322 - The Leadership Cheat-Code That Compresses Time and Pulls Growth Forward

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I better know my ultimate destination three years from now, so I know so I will know where I need to be one year from now so I can chart the course and know what lane I'm supposed to be in. I love the study that says the greatest predictor of of your future earning potential is your ability to look off into the future and make decisions today that will pull that future forward.

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 Camiology.

And I'm Dr. Stephen Fransen.

Hey, docs. What got you here won't get you there. We're about to put a pin into this conversation. This is a leadership conversation. Today it's a leadership question. I hope to pin a few of you to the wall. I've done it already this week, Dr. Steven. I know you probably have too. Hey, we got to pin ourselves to the wall, Dr. Steven. So we did that right before this call or before this episode. So, hey, we're coming in hot. It's a big week. Lots of masterminds, lots of awesome things happening inside the marketable world. Hey, we're on a mission with you guys. We want to help more chiropractors, help more people. We know the only way that we fulfill our mission is if you fulfill yours. And today we're having a conversation that's going to cause us to ask ourselves the question of who do I need to become in your journey to becoming the fullest expression of who God created you to be the leader that you are called to be and have the impact that you are designed to have. You've got to live inside the tension of the gap of the question who I need to become. And what we're proposing today, Dr. Steven, is that what got you here won't get you there. And today we want to unpack where maybe there are some opportunities, some threats for you in terms of your position as a CEO, your team, and ultimately your purpose being fulfilled.

Dr. P, I love this conversation because this is what I call a pick your head up conversation. Right? So I want everybody to metaphorically and actually physically pick your head up right now.

Right?

Right. So as CEOs, this is our posture. Head up, eyes forward. Okay? So we need to be looking into the future. You are the visionary of your business. You're the leader of your business, right? So this is why we need to compliment our office manager slash COO to be the yin yang in our leadership team, the visionary. Our job is to be looking forward, right? Our accountability is for tomorrow's revenue growth. Our office manager and our coo, their authority and accountability is around today's profitability, right? So we need to be picking our heads up and looking forward, looking into the future. And today is very much a future paced conversation around who do I need to become, right? So the pick your head up and having this hard conversation, this is the type of conversation most CEO CEOs do not have. They don't stop to have because they're in the busyness of looking down at the quagmire of today's operations. Now you're either looking forward in helping pull your business forward and growing, or you're lost in the detail in the quagmire of today's operations, right? So guys, we're going to pick our heads up today and we're going to look ahead, right? So we're going to take a moment, we're going to look back, right? We're going to assess, we're going to look back, we're going to look at the last iteration of our business and we're going to look at ourselves as leaders. What was the last iteration of us as a leader? What did that last iteration require us? Who did we need to be to lead the last iteration of our organization? We knew to grow up and become the next iteration of this organization, of our business, we needed to grow up as leaders. It was going to ask more of us as a leader of the next iteration. Well, the same is true for all subsequent next iterations of the business. You need to ask yourself, what's the next iteration of our business going to ask of us? And Dr. Pete, you said it best is what got us here is not going to get us where we need to be or where we want to be. In fact, I would say that what got us here will be exactly what keeps us here. So it's what will keep us from getting to the next level. Right. This identity conversation is really important. It's one a lot of CEOs just avoid because it's a hard conversation, right? So it's brutal facts, the love language of the remarkable practice. It's who do I need to become, right? So we talk about 95% of our problems are people problems. Well, guess what, very often we're the people, right? As the leaders, it's like who do we need to become? So this consciousness, the self awareness, this is an identity question, right? So an identity question. If we want better outcomes, we're going to need to have better behaviors, right? So we know that we can't do an outcome, we do behaviors that drive outcomes, right? So we've also tried to just modify our own behavior or our team members behavior, or our patient's behavior, or our kids behavior, or our spouse's behavior. We know that at best that's short lived. Well, it's because our belief systems which make up our identity organize our behaviors and our behaviors drive our outcomes. So today we're going to talk about identity behaviors and outcomes and pulling forward the next iteration of our business.

So Dr. Steven, one of the frameworks that we teach is that we are pulled by our vision and pushed by our purpose. And you talked about this pulling and we want to today again, like you said, eyes up. I love the framework of know your eyes up, your head up, tomorrow's growth, that's what you're accountable for. And growth is the evidence of every healthy living organism is growing.

Right?

So where we need to make sure that there's growth in your business and that starts from the inside, it's the inside out job, right? It's a above, down, inside out job that we grow from within, you know, and so it's always an inside job. So the question of who do I need to become is an inside out unearthing, right? It's this idea of discovery. You know, the vision I had when you were talking was if you were looking because you said everybody's got the head up, good posture, you know, I thought if you're in the vehicle, go ahead and put your eyes in front of the rear view mirror and look in your own eyes. Like look in your own eyes. And while you're asking yourself this question, who do I need to become, Talk to yourself. Because as you look at yourself in your own eyes in the mirror, maybe you've done this. If you've watched yourself on a video, if you're, you know, watching yourself on Instagram or something, you're watching yourself listening to yourself. You're like, you probably are analyzing yourself. You're saying, I wouldn't have said it that way. Probably should have got the camera at a different, slightly different angle on that one. Didn't like the lighting over there. You know, I'd say that differently now that I'm listening to it back. You, you know, you can analyze yourself. Guess what? That, that look back, Dr. Stephen, is the audit of your video. If you could play the, the video of the last 90 days, the last six months, the last one year of your story, the. The question is, you know, how have you been showing up? And you said something, Dr. Stephen, right before we were. We pressed record, which was that the old version of you isn't enough. I'm not saying you are not enough. I'm saying the old version, which is the not reaching your full potential, not the fullest and best and complete expression of who you are created to be, is not enough. Not saying you are not enough. I'm saying that version of who I showed it to be was, is not enough for who I'm going to become next. This isn't a you're a failure. This isn't a condemnation conversation. This is a invitation to, to continue to elevate as a being, as a, as a living human being that we're all called to a higher level of being. And this is that moment. And so what struck me, Dr. Steven, was as I go through any new person that ever comes inside of the remarkable practice, who I get to help onboard and work with and serve as their coach, I always go through the six sides of the Rubik's Cube. And whenever I go through the six sides of the Rubik's Groups, my favorite thing I, I mean, it's a slow down to speed up moment, as you know, because it's. But it's worth it because I say, hey, let me help you understand exactly how we're going to help you solve the problems and the issues that you've got going on. I'm going to make it really simple for you. It looks like this. It's a Rubik's Cube. And I said, it's not a simple puzzle to solve the business puzzle. It's a complicated puzzle. And there's like a level of complexity to it. There's six sides, but there's nine different squares and there's a million different iterations. So when you go to solve one of them, which I always say is like, hey, this looks good, man. We're doing good, we're on our way. But but as soon as you go to solve the other side, next thing you know, it looks like this, and you're like, man, I just jacked up the one thing I thought I had figured out. I thought I had that locked in. And you're like, yeah, exactly. Now you screwed up that one side you thought you had solved. That's what happens oftentimes. So it's not an easy conversation to have today. This is a complicated situation that we all find ourselves in, which is we're trying to build remarkable businesses without sacrificing our remarkable life. One that supports it, but one that complements it and even integrates with it.

And.

And that is rare air. There's very few that get up to that level that are able to accomplish this. And so we're saying, we're in it with you. We understand the weight of the conversation. We understand this challenge of this. And I want to present to you the opportunity to ask this question with a framework, you know, that we organize all of our energy in three frames of time. You harness the resources that you have. You marshal the team's resources that you have in terms of what's important now. Answering that question, then what's important next? And then what's important ultimately? You guys have heard that before. If you listen to this podcast, this is the song we sing. You work with us. You know that this is the Feet to the Fire conversation. Hey, what's important now? It's a question of prioritization. What is important now? Let's go to your marketing department. Let's go to your sales department. Let's go to your retention department. Let's go to your team department. Let's go to the business office department. Let's ask the question, what's important now? We need to have an answer for those questions, and we can get more and more sophisticated and granular as we build more remarkable businesses. We need to be, and we will. And if you work with us, you know, that's where we drill down the what's important now is an important question. It's a prioritization of what's important right now. The second question is, what's important next? This is, like you said, pick your eyes up. You're looking ahead, and you're thinking in the next 12 months, like, what's important? As I look ahead with my head up as a CEO, thinking about tomorrow's growth, what. What's important next? And then we step up even a little bit higher, and we come up to a little bit of a higher perch, and we Say what's important ultimately, when I look three years out, when I get a little bit further view, what's important even just three years from now? And that's the question I want to ask us today, is when you ask yourself as a leader, who do I need to become? Who do you need to become right now in this quarter, in this next 90 days? If you were to say this next 90 days, whenever you're listening to this, it doesn't matter when you listen to this, because I'll just say, from now, for the next 90 days, who do you need to become? What's important right now for you in this next phase of your development as a leader with an eye on looking ahead of what's important next, meaning what's coming up next in the next 12 months in terms of your vision of what you see happening for your business? What does success look like one year from now? Where are we going to grow into? Who do I need to become as I grow into the next one year from now? And then as I go up a little bit higher and I look ahead further and I say, okay, three years from now, who do I need to become in that iteration? As I'm journeying into my future growth, who will I be becoming in that? So, Dr. Stephen, the first is just identifying that we're answering this question in a timeline. Okay, this is the XY axis. We're looking ahead and we're saying, okay, now, next. And ultimately, as a leader, who do I need to become in order to achieve the vision that we have, the growth that I'm accountable for as a CEO of the organization, because I'm the chief growth officer, you're accountable for growth. Who do I need to become? And then of course, you're going to answer the same question, is who do we need to become? And invite your team to step into that same question that say, who do I need to become as an individual in the marketing department, sales department, retention department, team department, business department, who do I need to become to help us achieve this growth now.

Next, and then ultimately.

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So Dr. Steven, that's one frame. The other frame is the axis, the Y axis where we're actually talking about the roles that you identify with. You talked about identity, so I identify We've taught this. But, you know, you identify yourself in three different functions. Inside of your organization, you're an operator, you're a CEO, and you're an investor. So inside of the operator function, right? When you think about yourself as an operator in the question of what's important now? Who do you need to become as an operator in the next 90 days? When you look at what's important now and you look at yourself as a CEO called to work on the business, who do you need to become in the next 90 days as a CEO of your business? And then when you look at yourself and your role and your function and identity as an investor, and you're working above the business in the next 90 days and asking yourself what's important now, who do you need to become as an investor in the next 90 days? That's the question, Dr. Stephen, that we're asking is in this growth journey, in you as a CEO, organizing yourself as a leader, who do you need to become as an operator in the next nine days? What's that story look like for you? Who do you need to become as a CEO, who do you need to become as an investor in the next year? What's important next? Who do I need to become in each one of those roles?

And then.

And ultimately, who do you need to become as an operator? What does that look like in the next one year, in the next three years as a CEO and as an investor? Dr. Stephen, if we answer the question, we start to look at ourselves in a more broad way, more specifically, but more broadly, more comprehensively, you're going to have a much more realistic challenge on your. You're going to come up to the challenge of, you know what, who I was yesterday, the person I was, the adult version. You're going to come very quickly to the realization that it's not enough.

You know, Dr. Pete, as I hear this, the metaphor, you know, I love to drive, right? Like, I love cars and I love to drive. And I think for vision casting, driving is a perfect metaphor for good vision casting, right? So it's like, where do your eyes go when you're driving? Like, good driving. I'm from Boston, which I think we won the 10th year in a row, notoriously, the worst drivers in the world, right? So I would argue that I think we're just the most aggressive and maybe just compassionate drivers in the world.

So you are offensive driving. If you're in Boston, they keep changing the roads, right? Those old goat paths, right? So you got to be on your game. You're not, you're not there to make friends, you're there to make rights.

So when I'm driving, like tonight I'm going to drive up to Maine, I'll pull out of my driveway, I'll get on 95, I could do that, that drive in my sleep, right. I jump on 95, I bomb up to Maine tonight, I won't even have to think about it. I'll use the force to get there, right. So this past weekend I drove to Boston, right. With my wife to go pick up Emma at the train station. When you're driving into Boston, you've got to be on your game. Like, you have literally got to be. It is you. She's my co pilot. She's got, you know, we're, we're, we're following a GPS because the roads are dynamic in Boston. There's always so much construction and dis know what's going on. You're flying, you're flying down the tunnel and you've got to be aware of where, what's coming up ahead of you, right. To be able to drive well in the city, Right, Right. So you've got to know, you know, what's coming up next. You can't be focused on like when you're, When I'm driving up to Main tonight, I'm, I'll drive a stick. So I'm looking at the tachometer maybe and I'm looking at my speedometer to make sure I'm, you know, staying reasonable, right. So I can pay attention to what's going on in the tech. You can't do that when you're driving in Boston, right. So if you, you know, where are you looking? You're either looking at your dashboard for the immediate feedback or you're looking at your rearview mirror to see where you've been. Or you're looking out your windshield and you could look right in front of your car, like at the tip of your car or you're looking down the road, right? So when we're talking about this last now, next and ultimate view, this is vision casting, right? Last is the past. You're looking at the rearview mirror, right? So now is the dashboard. It's looking at your dashboards, giving you real time feedback for where you are right now in the moment, next in ultimate, that's knowing where you're headed. Like what's your destination? You're like, you're not going to be able to get to your destination if you don't have the context of knowing this is ultimately where I'm trying to get. So when you are reading, reading signage, going through, whipping through the city and going through the tunnel and there's like solid white lines and you better know what lane you're supposed to be in, right? So it's like. And you've got to be able to look all around you, 360 degrees of awareness. You cannot take your eyes off for a second. But you need to be able to know like, all right, So I know I'm going to have to, to get to South Station, I'm going to need to take 16A and I'm looking at the signage knowing I need to be in the second lane, not the third lane. I need to be. Don't be in the fourth lane, don't be in the first lane. First lanes turn only. So you've got to be able to say I know ultimately where I want to get South Station. So I know that the next move is I've got to get over to the second lane because I've got to take the exit 16A to to get to ultimate destination, which is South Station, right? So when you're talking about now to next next to ultimate, the ultimate is the three year view of where are you going ultimately, where do you want to be in three years? And based on where I am today and clarity around where I want to be in three years, what must be true in one year for me to be able to to manifest what I want to do in three years, right? So when you're looking at who do I need to become to be able to manifest, to be able to lead, what is the vision of the business three years from now going to call for me require of me three years from now? What attributes am I going to need to have? What new skill sets am I going to need to acquire? What knowledge base am I going to need to be? What levels of maturity, what levels of certainty, conviction, clarity, can and and compassion, what levels of, of communication, what levels of confidence is that business going to require of me three years from now? I better know my ultimate destination three years from now. So I know so I will know where I need to be one year from now so I can chart the course and know what lane I'm supposed to be in. I love the study that says the greatest predictor of your future earning potential is your ability to look off into the future and make decisions today that will pull that future forward. I'll say that again, the greatest predictor of your future earning potential is the ability to look off into the future and make Decisions today that will pull that future forward.

It's good. I think about you driving because I've been with you driving, and now I'm thinking about South Station, and I'm thinking about the airport and all the other places we've driven in Boston.

And.

And you're. You're hitting it on the nail on the head because there's a. There's. There's complexity, right? Because there's people on the left and the right and there's merging and there's all the things. And you realize, like, that's what it feels like on a Monday.

Yes.

Like, you know, you're going into your office, you know, you're listening to what we're saying, and you've already got so many things in motion, right?

You.

You've got your. Your business, you've got your life, you've got all this. And then you're listening to this podcast, and you're like, all right, guys, this sounds really great, but, you know, I've got, you know, it's Monday, or maybe it's Wednesday, since this drops on Tuesday. Maybe you got it a day after. And you're like, yeah, but I'm in. It's Wednesday, and I got. I got. It's hump day, man. I'm just cranking away and I'm head down, bum up. And now you're telling me about this. This idea of visioning and now and next and ultimately. And what's the value of it? The value of it is you're going to get to your destination. The value of this, as a CEO is like, you don't have the luxury to not do this. And the casualties and the consequences along the way are that those that you've been called to a lead and you've been entrusted to serve, you're going to inhibit and limit the impact that you're able to have because of the. The lack of vision, the lack of foresight, the lack of strategy, and a lack of planning. So we're going to give you guys a tool, a resource. It's called the Vision Grid. And you can. You can get it from, you know, this episode. You can grab it as a download. It's hot off the press, guys, and what we want to do is we want to make this really easy for you to do this exercise, which is I want you to answer two questions. The two questions are, in the grid, you're going to see on the X axis, you're going to see now next, and ultimately on the Y axis, you're going to see Your three seats that you sit in, three identities as an operator, as a CEO, and as an investor inside of your business. And the two questions that I want to answer in each box is, what is the belief that I need to have right now? And what is the behavior? What's the one most important behavior that I need to be? Because remember, beliefs are what organize your behaviors, behaviors, what drives your outcome. Okay, so what is the belief? What is the behavior? Now? What is the belief, the behavior next? What is the belief and what is the behavior ultimately? What's the one belief? What's the one behavior that you're going to need to be.

That'S going to guide you, be your guardrails, your guide as an operator, as a CEO, and as an investor? Because ultimately, for you to fulfill your purpose, for me to fulfill mine, for all of us to fulfill our purpose, you're the only one that's accountable to this. And like Dr. Steven, you've shared with us many times the definition of, of, of success is where three things come together. Your vision, what success looks like, your core values, how you actually behave, organized into your action steps, what you're actually doing, that's alignment. And alignment is the definition of success. My hope, Dr. Steven, to everybody who's listening to this, you do this exercise is that you would actually be a person living in greater alignment. And to me, that is remarkable leadership. My friends, remember, what got you here won't get you there. Let's go.

Hey, Doc, if this message is hitting you right between the eyes is exactly where we're aiming. This message is for you today. If you said, hey, man, that's me. That's the thing I'm trying to solve, or that's the thing I'm trying to accomplish. And now is the time. If you're ready, let's jump onto a strategy session. You'll see the link down below schedule. We'll jump on a call with you, and let's discuss exactly how we can help you create your own remarkable practice.

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.

I got to say, today we got a special guest on the show. I'm speaking with the awesome Alan Polish from AP4 Wealth. And this is someone, guys, who, when it comes to all things wealth management, retirement planning, insurance, so many of us, you know, haven't really got this figured out or the last time that we looked at any of these things were potentially years ago. But it's Something that we know everyone at some point in life is going to face. They're going to face, you know, these, these events that happen in our life that if you just line up all your ducks properly when those events happen, you're going to be covered, you're going to have peace of mind, you're going to ensure that everyone's being looked after, you're being looked after, your family's being looked after. And I don't know anyone who does it better in the business guys than the guys from AP for Wealth. And today I've got Alan to join us on the show. Alan, what's going on, man? Take us through a little bit about AP4 wealth. I know you guys have been doing some splendid work with chiropractors when it comes to the things that we just chat about. But I'd love to know a little bit about AP4 wealth and what is it that you guys offer everyone.

Dr. Bobby, thanks for having me. Look, we're, we're essentially like, we're a growing financial planning business. We're specializing in superannuation insurance, retirement planning and investment. Our big focus, I guess is focusing on the Cairo niche clients because obviously they've got a lot, a lot of work on to do. They're very busy, busy people. You guys obviously have a very demanding role. So what we do essentially is we come in and we work out how we can fill in some of the gaps, especially around the insurance front because a lot of you guys have families, you know, high income earners. So essentially if anything was to happen to you, we would obviously need to make sure that there's gaps that are filled there to ensure that, you know, you get a positive outcome.

Yeah, so talk to me a little bit about that. So I know this is a conversation that, you know, early in my career I made sure I took seriously and talk to me a little bit about what you recommend in terms of insurance. So obviously as a chiropractor or as a chiropractor exists and listening to this, especially chiropractors, business owners, you know, we're high income owners like you said and obviously you're usually the primary bedwin and then a family. And so you guys have products where if things were to happen because let's face it, life happens. So let's remove the word if and insert the word when things happen, okay? Because as life goes on, things happen. Injuries are inevitable things, accidents are inevitable, death is inevitable. And what you guys do is you help us get the structure set up properly on time so that when those things happen in the future, we know that family's being looked after and we've got complete peace of mind that we're, you know, working now to be able to set up, set up family up for a lifetime, essentially in the future. Is that right?

Yeah, that's right. So a lot of clients that we work with, along with the coronary practice, they. They essentially have default insurances that were set up when they first started working through, like, default. Super. So what that means is there's actually no contract between you and the insurer. So if anything ever happens to you, the insurer doesn't know anything about your health, doesn't know anything about your occupation. And where we come in is we try and set you up with the best policy for a Cairo that they can have in terms of the insurance offering. So, you know, some, some insurers are more specific to blue collar, some are more specific to accountants. Some insurers really want to specify and specialize in with chiropractors, and that really, that helps get you a positive outcome. Because if we can make sure the definitions aligned to what you actually do, if you do make a claim, the process is a lot easier because remember, an insurer is always, is always first to not want to pay you out. But essentially, if we do all the work beforehand while you're still quite healthy, then we can, we can make sure you get a positive claim.

Yeah. So what I heard, and I want to make sure I repeat this for everyone, is the better, the more thorough, and the more work essentially you do before an event, the easier process is after the event. Is that right?

Yes. 100. 100. And that's why there's different structures you can have, like when it comes to paying insurances through your super fund. So it helps with your cash flow, but there's also structures when you're protecting your income to pay out of cash flow. And because you guys are earning quite a good amount of income, you can claim that as a tax deduction. So there's different ways of structuring it. But I think our expertise in the field of dealing with, specifically in the health industry shows us that not every insurer will be sort of covering you for specific conditions based on that occupation.

So, yeah, spot on. And I love what you said earlier. What makes you guys unique. It's not to just, you know, you'll toss any product our way, but you'll obviously look at what's the right product based on specifically the carburetor industry. You guys know the industry. I know that you do all of my stuff, you do a lot of stuff for growing emerging amount of contractors within our tribe. And so you guys are going to tailor solutions that you know, works best inside of the chiropractic industry.

Yeah, that's right. So so essentially like you know, as a chiropractor, you know, chiropractor, your business structure, your setup, you know, it's quite specific. So understanding how what a chiro even does for work, what they do during the daily, their daily routine and all of that, that actually helps us determine potentially what policies and best outcomes we can have. So it's really understanding what a person does within their job. I think that's where we sort of a little bit different to other like other advisors.

Yep, yep, I love it. And on that note, I know that obviously insurance is a large part of what you guys do at a rock star level for offices. It's not the only thing however, you guys do specialize also in wealth management and future retirement planning as well, is that right?

Yeah, yes, that's right. So we focus on superannuation, so building up, you know, your superannuation because ultimately that is what you're going to be left at in retirement. So essentially we focus on the investments in there. Also strategies around how we can structure it so you can pay less tax by using your super. But we also do investment planning. So manage funds, ETFs, direct shares. Now a big part I think of what I guess you know, as Cairo, as you guys like to do is you like to obviously purchase property and usually sometimes the best way of doing that is potentially through a self managed super fund. Right. So I guess that's where we come on board because we essentially need to give advice that as SMSF is created and an investment strategy is done. So I think you know, focusing on those three to four areas will sort of hold you in pretty good stead.

Yeah, yeah, absolutely. Yeah. A lot of car brokers do love to eventually buy the premise that they're practicing in.

Right.

Property plate. So self managed super fund is definitely a large part of that. So you guys can help with the organization, the setup and the management of that too, right?

Yeah, 100%. So we pro, we, we project manage that. Obviously we would deal with an accountant potentially to set that up, would also deal with the solicitor to make sure that you know, all the, all the lawyer stuff is done as well. But essentially we're doing the investment strategy on top of that. So it's a bit of a project, it's a team, team effort yeah, love it.

So I guess my final question, Alan, is I'm listening to this podcast right now. Who is the right person to contact you? So if I'm listening to this and maybe I haven't done my insurances at all, that would be like an emergency red flag. It's like, get on top of asap. The earlier that you do it, the more affordable and the better the outcome is. Or maybe if I'm listening to this and you know what, it's been over a year since I reviewed any of my stuff. Who'd be the right person that should reach out to you guys and make this.

It can be a single, single person. It could be someone that has a young family. I think, you know, when, when you actually realize how often claims do happen and injuries, injuries do happen. I mean, making sure that, you know, your loved ones are protected. So I do truly believe, you know, people that have anyone that they love in this world that want to make sure they're going to be not financially burdened, it's definitely somebody we want to see for the insurance space anyway.

I love it. I love it. That's exactly what I did. I did this with you guys way before I had children or family, you know, but that's a great way of putting it. Anyone in this world who has someone that they love, guys, you're doing it for them. And I know, you know, you guys often get up on stage and say, hopefully, you know, the worst doesn't happen, but I'm just going to be real with people and say the two things in life that are guaranteed are death and taxes. So I actually look at it from a different angle and say, when this happens, aren't you just. Wouldn't you have. Wouldn't you be thankful to make sure that you do all this on time so that insurance, everything is sorted? And you know that, yes, the people that you love are absolutely looked after. You know, the future is bright for them either way, right?

Absolutely. I think that's the. That's the biggest one. Like, we've had probably four meetings this week where a client has had cancer. Mental health issues, it's everywhere. So sometimes, I guess when we speak about it, we don't want to be morbid to the point of making someone feel very anxious about things. But essentially, claims are on the rise. Mental health is a huge, huge thing and you never know what's around the corner. So I think making sure that everything is set so that way you don't have to sell off assets if anything happens is definitely something you, you're going to work on.

Yep, yep, nailed it. So there you go, guys. So if this is you listening to this and you need to sort out your insurances, you need to sort out your future planning, your wealth planning, guys, get on top of this thing on time. What do we do, Alan? Just get in contact with you and next steps will be organize a meeting, have a chat with you guys, jump onto a zoom call. Is that right?

Absolutely. Yeah. So we have online inquiries on our website where you would put your name, your mobile number, and your email. My mobile number is also on our. On our website. And the details. The lovely, remarkable practice.

Yeah, we'll leave everything in the show notes so that guy's easy. If you just jump in the show notes, there'll be a link in the show notes that you can just go straight to Alan's details and then literally book a call with Alan or his team and then get on the phone, have a chat with you guys. Right?

Yeah. So the first. Yeah, the discovery meeting is complimentary as well. So it's about where we actually work out what we may need to do. And then after that, we could obviously have discussions going forward. But the first meeting is really just to get to know each other and see the lay of the land and how we can help you.

Yeah, yeah. There you go, guys. So organize it on time. Discovery meeting. You guys get it there. These guys are fantastic. Like I said, they look after all of my stuff and a growing amount of docs within the TRP community. So get this organized in time and it's something that you can then sleep peacefully at night knowing that all your ducks are lined up in a row. Alan, thanks so much, man. I appreciate all the work that you do, not just for us, but for chiropractors in general. I know that you guys are making some waves in the entire industry, and it's definitely something that's been needed.

Thanks, Dr. Bobby. Thank you for your time.

Thank you, man.

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.

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