143: Overcoming Overthinking - An Interview with NYT Bestselling Author & DEO Summit Keynote, Jon Acuff

Welcome to DSO Secrets. I know what it's like to be an entrepreneur in the dental industry. I've had my ups and downs, just like you. There's so much opportunity to be excited about, but so few resources to get answers. From here on DSO Secrets, we get you those answers so you can change the lives you're meant to bless and achieve your personal success.

When I was working as an associate right out of school, I never imagined I could own these many practices with this amount of support. So thank you.

You have helped build my marketing mind to a whole new level.

You have this natural talent, this unique ability. Hello, everyone, and welcome to another episode of DSO Secrets. I'm your fearless host, Emmett Scott. Today is way fun because we're getting ready for summer. We're getting ready for the DEO Dental Summit here in 2022. If you haven't gone to the website deodentalgroup.com, go to events. And I've got a special guest here, John Acuff. Now, if you haven't heard of John, then that means you haven't read one of his New York Times bestselling books. Here, the surprising solution to overthinking, which we're going to talk a lot about. But this is a guy who's speaking to Inc. Top 100 Leadership Groups. Your Microsoft's, your Chick Fil? A, which is delicious. Comedy Central. He's just known for his insights wrapped in humor, which I always appreciate. He's been doing this for quite some time. Just offers that fresh perspective on life and been in the Harvard Business Review. He's a big deal. Great to have you, John. You live in Nashville. You have your wife Jenny and two teenage daughters. You're the only guy in the relationship.

Even our bird. We have a bird and the bird is female. Which bird? Like, I probably shouldn't have led with that because people own. Birds are weird, dude. But we're pretty normal for owning a bird, even though we own a bird. Pretty normal.

What kind of bird is a.

It's a lovebird, which. It weighs 1.7 ounces. We call it a hate bird, though, because it loves my daughter. Because it's like, bonded to her. It likes me and it hates everyone else, but when she goes to college, it's becoming my bird. Because, dude, birds live for like 19 years. This one does. So I way did the math wrong.

You're gonna get the hate bird.

He's not gonna come in. Or she's not gonna come in my office because, like, if we. If that bird heard us Doing this podcast, she would be like, oh, people are talking. Let's go, I'll talk. And it's. It talks a little bit, it has a few words, but it's very noisy. But I, I'm so. For the next 16 years, because she's only had it three, me and that bird are going to be like Smokey and the Bandit. Like, let's go.

Any man around that many women means you're well trained. So we're really glad to have you on the podcast.

I showed up on time.

Yeah, exactly. So this concept of overthinking, I'd love to just dive right into it, you know, and especially, I guess everything's. Especially with a pandemic that's just happened and you know, the mental load that I think all of us are now really thinking about our health and so forth. So what kind of inspired you to go down this route of the surprising solution to overthinking?

Yeah, so whenever I think about a book idea or a product I'm going to create or a speech I'm going to do, I look for three things. And I think these are the three kind of common things that every best selling idea has. So if you're going to expand a business, if you're going to serve a new niche, you look for three things. One, a personal connection. Are you personally connected to the idea? Two is a need. Do people actually need it? Am I hearing, you know, from patients that they need this? Am I seeing a trend online? Am I, you know, am I seeing stuff in culture? And the third is you find a spot in the market. Is there a spot in the market for me? So for this particular book, I was connected to overthinking because I'm an overthinker. My wife has constantly told me, you're an overthinker. So I was curious about, okay, what can I do with that? How do I, you know, how do I improve that? How do I change that? So then I said, okay, is there a need? So this PhD named Mike Peasley, who helps me with research, we asked 10,000 people if they overthink. And we asked that many because most of the time when you see like a political article that's like 50% of Republicans, 50% of Democrats, if you actually read the article, they talked to 11 people and four of them were named Larry. And you're like, that's not. And so we asked 10,000 people if they struggle with overthinking, and 99.5% of them said yes. So there was this huge need and then I went to the marketplace and I realized a lot of what's written about mindset, about mindfulness, overthinking is, they'll say, stop it, stop it, stop it. Just stop doing it. Which one is impossible? You're built for thinking. Two, wouldn't it make sense to just use this amazing thinking machine I have with good thoughts, not bad thoughts, like, I love meditation, I love, you know, I love being mindful. But that's 10 minutes of your day, that's 30 minutes of your day. What about the 23 and a half other hours when you're going to be thinking, what if you could think good thoughts, not bad thoughts, thoughts that helped you? So once I had those three things, I realized, okay, it's worth me spending years of research, years of writing, years of conversations with thousands of people to figure out what does it take to really get a sense of how to turn overthinking from a super problem into a superpower? And that was in 2019. And then the pandemic hit. So if you weren't thinking a lot before then, you definitely are now, because 2020 was catnip for overthinking. And the joke I always do is, I met somebody at an event a few months ago and they went to shake my hand. And right before they shook my hand, I thought, should I refuse? Should I fist bump? Is a fist bump scientifically safer? Should I twist at the waist, at the hips, because the hips don't lie and give them an elbow instead? Should I shake their hand, but then immediately put my entire arm up to the elbow in a vat of hand sanitizer? Is this to say, excuse me real quick, person I just met got to scrub off this deadly pandemic. You just tried to murder me and my grandparents with just one second. Then I started looking around the room and I was like, are other people shaking hands here? What does that say about us politically? Do you know what I thought about three years ago when somebody tried to shake my hand? Nothing. I just shook their hand. But now every layer of life has extra thought, so. So it ended up being this really accidentally well timed message for a lot of people going, wow, my mindset matters. And ultimately, the book is about the idea that great thoughts turn into great actions, great actions turn into great results. A lot of leaders, especially in the dental community, try to over focus on the results they want, and they never change the underlying thoughts and they never end up changing what's actually changing everything. And they. And they just come up with results that work for A week or a month. And I mean, one of my favorite examples, I talked to a woman who, a dental manager who managed a huge dental practice, and there were four dentists there and there. Where they got kind of stuck is that they would go, we're going to change everything. We're changing everything. And they would go find a new consultant, they'd take the team to do whatever for a week. They'd come back and they'd change nothing. And then six months later, they go, no, this is the one. And they had done that four times and spent $500,000 and never actually changed because they're over focusing on the results. They weren't changing the culture at all. They weren't actually willing to change. They just talked about change. And so I think if you can change the thoughts and see where they turn into your actions and see where they turn into your results, you can really build an amazing business.

Hey, do you ever do that thing where you're about to give somebody the fist bump and they do the high five and then you switch?

Oh, yeah, I did it like a week ago.

Yeah.

The other day, somebody, they grabbed, like, I had my right hand out and they had their left hand, and we. It was like. He was like, hey, buddy. And we ended up, like, holding hands. I was like, what are we doing? This isn't even. Yeah, no. If, like, I've done it on stage where it's like 10,000 people and they go in for a hug and you donate. So, yeah, if there's an awkward way to communicate with somebody via a hand, I've done it.

We're nailing it. Now. When you're talking with these large groups, these leadership groups, is it different than when you're talking to your dental group clients or are like humans all pretty much the same? Because you said like 99.5% were all overthinking. Does that. Where's the difference, though? Do you see in, like, large groups, you know, versus well, it depends on

what the need is. So one of the things that, you know, for me, when I go talk to a group, the most important thing I do is the pre call where I get to say, okay, hey, what are you seeing that I'm not seeing? You know, I ask questions like, what's getting them up in the morning? What's keeping them up at night? I mean, the benefit I have just because of who I am. My mom's been a dental hygienist for 40 years, so I grew up around dental offices, so I don't feel foreign to that. I love my dentist. I get my teeth cleaned quarterly, not every six months. Like, I've. I've done probably 10 different dental events. So I feel very well prepared for that conversation. But. But it's kind of the answer is. The answer to that question is yes. Yes, two ways. Yes. There's a common thread of humanity through all of us, where we go, whether I'm a software company CEO, whether I'm running a small dental practice, whether, you know, whatever I'm doing, I'm dealing with people. And people have some of the same complications wherever you are. But there's also uniqueness. And, you know, for instance, the average CEO doesn't have to be an artist. They don't have to be a scientist, they don't have to be a patient care, they don't have to be a marriage counselor. There's so many dentists and dental staff wear so many different hats that a lot of companies, people wear similar hats, but not the same way. Where it is a mix of artistry and science and cutting edge technology and health. And so I think that in that sense it provides a lot of uniqueness. But there are still running a team of six hygienists who are discouraged because of how last month went, or is running a team of six humans and their similarities.

Yeah, I mean, in those larger companies, somebody's like, whole career track was to learn how to lead people. They were in organizational behavior classes, et cetera.

They majored in hr. They majored in hr. And then you as a, you know, you're the dentist, and all of a sudden, like, by the way, you have to be amazing at hr. And you're like, what was that, what was that acronym you just mentioned? Like, oh, hr. You have to be so good at hr. And I've, you know, that's, that's the challenge. Which is why events like the summit are so helpful. Because it says, hey, we're going to help you fortify these other parts that you maybe didn't get the training in yet. You maybe didn't naturally think this. Like, and that's the challenge, is that occasionally you fall in love with one part of it. Like, you love changing somebody's smile and the confidence that comes from that. Like, there's a magic to that. And maybe that's the part you love the most. And then you go, but I'm also an entrepreneur and I want to scale this. I want to grow a team. I want to have systems. How do I have repeatable systems? What does that look like? And I Think having other people that can help you fortify, that is invaluable.

Well, entrepreneurs are so nervous. And dentists, we're so nervous about failure. But success can be just as painful because now it's like, oh, my gosh, everybody wants my time, attention, energy. No problem. I'll just hire more people. Now I have more people who want my time, attention, energy, Right? And it's like, where do I want to fit within this? You know, when you were saying people are focused on results, you know, this overthinking component, how to use it as a superpower, you know, I'm so used to so much. Like, there's that micromanagement issue that people talk about, etc. You seem to kind of have a different approach, though, of attacking some of this. Can you kind of talk me through, like, how adopting a mindset that leads to growth. So I don't think you're saying, don't focus on results, only focus on your results.

No, no, I'm like, no, you're extra focusing on results. You just focus on the right stage. Like, it'd be like if you said, john, we're going to focus on this photo of this finished meal, and it'd be like, we should think about the ingredients. You're like, no, we got to focus on the finished meal. The meal doesn't exist yet. The results don't exist yet. Like, I love that you're already like, I've got a great camera. I. I got the lighting. I'd be like, dude, you haven't baked the souffle yet. Like, what are you. Like, I love. Like, I love that you're doing that. So here's an example. So, and this is. This is from a dental office. A dental office team. The hygienists were discouraged and they're broken soundtrack. The soundtrack is just my phrase for repetitive thought. Something you're listening to again and again was, no day has ever turned out the way we planned it to turn out. Why do we even bother planning? That's a soundtrack that leads to team apathy. No day turns out the way we thought it was. Why do we have a team meeting in the morning? And what they're saying is, we can't plan for a kid to chip his tooth at a baseball game. We can't plan for an emergency. Root canal, whatever. And so their broken soundtrack was, we can't plan it perfectly. Why bother? And you have to identify that and go, no, we can't plan for emergencies, but we can prepare for them. That's our soundtrack. So we know we're going to have a system that we. When there's an emergency. We know the three calls we make when there's an emergency. Here's how we shuffle clients when there's an emergency. Here's what you know, here's how we prep patients when there's an emergency. Here's where we move a cleaning to one of our partner, you know, partner that are in the area so you come up with a new soundtrack that's. We own emergencies. We take 100%, you know, responsibility for emergencies. But you go, that feels counterintuitive. Not at all. That's you saying we can't predict them. Exactly. But. But we can do everything in our power to make sure that our office is built for emergencies and every emergency. And we have a plan. We have a system. So then you've gone back and you've changed the thought which forces you to, you know, if you say we take a hundred percent accountability for emergencies, what does that mean? Well, we better get some actions that prove that. What are the actions that show that. Because we want to be the place that when there's something unexpected that happens, which happens every day in dentistry, where the office that can handle that, and then you get different results. Then when the emergency happens, the nurses feel. Or the dental hygienists feel confident and equipped to go, oh, okay, here's. Here's the thing we do. Here's the system we do, here's the calls we make. Here's what we do. Because you didn't let why bother? Take root and like, oh, here we go again, another emergency. So that's an example of, okay, you get the thought right, and the rest of it starts to kind of cascade off of that.

Yeah. I mean, here's what I often see happen. So using your example. But I'm really excited to take this picture and Food Network's going to pick it up and we're going to be big and all of those things. Right. So lots of dopamine hit around, vision board and excitement, et cetera. Then when you tell me, yeah, but Emmett, there's details. Then it kind of goes to apathy. Like, you're right, we shouldn't even try. You know, it's like from one extreme to the next. And I think what you're saying is, and I've noticed this, too, the hardest work we do as leaders is thinking through systems and processes.

Right?

Thinking through. If this, then this. And most of the time, what I notice gets missed is like the prerequisite, like, hey, I really want to roll out XYZ capability, let's call it aligners, because that's really easy and it's exciting right now. So, hey, I really want to roll out aligners. It's like, okay, great. And then they do some CE credit and training, but it's not like thought through. Like, where would that go on the schedule? Who's going to handle this part? Payment plan, treatment coordinate, like, all the details of the system often aren't taken. The time to be thought through, is that aligned with what you're talking about?

Yeah, totally. I mean, but here's a, here's another, like, here's how I'd answer that. So when I say a soundtrack, the repetitive thoughts, especially in a team culture, imagine if you're, you know, a dentist. And the personal example is as an individual, if you want to identify if you have any broken soundtracks that are in the way, write down a goal. It's a 30 second activity. Write down, okay, I want to scale the business, I want to grow, I want to hire, I want to have better retention. I'm tired of hygienists leaving within six months, whatever. Write down a, I want to lose 10 pounds, I want to start a podcast, whatever. Want to write a book? Whatever your goal is, write it down and then listen to the first thoughts that come next. Are the first thoughts encouraging? Do they say, you should scale that business? You will be a great CEO. You might not have had that training yet, but you can get that training. You can do both. Or are they negative? Are they? Who are you to do that? You're already busy. If you get more successful, you'll be more busy. It'll be more complicated. You know, you'll never be able to hire the right in this market. How can you hire. And if they're negative, they're probably a broken soundtrack. So imagine on a team level, if you go to summit and you come back to your team and maybe your whole team gets to go with you, maybe only a few of them, you come back and go, hey, I heard this keynote or I went to this course. I'm really excited. We're going to roll out blank. What is their first response? Is their first response going to be, okay, here we go again? Or you know how we're already busy, I'm already stressed. How will we do this? That's what I mean about the first thing is the kind of the three step is you retire your broken soundtracks, you replace them with new soundtracks and you repeat the new one so often they become as Automatic as the old ones. And so my goal is to get you to go, okay, what are these thoughts or soundtracks that are getting in the way? What do I want them to be in our dental office? So, like, what are the things that we want to aspire to? There's three questions you should ask. Number one, what, you know, what's a story we heard from. From a patient this week? Because stories are often a way for you to start the soundtrack. The story was, this is the best care I've had. This is, you know, a friend recommended me, you know, and it outlived what I. It out exceeded what I thought it'd be. Second question is, what are our actual soundtracks right now? If you looked at our office, what are the things that we say about what we're capable of? And the third is, what's our aspirational soundtracks? Where do we want to be a year from now? It's summit next year. What's true about your business? And so great businesses and great leaders, they have the aspiration, but it's tied to the reality of both their thoughts and their actions. If you announce a huge goal without those two things, people don't trust you. And sometimes leaders think they have to be bold and visionary and announce something completely disconnected from their actions and their thoughts, and it fails almost immediately and the team can see it. And a goal is never just a goal. A goal is a promise. So you as a leader, make this, we're going to grow this. We're going to get these many patients, we're going to do this. And you haven't changed how the office is really working or how, you know, what, what people are really kind of saying about the work they're doing. And so it feels. It feels disconnected from reality and a little disingenuous. Disingenuous. It feels like overly optimistic, but not true. Leaders sometimes think they have to be bold to be trusted, and it sometimes blows up in your face because you announce something and it doesn't happen, and then you never address it again because you're embarrassed. And then the next time you announce something, people don't trust that either. And they go, why are we even bothered with these goals?

What were the two things you felt like, okay, so the goal. What was the two things you need to make that goal more grounded?

Well, I mean, I. Well, I mean, for me, again, it comes back to, okay, how am I going to. Like I. With leaders, I always say goals are optimistic lies unless you tie them to your calendar and you tie them to your actions. Like for me, those are two things that. So you can say, here's my thoughts, here's my actions, here's our calendar, here's reality. But we're often taught this kind of fake, fluffy vision board version of the problem with mindset. The problem with goals is that it gets really holistic, really fuzzy, really not reality based. And you have, you know, smart people who can see through that nonsense immediately and won't follow a leader who's living in that.

Well, they're just waiting. They're like, hey, I'll just wait till next Tuesday. And Emmett will have a new set of goals. So he'll, like, he'll be.

He'll be. Have forgotten this. Emmett will be off with some exciting thing that he's completely forgotten about this. So I think, I mean, but that's the tension. I just look at dental and go like, you have to be a CEO, but you didn't get four year. You didn't get an mba. Like, your dental school didn't also give you an mba. Like, it gave you amazing, you know, scientific practices. There was some leadership training, but it wasn't an mba. It wasn't, here's how to run a business.

There's also a huge digestion problem right now. What I mean by that is, like, there's so much opportunity to be better.

Yeah. Oh, okay, so you're saying it's almost overwhelming.

It is, because, you know, only 40% of the marketplace goes to the dentist regularly. Okay. So one of the things that's happened with social media and everything else is, you know, John, you're different, but a lot of the world's like, I'll just finish this Netflix series instead. I'll just buy this stuff on Amazon instead. And so dental's improving and like, guys, this isn't, like, optional. This is like, core to your health. Right? So dentists and a lot of DEO members and those coming to the summit are really involved in, like, how are we going to elevate dentistry's importance in all of this? Well, when you start looking at that, you're like, oh, my gosh, there's like a lot of opportunity. I mean, if 40% of the marketplace and like, the other 60% needs it, right. If you've got the other, you know, 40%, you double the entire industry. So as you look at opportunity, sometimes just prioritizing that, John, can be the biggest issue. I mean, any thoughts around that? When you're like, I mean, I know you live in a world where you have a million opportunities. How do you Use your overthinking to help you prioritize.

Well, I mean, like, I look at it and go, somebody asked me the other day, has overthinking ever led to a success for you? And I said, it leads to every success right now. Because my big thing is, if you can worry, you can wonder, if you can spin, you can soar, if you can doubt, you can dominate, if you can get your thoughts working for you, they're amazing. They're your best friend. That the idea of, like, if you can change, I can't run a practice to. I can run a practice, and I'm doing it right now. Like, and that's what you have on repeat. It's amazing. Like, I love, you know, when my thoughts are working for me. And so for me, as far as prioritization goes, I keep it really simple. So many people, especially entrepreneurs, I've never met an entrepreneur that didn't have an idea or a goal or an opportunity. That's never. They never come up to me and go, john, I just got zero. I have zero. They never say that. They say, I have 50.

Do you have anything I could do with my life?

Yeah, yeah, no, they have 50. And, like, I love it. Those are my people. That's why the summit is going to be a blast for me. I love talking to audiences like that that are. They're sprinting and they're like, I dare you. Keep up. So instead I say things like, okay, you know, make a list of 1 through 10, and then pick 1, 3, 7. And they go, why 1, 3, 7? And I'll go, okay, pick 2, 5, 8. Like, it doesn't matter as long as you pick 3 and work on it and then try it for a month. Like, have a. Like, have a. Like, time. Box it and go, I'm going to actually check it. I'm going to actually do it. Here's what I'm going to do. I mean, my. The way I structure my weeks is every Sunday, I sit down for about a half an hour and I write out what are my big week wins. So if I do these things this week, it's been a win. And so I write them down. And then. Because I want an honest calendar, I need an honest calendar. Not full of lies, not full of. I can probably get that done in 10 minutes, but it takes me two hours. I could get that done in two hours, but it takes me 10 minutes. I schedule everything, and I'm learning the entire week going, oh, I thought that conversation was going to be 15 minutes. That needed like, 60 minutes. I way underestimated that, you know, So I. And you know, for me, since we're at this is live on Facebook, like, this is my mini whiteboard. I have a mini whiteboard. These are my big week wins for this week. So I've already crossed off this column because I'm already through a bunch of those. And I like it because it time boxes me. I can't put a thousand on this thing. This thing is small. So I keep a mini whiteboard. They're always in front of me. A lot of leaders have goals that they put in a drawer. A goal in a drawer isn't doing anything for you. You need to be able to see it. So that's how I prioritize. And then if I've put something down is important to me and I've moved it multiple weeks, it's really not important. It's. It's. It'd be a nice to have. And then I also tell leaders, don't brainstorm your to do list. Like, don't bring your full creativity to your to do list, because you're going to come up with a thousand things you can do. When I'm prioritizing, I'm strategic, I'm tactical. I'm not going. It would be cool if I'm like, no, I've got this client, this conversation. I'm also building systems, which I just call a win repeater. Like this thing 1. I want to repeat it. A system is a win repeater. So, okay, what are the steps that got me that win? How do I repeat them? So I'm trying to be very deliberate about the things I do, but then also flexible enough to know, like, my days are going to change that. Interviewed the CEO of ReMax on my podcast. I have this podcast called All It Takes is a Goal. And he said something interesting. He said, my mornings and my nights belong to me, but things get squirrely in the afternoon. So his whole thing was, if I get up early, I can control a big chunk of my day. In the middle of the day, I'm a CEO. I'm leading people. I'm serving people. They need me. They've got a fire. I'm helping after dinner, around that time, like maybe four or five, six, whatever, then I kind of control that. So I thought that's a great way to serve, you know, because you can't schedule every minute because it's not how it's going to go. And you don't. You don't want your staff to not come to you with Needs because they don't feel they're important. You want to be. You know, it's this dance of having it planned to the degree you can plan it, but also not being so rigid that the whole system breaks.

So, John, this has been awesome. Thank you for taking the time. I'm really excited to have you. June 9th through 11th, John's going to be there, Phoenix, Arizona, for our DEO Growth Summit. Here's one thing I'm going to do if it's okay with you, John, since this will be in our DSO Secrets Facebook group, I'm just going to have them put some questions down and maybe we'll have some time then at the summit to just ask you some of these questions.

Yeah, be around. It'll be fun. Totally. Yeah. I love it. I encourage that. The summit is going to be a blast. And here's the thing I'd say about events like the summit. There's usually two events that happen at every event. There's the one from stage and there's one in the hall. And no offense to any other speaker. I'm a speaker. Usually the one in the hall is even better because you're with real people in real trenches, and so don't miss the shot at community. I think that's one of the biggest. It's fun when you see a speaker. You get. You get to take notes, you get to learn, but it's also amazing where you're sitting next to somebody who's doing the same thing you're doing and can really encourage you.

That is great advice. Okay, so if somebody kind of wanted to prep, you know, for your spiel at Summit, they should get your book. Is that an Amazon?

Yeah. Here's what I'd say. I think. I think they're going to have books at the event, so maybe you can get to book the event. But I would just say go listen to an episode of my podcast. So All It Takes is a Goal is the name of the podcast. And there'd be two that I'd say there. One would be Colleen Berry. There's an interview I did with a woman who was the receptionist of her company, changed her mindset. Now she's the CEO. Just a crazy story.

That's awesome.

And then there's another one with Greg Sankey, who's the SEC commissioner. Football, not securities. And we talked about how do you lead through crisis? You talk. I mean, the entire sporting world, not just America. We're watching the SEC football to see what they do. And Greg Sankey talks about leading through that in a really helpful way for anybody who's a leader. The thing that got me when they added Texas to the SEC the week they did it, billion dollar decision. He sent me a thank you note and I told my wife, a guy at his level sending me a thank you note during a billion dollar week for him, it's crazy. And my wife said, no, you got it backwards. He's at that level because he does stuff like that. And so that one Go listen to the podcast. All it takes is a goal. That'd be a great way to kind of catch up with me.

Hey, thank you John, so much. We'll see You DEO Summit June 9th through the 11th. Go on deodental group.com, click on Events sign up. Appreciate your time today, my friend.

Yeah, thanks for having me. Looking forward to it.

All right, everybody, until next time, keep smiling. Hey guys, Emmett Scott here from DSO Secrets. We have just finished at the beginning of this year some great events. Women in dso, the Adso Summit. But we're about to host with DEO the Gross Summit 2022 here in June in Scottsdale, Arizona this summer. Now for those of you who know DEO, you know that they go deep on the tactical issues to scale and grow your business. So this is going to be one of the most powerful events in group dentistry. It'll be the biggest summit in DEO history and really the dental world's going to decide. Descend upon this beautiful Phoenician resort with some of the biggest names in our industry. Many of you know Steve Bilt, CEO of Smile Brands, always speaks authentically the truth and you can really ask questions. Go deep with him. We're going to have best selling author John Acuff and just many, many more. Again, this will be an opportunity to ask some of the best of the best those questions you've been wondering on on how to scale, how to grow, how to get to your vision. So go to deodentalgroup.com events. I'll try to put a link in the description below, but join me at DEO Grow Summit 2022. This is where dental leaders really learn to grow successfully together. Look forward to seeing you there.

Foreign.

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