah, I mean it's one of the benefits. And we know that 70% of the population are primary visual. So that when they can actually see.

On a screen, on an iPad or whichever way you deliver the reports, which the amazing inroads that CLA has had over the last, I don't know how many years, it is going from very wide machine to these wireless machines and now to the iPads. And the reporting is just amazing. So when they can see it, when they can see how the nervous system is functioning, how does that mean? I know that it improves retention hands down, the conversion process. So how does it specifically solve the problems of conversion retention?

Well, conversion and retention is really easy because now you're not using plan canned ham care planning. You're using the exact data that is presented to you in terms of a three dimensional neurofunctional exam. We're looking at heart rate variability to get a global picture of what their stress and adaptability are. We're looking at their postural energy expenditure using emg and we're looking how deep it's going with their thermography. We build on complete model or a report card really is how we describe it. A report card called the core score that allows the patient and the doctor to have a trackable and identifiable goal. I mean, who doesn't want a goal? And so we allow the patients to get on this journey of saying, well, first we have to release the tension, then we start to build new strategies. And instead of it taking a day or two or a week or so to feel better, we have a plan that we can put in place with it that originates with their initial problem, but can take them several months down the way. And as we know, several years down the way way. Yeah, that's the retention conversion. You did ask about attraction and I didn't really finish that because I got.

Off on a, on a tangent.

But, but you know, almost immediately this is one of the most interesting things we see, and I know you can, you can comment to this, is that we see the immediacy of family members coming in almost immediately when, when a parent is scanned or a grandparent is scanned. They are so enthusiastic about wondering what a, well, child checkup looks like. Remember, we're not into the pathology business, we're into the possibility business. And so when a parent sees that they'd like to have a child scan, I mean, how else are you going to examine a child's nervous system unless you're scanning them? And so they want a baseline. They want to know that before their child gets sick or before performance becomes an issue that they have a baseline in place with you.

Yeah, and it's that, that, that baseline I know personally in my practice and I said, been using for 25, 25 years. I, what I realized is that the, the people that I thought were getting better, as in their symps, were getting better when I scanned them, I realized, yes, their symptoms are better, but their nervous system is improving, but it's got a long way to go. And that's what, that's, that's the retention thing you're talking about. So I found that my retention jumped massively when I started using cla all those years ago. And it is an integral part of my practice.

And you know, it takes a lot of stress off of the, off of the clinician, off the chiropractor. Because first off, you're building the conversations not on what is good for what they might perceive as the practice, but is really good for them. And you know, one of the things that we know is that they need chiropractic care at a certain level. We know that and we can track that. But there comes a time when they now can move away from needing it, like intentionally needing it, to where they can choose to be inviting themselves into it. And you know, when we take a look at these emerged practices like yours, and I mean, we have thousands of offices around the world, so we know exactly what we're doing here. We see practices that were the average practice of the people we're talking to is what we would refer to as a 2080 split. 20% of, pardon me, an 80, 20 split. 80% of the, of the early starts and the practice volume in a symptom based practice is indeed short term symptom based. But we see the flip happening that only 20% of people in a practice, of a mature practice that has built scanning and built the idea of retention into it actually are just learning to become part of the 80%. In other words, that there's this natural progression from needs being met to, to being invited into this long term better strategy called vitalism.

Yeah. And this is. Yes, we talk conversion and a lot of time, effort, energy is put into that conversion process. The initial one I'm talking about. So your day one, your day two process there. Then when you're looking at RE exams and doing this and you mentioned goals before. I remember one of our patients, their practice, their actual goal was to improve their core score. And that's, that was their goal. They said it, they said I want my heart rate variability, variability to be this number. That was their goal. So, so as far as RE examinations and that continuing process over time, how does it, how does it really assist people to give them a pathway beyond that?

Well, we instituted a, something that I in glamorously refer to as a rule of 12. And, and basically it says that when we're building care plans, it's our responsibility to report back to the patient at least every 12 visits. And so every 12 visits we set in a cycle where an examination must go and let's just say that the patient's down to every couple of weeks or whatever. We never go beyond a three month window. In other words, that's the standard that we believe looking at the neurofunctional changes that, you know, both positive and negative that occur. We want the clinicians, we want the team to be constantly reviewing the why behind the patient's attendance in your practice. And that doesn't mean that, that doesn't mean that there's this fear based model. It's an inspiring model to say just what you said, look, I've really come a long way but I can see there's way more that I could achieve and that's very powerful.

Yeah. And then the ones you have who may be on maintenance care, whatever that is, then they see their next scan and they say that it's actually, it's not maintaining, it's actually deteriorating. And that's very motivating for them to get back under corrective care or more wellness care. So I know it's such a good tool. I know, I think all the coaches in TRP use it. So if it works for us, it works for anyone, right?

It does. And, you know, it's so interesting because you could take away a lot of that anxiety as being, you know, we all had it when we were early on in practice and otherwise, and we didn't know exactly how we were going to communicate the needs of a patient and what we could put. Provide and. And this just gives you a starting point, but a continuation. You don't have to make it up. Meaning. And. And I'm not suggesting we do like that. That'd be fallicious. But the reality is, is that you've got the tools right now to say, I understand now why you keep getting, you know, an immune response that isn't working the way it should. I understand now why, you know, your body doesn't heal completely after you've had an episode. It's because there's this chronic nerve tension. We have a plan. We know how to release it, we know how to rebuild it. We know how to get you revitalized. So stick with us. We've got a plan. And they hear that. They know it.

They know it. Yes. So one of the big upgrades that you've made, as well as going to iPad versions with bridges and so forth, is you are a brilliant communicator. Everyone knows this, but you have. So the ability to communicate the scans is. Is what really needed, isn't it? So that's all part of the. Part of the package, if you like, is. How do you explain these?

Well, it was so exciting because, you know, it was so funny because in the early days back in. I started in 97, so I knew exactly where we were going with it. You'd get this. This colorful piece of paper and you'd hand it to the patient and kind of go, you've got, you know, some issues I got to deal with here. And there was this, you know, they talk about this concept called Mego is there my eyes glaze over and the patient. I get you really are excited about this, but what does it really mean?

What does it.

I mean, best intentions. Right? But when we rebuilt the new software, which is called Synapse, and we said, you know, we. In our dream bucket, we said, let's build it to. However it was, I was able to build a continuation plan through the course score communication. And so it actually is designed. It has a huge library behind it that looks at all the different iterations of the scores, and it literally cherry picks out a conversation based upon the data that you are observing on the scan. So basically it allows me to be communicating the results to your patients and it's really fun to do that. So it builds an individualized report that compares the data from previous exams and then builds a very understandable communication. And then after that we said, well, nobody understands you anyways, David, so why don't we let educators do the real thing? And so they took that and built it into a, you know, a very, very condensed but educated model. It's really quite something.

It is, it's very simple. And there's just an enormous amount of resources available to people so that they can communicate the scans. Because that's part of the Hawthorne effect. You do need to communicate in a way that they understand, which isn't really good at that. Okay, so, I mean, I know we can talk for hours, but how do people, what's their, what their next step? They're thinking of scanning. They, they know this is, this is a missing piece. They want to build more retention or attraction or conversion or whatever they want to do. What's the best way for them to get in contact with you?

Well, certainly we're a wide open book, but one of the things that they have in this resource is they have you, meaning they have TRP and they have their coaches. So have a, have a conversation initially with your coach and they're going to direct you towards us anyways. But to bypass the coaches. You know I'm joking when I say that. But to get directly to us, it's so easy. It's called insightcla.com and I want to share with anybody who's in here that there's an automatic TRP discount when you start to get involved with TRP and cla. We're very generous because we love you guys. And so we have, we have very. There aren't very many, but we have a preferred alliance relationship. And so anybody who comes and decides that it's time for them to either upgrade or to purchase new, they can be assured that they're going to be getting by far the very best deal that is available on the planet, which I'm very proud to say. We also offer 0% financing for a 12 month window of time, which I think is exceedingly generous. It is, but we love that. And any way that we can get more people scanning and more people engaged in the community of TRP and CLA, we're 100% behind that.

Absolutely. So I know that you are the TLP clients who are in North America or come to the North American Immersions. You'll find David there, you can see it there as well. But get in contact with, with cla and yeah, just do yourself a favor. Basically, this is an integral part of many TRP practices. You're in the. Probably in the minority if you're not, so get into it, I reckon.

So good to see you on Zoom here. I can't wait to see you in person again very soon. So any, any part. Any, any.

Yeah, you know, I, it's. I think we're, we're probably the only partner of, of the North American crew that actually does this, does the connection with the Australian crew, and there's a real reason for that, is that we have such a passion play with New Zealanders and, and Australians. We've always had such a relationship down there for the last two years. The weirdest thing is, is that my calendar has been conflicted on the TRP Australia dates. Yeah, you know, we're both busy, but mine just hasn't meshed. But I promise, and I mean this on the greatest time, I promise to come and participate down in Australia. So I can't wait.

I can't wait. Well, we'll see you soon. And yeah, as I said, get in contact with, with cla and get scanning.

Take care, everyone. Bye bye.

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.