Million Dollar Dentistry Masterclass February 2021: "The Life You’re Entitled to Lead"

Hey, practice owners, thanks for joining us tonight. We're back for episode two of our masterclass, based on Gary Katie's bestseller, Million Dollar Dentistry. Gary, I think chapter one went pretty well.

Oh, my gosh, Steve, I had a lot of fun with you and how I know people really enjoyed it is I had so much feedback. I got a chance to meet with a handful of people. It was really fantastic to hear the feedback and, and collaborate with people and get them solutions. It was great, Steve.

Well, we also had, and I want to remind our listeners and viewers, if you're watching this on YouTube, put your questions in. We're going to take questions from the audience as we chat. I'm going to kind of filter them. Usually what happens is we'll get a lot of questions. They kind of, I say they fall into buckets. So I might get 20 questions, but they really fall into three buckets. We will answer them as we kind of find a break or as they're relevant. But Gary has also agreed, no matter the questions get saved. So if you don't get your question answered live in this episode, in this broadcast, don't worry, it is saved and next level. And Gary promised to answer any questions you have, no matter what it is. If it's about, can I do this in Canada? Or if it's something very specific about something we've, we've covered. Ask your questions. You know, there's no dumb question. Ask them. And they will either be answered here or they'll go into queue and they'll make sure they get them answered by probably at least tomorrow. Right, Gary?

Oh, yeah, for sure.

Awesome. So let's do this. Let's jump right in. Episode two, Million Dollar Dentistry. My favorite book, by the way. I have the new edition, too.

All right, good. I was like, I needed to get us into 2021. Steve.

Yeah, I like using the old one. This one came back. This is going back in time. The inside's the same, but the covers, you know, covers.

Cool.

Chapter two, number two is the life you're entitled to lead.

Yep.

And in reading that, going through that building on sort of chapter one, the life of Larry, dds, very typical dentist, very typical struggles. What you got in dental school, what you didn't get in dental school. This really sort of transitions to maybe not the nuts and bolts. And, you know, you and I have talked many, many times about docs, go to dental school to be a clinician, and then they come out and they run a business and there's all kinds of fuzzy, you know, there's not a here's, here's how we do it. It's sort of this way works and that way works. Which one's best for you. And that's hard for them to get their mind around. But fundamentally, what's not hard to get their mind around is the life they're entitled to lead. And you've said it before a million times. There are docs who struggle every day, struggle for an entire career, and there are docs who don't. And the question is, what makes the difference? So I think if we kick it off, what do you mean by the life you're, you know, chapter two, the life you're entitled to lead. What is that? What's that mean, even?

Well, it sounds so simple, right? But it's so profound for the doctors that I get a chance to meet with. And what I mean by that is one of the first things we do, Steve, when we sit down is like I ask them, what is it that you truly want? And I'm not kidding you. And it's awesome. 99% of the doctors cannot really give me a specific, measurable, clear picture of that. You know, they know they want more money, they know they want more time, they know they want less stress. But like, it's very like nebulous out there. And I like to really get in there with them and really get this defined. And it's usually I watch their shoulders come down and they get this sense of freedom that I. They said like they might have never gotten in their whole career. It's amazing.

So you say they're entitled to. And I'm going to give a short list here, you can add to it. Financial success, fewer hours at work, or I think what you're probably going to say is you decide how much you want to work. Happier in your job, happier in your practice. Workplace harmony, which is always a hot topic. Team issues. I see some questions starting to pop in here and a few of them are about teams. So I'm going to get to those here in a second. Improve your home life, improve and build a secure retirement. And those are all things you're entitled to. So as a practice owner, why is it you're entitled to that? And I'm going to segue into another of your books. I don't know if you have one, we had talked about it, but your healthy deserve level. So you're kind of an expert on what you deserve and what you're entitled to. And sort of this idea behind this.

This concept, this is book. Two million dollar Dentistry is book one. It's a little segue. I actually had a get my team to send me books. So you'll get them in a nice package. I have eight books now that I've written, which is amazing. But the second book is really I wrote after I noticed what was happening. And what was happening, Steve, was we would grow practices, we would give doctors more time, more vacation, you know, beyond what they could ever dream of. You know what they did with it, they held it off, right? They killed it off. They couldn't have it, they couldn't be with it. So I want to deepen this raise your healthy, deserve level, entitled thing. Most people think it's greed or not being a jerk or taking too much of what you can't have. What this is about, Steve, is really allowing and teaching our doctors that they truly can have time, they can truly have money. You know, one of the things that is really interesting to doctors when we first start out with them is you ever notice that your expenses rise to meet your new levels of income and you end up not having any more dollars or, you know, you fill time to meet the deadline. And what's happening, Steve, is this is the law of the universe. And that would have this. Only 4% of doctors retire financially free at the end of their career. And that's unacceptable to me. And so there's phenomenons that they train the doctor to be a great clinician, but they did not train them to be a person who can run a business, have money, have time, and have the work life integration, if you will. We don't like saying balance because like work and life should be integrated in a way where you're free at wherever you are, whether you're working or you're playing.

That's a good. So there's a good point. Okay, this just popped in here. It says, I feel like dental school drilled into me, that if I focus on all. And I'm going to just say those things you just mentioned, I focus on those things. I'm putting money ahead of my patients. And the question is, how do I change that feeling or feeling that way?

Yeah, it's a great question. And we bump into this all the time. See, most dentists go to dental school, like I said, to be a clinician, but they're not trained to be a leader, a banker, manager of people, you know, and really a retainer of, you know, income. How do you do that? And a lot of our doctors think that they need to be a starving artist. And a starving artist, which is like If I do this, then I can have that they live in an OR world. Like I can be a kind caregiver, which every dentist is. Or you know, I can be a thief and take money and be greedy and we help them. See, this is a turning point for a lot of dentists it's and not or Steve, you can be a great clinician, you can provide massive value and you can have time and money simultaneously. And when you change your OR to an and that little tweak, all of a sudden you catch yourself and you catch yourself and we train doctors on how to operate like this and we get underneath why they can't receive or why they self sabotage. And when you do that, it's magical because now all of a sudden there's a wide open path to actually have the natural universe be at play, which is I provide value, you provide an exchange for me, which is money. And then when you run a business, you set it up so it has the time and money work for you as a dentist.

Yeah. And you know, being business school graduate from Indiana University, you know, go Hoosiers, you know, you don't even think about that. And it's not about being greedy. And you know, again, we're all about profit here at the Profitable Dentist. It's practically our name. And I've always been surprised at, you know, you and I have been at a lot of things where dentists feel guilty almost if they're profitable. And so when I speak I always say, here's what you need to understand. Profit is simply the measure of how successful you are as a practice owner. Doesn't have anything to do with being a dentist. If you're in a candy store, if you were a plumber, profit means I put, I spent X dollars and I brought in X + whatever. And what's left over is profit. And if I do really good at managing the costs, the money I put in, and really good at managing my customers who keep paying me, then I have more profit. Doesn't mean I'm greedy. And I took money for stuff I'm not doing or I'm scamming them. It just means I'm really good at what I do. And there is a, there's a guilt. When you were saying that Gary, what popped in my head was I know one of your clients and it's probably okay to mention him. Josh Merrill. Dr. Merrill. And you know, you and I visited his practice in New London, Ohio. That where I think, what do we figure? There are more cows than people in London, Ohio. And what was interesting is Josh is a good guy. He's mid-30s, maybe late-30s.

He looks good. He's early-40s.

Is he. He works hard. And he was telling us about his Tesla and this was maybe a couple of years with you guys that he said, I had an old beat up truck and that's what I would drive to work. And I always wanted a Tesla and I felt really bad about buying one. He said, then I bought one, then I felt really bad about driving it and I never drove it to work. And he goes, and then one day I drove it to the office and he said he was always worried about somebody seeing him go down the street and say, oh my gosh, I just bought my dentist a new Tesla. And I said, my guess is what they said was, my dentist pretty awesome. He can afford a new Tesla. He must be doing something right. And that's a mindset that just doesn't exist in the dental world, right?

No. And 90% of dentists grapple with this. So I learned very early. And that's why it's the second chapter that we have to teach them how to have and receive. My premise in raise your healthy deserve level, Steve, is this. In life and in practice, you don't get what you deserve. You get what you think you deserve. Nothing more or nothing less. If you don't think you can have it, you are not going to actually take the actions to create it. And this is where this shows up, Steve, let me show you the symptoms of where this shows up. Giving away dentistry and not charging for it. And I'm not saying that there shouldn't be days where you have free dentistry days, But I'm talking about the guilt of not being able to receive money for a service gladly rendered in value creation, high accounts receivable, you produce the dollars and you can't receive shows up in having a team that is low deserve, meaning because you don't think you deserve to have a good team, you. You end up with a team of people that are B or C players, not A players. And it's a mindset, you know, your facility, if you will, your facilities are wrecked. And that's like, you know, look at your desk. Here's a great barometer, Steve. If your desk is a mess, usually your mind's a mess. And here's what we know. Self worth equals net worth. The work we do is we do work with the doctor to get them connected to their purpose. So why they do what they do, and when you get our doctor, when our doctors get connected to their purpose and they understand their why and the value that they're providing and we help them raise their deserve level and their entitlement, then we just have to go to work, see their minds not in the way of creating this ideal scenario of money, time, experience, balance of integration. All those elements get created by shifting. And this is not woo woo stuff, Steve. This is not like Gary's going to do kumbaya with the doctors. It's a step by step process, Steve, to actually we know that this is underneath. And once we do it, when you know better, you do better. And we begin the education process of raising your healthy deserve level so that you can receive the magic of being a dentist and having it all.

So we got a question. But before that I just wanted to say that is that really is sort of that entitlement isn't something I'm entitled to just because I exist. You know, we talked before I had, you know, I have five kids, you know, they're all older now, but trust me, I'm gonna, I'm gonna make a note, my next book is gonna be on entitlement and I love them all, but unfortunately they're all in their early 20s, they've kind of grown out of it. But so it's just this idea of you went to dental school, there's some value to it, I guess. When you were talking, what I hear docs do is they do give away dentistry. They don't realize they went to dental school, they passed an exam, they made a huge investment, they've got an office, they've got staff, they do all these things, they deserve to be paid for that. Just like if I was a plumber and I came in and fixed your plumbing, you could try it, you know, you don't want me to try it, but you know, I could try it and save a bunch of money. But am I really? So it's just that idea of understanding you're there and you have that interaction just because the fact that you went to dental school, you're good, you're, you know, you know your dentistry and sort of is that I guess that's your healthy deserve. I'm here for a reason. I'm not taking advantage of you. I am doing what I was trained to do and here's what I should be paid for that.

Absolutely, Steve. And it's really interesting because running a practice, you know, so often dentists that when I first start working with them, they have this philosophical upset that is, I have great hands, I'm a great Dentist. Why don't I have money? Why don't I have time? Why don't. It's because you're great at dentistry. And there's an orchestration of 18 components of running a business that if you don't understand and have them all systematized and organized even. I had a guy, Steve, from our last episode, who called and met with me. He was a dentist and an mba and he's like, Gary, I know dentistry and I know business, and it doesn't translate. I can't get it done. And that's the difference, you know, if you're not a master at implementation and if, you know, I always say, like, I look, I do a lot of things in my head. I can be really smart. But like, I'll give you an example. Like, I work out in my head, Steve. I don't have to get a better body. It doesn't translate into a six pack. I am still 10 pounds overweight, Steve.

So, Gary, if you and I could make that work, buddy, we wouldn't be here. We would be on our yacht somewhere.

And so what there is. There are so many dentists who, by the way, these dentists who have been calling in your group, they're sitting on gold mines. They have thousands of patients and they just need to take care of the ones that they have and have them show up and pay. And those simple things turn a good dentist into a profitable dentist. That's the game changer.

Steve, which are my favorite dentist, Gary. So you said something, and I'm going to flip a page here, you said something about these components, and I got a question here that says, and I'm going to put a couple together. It says, all right, one of them says, if I believe I'm really entitled to all these things, where do I even begin to implement that in my practice? And so in the book we talk about, one is having the income you desire. You can see how I'm a highlighter.

Gary, I love it. Steve, you're my kind of guy.

Work as few hours as you go. Like all those things, those are things that. And I'm going to. I'm setting you up here. If you can feel it coming, you're a master of what you call reverse engineering that you have to design, you have to envision the practice you want, design around that and then back into a plan to get you there. So what are those? You said 18 things. That's what somebody asked. What are those 18 things? What are those 18 things?

Oh, we could sit here forever, Steve, but I'm going to break it down into simple. I'm going to keep these 18 simple. The first thing is if you don't know where and when you're going to land your plane, you're never going to get there. This is why 96% of dentists don't retire financially free. Meaning they're looking here and let's say they're 30 or 40 or 50 or 60 or 70. I had a guy call, he's 50 years in practice from our last, from the last 50 years. His dad was in. He goes, I got 10 more years because my dad was 60 years and he's still going and he's fired up. And I was so inspired by this guy Steve, and I said, look, he goes, I want to end my career on a high notice. I done, let's do it. I said, what is ending up on a high note? Number one is, he goes, I don't even know where to start. So let me give you where to start. What is the number, the dollar number that you want to have? And when we do dollar numbers, Steve, we do it in two. What is the, the collections number and what is the profitability? So you have to really. And by the way, let's just give the book away because I'm not going to be able to get to all 18 of these we have. So you're going to get a free book here and then you'll just be able to click the link and you'll be able to read them. I think it's important to read them. But I want to break out the low hanging fruit for everybody on our call today. You know, number one is you got to know where you need, where you want to end up. And like, this is why only 4% of dentists retire financially free because they don't start with the end and work backwards. They don't know what trajectory and the arc is that they need to know to go from New York to Indiana. Like if I'm flying too low, I'm not going to get there. If I need to fly higher, if I'm, if the wind's blowing and we have a pandemic, I got to chart my course again. So it's like, you've got to know like what it is we believe that we have. Our Doctors end up 5 million over five years. Like that's one of our equations. How do you get 5 million over five years? And everybody can do that if you know what the game is. Now, if you're sitting there and you don't Think you can have 5 million at the end of your retirement? I'll go to work with you there and teach you how to receive 5 million. Because as a consultant, I'm not going to dive into the pool, Steve. If I'm trying to. If I'm trying, if I want that 5 million more than you do, I won't dive into that pool. I'll help the doc see it. And that's the difference in our approach. It's there between enablement and empowerment. The first thing we do is we decide, are we enabling this, enforcing it for the doc, or are they empowered and are they ready to receive it? So number one is, can you receive whatever the number is that you want to end up? Then you want to figure out how much time you want to take to work to get that. So a lot of doctors think more working hours. Like when I tell somebody that they can work if they're working four days, they've worked three days if they're working. You know, a lot of these Doctors are working 50 weeks. I go, how many? Then we get into time. So first is money, how much collections and how much profit. Then we get into time, how many days per week and how many weeks do you want off? Then from there, we reverse engineer that, and then we know how much you need to do per day per team member. See, this is where this is. Turns your payroll into a profit center. Because when you map out what you want to create in time and money as a business owner and you reverse engineer that and put that over your team, now your team knows how much they need to do each day by their position. Treatment coordinator, appointment coordinator, assistant hygienist. And it just creates a machine that has everything work, and that's 18 packed into three.

Yeah. And you and I have had this. We've done this course, so to speak, this part of a masterclass many, many times. And we're very much aligned in that. Dentists, you know, they don't teach you this in dental school. And I, you know, and I, as a practice owner, I've had the same conversation. You know, I call the practice manager and say, hey, how do we do today? And I get, oh, we did great. Well, great is not a number, because here's what I need. I need $10,200 every day to hit the numbers we want and to back into the lifestyle that, you know, I want, because I own the practice and, you know, that's why I'm in business. And so I need to know, was it over 10,200 or was it under and under is fine today, you're always going to have under days, but you can't have all under days. So if we were 7500 today, that's okay, but tomorrow we need 2750 on top of our 10, 2. So first thing is just that, know exactly where you're going. And in dentistry, that's not really a thing. What I hear is, oh, we were busy today. We were covered up. Doc was full. And, you know, you find out you billed and collected $1,112, well, you didn't even pay for the light bill. And that's a thing. That's a good habit to build. So I got one here that.

Can I add one thing? Before anything, I want to add one thing here, very important, because there's a group of doctors right now that. We just ran a bunch of numbers. There's a group of doctors going, you know, this sounds great, but it's like, I don't like numbers. I hate. My team hates numbers. So you have to know how to. And we help you get through this. I have a lot of empathy for doctors because 75% of dentists are methodical thinkers. They want to know the steps, and they're humanists. They care deeply about people. The minute you add numbers, it throws everything off because they sit there and they try to figure out, like, what if I don't do it? And they have a lot of questions about that, or they say, you know what? I don't like numbers. I want to do good work for people. I care about my people. And the numbers are going to come. Yes and no. Yes, you do good work, but if you don't know how much and you're sitting there and you're 50 years old and you have nothing saved, well, at some point, you got. Something has to give. And here is the way we hold numbers. Numbers are the scoreboard for how healthy you are making your patients. The impact you are making on your patients, it reframes it so you can be with numbers, you know, so, you know, numbers are a key thing in the process of running a successful business. Because it's just like a car. If it's on E, you're not going to be able to go much farther. And this is. This is what we do. We create a simple dashboard that allows you to land your plane where you want it. When I say landing the plane, whatever that number is, and the amount of time that you're spending and it's broken out. How do you eat an elephant, Steve? One Bite at a time. Get to your question, buddy.

Yeah, and I think, you know, back to the first question here, that is, you know, I've said it a million times. You can be a great dentist. You can, in fact, you can be the best dentist in Minnesota and still go bankrupt. But you can't be a profitable dentist and not manage your cost, treat your patients crappy, do bad dentistry. You can do one, but you can't do the other. It's funny you said team too, because I got about four questions all at once when you said that. And again, if you're listening, put your questions in. There's nothing, you know, out of bounds. It says, this is one we always get. My problem has always been my team. They drive me crazy. How do I get them to just do what I tell them? So I think I know what your answer is. But you know, it's funny how you get. There's a theme to this, isn't it? Oh, yeah, it's. So how do I get them to just do what I tell them?

Yeah. I mean, I became an alcoholic because people didn't do what I wanted them to do when I wanted them to do it. I'm 13 years sober because I'm like, I gotta find a better way. So I'm gonna help everybody here with team because if it wasn't for people, we would be fine. Right? Everything would be fine. So how do you do this? Well, first you have to know that you deserve to have a world class team, an A playing team. That's the beginning. If you don't think you deserve that, you're not. You're going to be bumping into a high maintenance team rather than a high performance team. You want to get out of being a high and a high maintenance team and get into a high performance team that are aligned with your values. You know, one of the things that we do is we define what your vision, purpose and values are. What are you committed to? What does your practice look like? You know, a lot of times it's in our doctor's heads. And once we get it out and we let the team know what it looks like and they can start operating inside of that. Right? That's number one. The other thing is you have to create leaders among leaders. This is a very important aspect, Steve, because, you know, if you find yourself carrying the team up the hill all day, every day, and you're like an octopus, you have to like micromanage every little conversation like you're sitting there chairside. I always love this one. I'm Chairside and I can hear my front office gal go and you know, answering the phone and they're canceling and all that. And, and it's like we decentralize the doctor, we put the accountabilities in each position, we define the position. But here's the difference. This is the game changer, Steve. We get people out of operating from activity and being busy to being outcome based. So when they know what their outcome is and they know what the purpose of the practice is and they tie their own personal purpose to the measure, then you have a very self responsible person. And then guess what, Steve here, this puts the icing on the cake. We give them a bonus when they hit their daily number. Now all of a sudden that team member gets a Scooby Snack every day. Steve. So now you've got a systematic step by step process. And it's very easy to implement all this because they want this. Here's the misnomer that a lot of dentists have. The team wants what the dentist wants. They just, the dentist doesn't know how to give it to the team. And that's, that's what my book does and that's what we do as a company. You know, we help bridge that gap and get it done. There's some docs that are just going to read the book and they can implement and they're fantastic. There's some docs that want to read the book, they want to get in communication with me and then, then they'll want my team to help them implement. There's all that available to them. Here's the thing, you don't have to do it alone anymore. And by the way, post pandemic, don't try to do it all alone. Just get it done so you can get on with your business and be a great dentist to have fun doing it well.

And that's. That hit the nail right on the head, I think, to put a bow on that. You know, most docs. What's always struck me, Gary, is when, you know, I have dentists say, man, I just, you know, I can't get anything done during the day because everybody's coming to me about every decision. And what you find is they have created that, you know, what do they say? You get the behavior you tolerate. So if you say, listen, don't make any decision, I make all the financial decisions. I mean, I own several businesses and I'll put a threshold and you know, it might be $500, you guys are in charge. Anything under $500, execute on and we'll talk about it in next week's meeting. Anything under $500, just do it. Do it. Do it with. Be smart. Be ready to answer a question next week when I say, that's interesting. Why did we do it? And if we spent $500, how is it cutting a cost by $700 or bringing in 1,000? You know, it's not just throwing 500 bucks out the window, but you'll find that they start making the same smart decisions you would without including you. And that's sort of, you know, that's sort of what you're. Back to your mindset. Number one, you're entitled to it. You worked hard, you built a practice, you went to dental school, you did all the things. And your team is now should be making the same decisions you make. And that's easy to say. And you do a really good job on it throughout the book and covering how you do that. And again, you could consider this an instruction manual. You can get this, you can try and do it yourself. But I think the cool thing is in the end, and you've always been generous with information, in the end, somebody can say, they can call next level and say, hey, can Gary help me do this? And you know, obviously, of course. But even somebody who's trying to do it themselves, I know you've been very generous with helping them, but it's, it's out of the strike zone of most practice owning dentists who went to dental school and now have to understand all this team stuff. So it's good to have somebody to help them. Them do that. We have, I noticed checking on time here. I want to do a couple of things. One is you had. I want to just ask you have anything we might not have covered. We got a ton of questions here. Keep them coming in. Gary's promised to answer all of them.

Jane and Jody are. I'm sorry, Steve. Jane and Jody will make sure all those questions get answered also. Like, you know, I'm a real advocate for this industry, and I really care deeply about the men and women that are. That go to work and set their practice up, and then they get stuck. Because I believe that dentists can change healthcare, change communities, and so often they just are just bogged down. And my whole purpose is to give freedom and space to dentists to live a full life and have the life they've dreamt of. And so one of the things that I wanted to offer is that I'll meet with doctors that are really serious. Like, if they, you know, really Heard the message today. It resonated in their heart. And they go, look, I'm just sick and tired of being sick and tired of trying to figure all this stuff out. And I just want somebody who's codified it and done it. And I'll meet with them. You know, I'd be happy to meet with them, give them 15 minutes, you know, for your community, and just really, you know, get on my calendar and just get to know them. Do a quick zoom call or a phone call and, you know, just see if I can make a difference. And that's, you know. You know, I'm happy to do that, Steve.

We'll put a link down below here and how to schedule. I think you use an online scheduler, so it's easy to. So they don't have to, you know, they don't have to randomly pick something and go back and forth. They can click this link, go to your calendar and say, I want 10 o' clock next Tuesday. And I know that you. You're like me. I like to have my hands in the business and especially with. With customers and clients and in my case, you know, docs who are struggling, I like to kind of have my ear to the, you know, the ground and know what's going on with them. And I know you do too. So I appreciate you offering that. And we will put a link down here. I had down here that they said the first 10 to schedule will meet directly with you. You still cool with that?

I'm good with that, yeah. Because that's the other thing. I get so jacked up about this. You know, if I get too. When I get too many, you know, my team gets mad at me. So, yeah, that's co. Well, it's hard to do.

I mean, it becomes a bigger call. And there are a lot of. Judging from the questions here, there are a lot of people with real struggles right now as we're kind of coming out of COVID and trying to get your practice up and going. So the second thing is, I'm pretty excited. The next episode is cpr. Cash in your pocket right now. I love the titles to these. The other thing is, I love that it's relevant. When did you do this? 2006.

6.

It's the same stuff today.

It's the Beatles, it's Zeppelin. You know, it's like relevant. Fleetwood Mac. It's all right there. Because here's the reason why. Steven, I'll leave you with this. It's the fundamentals of business and the fundamentals of human. Human Interaction and motivation. Very simple, very simple universal principles that are around forever. And that's why, you know, you have the first edition, I have the seventh edition. This is relevant. You know, I take BlackBerry out and make it an iPhone. You know, I make it, I make sure that it's relevant to today's world. So just to give you an example, we updated seven times.

So yeah, so wait a minute, the part about make sure your beeper is always on, that's, that doesn't work anymore.

Steve, your eight track, you know, turning.

Eight track for the patients. They'll love it.

Or your yellow Pages. Stop. Yellow pages ad. Yes.

Make sure you make sure you spend 30 grand on the back cover of the yellow pages. Yeah. And it's funny you say that because my, about a year ago we were talking to my kids. They literally, and they're 21 to 25, they literally have never seen yellow pages. They don't even know what we were talking about.

So I love antiquated things. It's great. It's great.

Gary, I appreciate you doing this again with us. Episode two, episode number three is cash in your pocket right now. If you haven't, if you're registered, you'll get a notice that says here's when number three is coming out. And you know we want people to, you can watch them all. You can watch one. There's going to be two links below. One is to get the book. So click that, Gary will send you that and you'll get the other 17 things to other 17 components of a well oiled practice. And then the other one is for the first 10 people who want to schedule, click a schedule. No obligation, no nothing. Just chat with Gary and ask all the questions you want. And you know, again, Gary's always generous with his time. So with that, Gary, I appreciate you're. You're in New York right now.

I am. We just had Rockefeller Center. Yeah, we just. It was crazy where New York is a crazy time. So I'm glad to be here and I'm definitely looking forward to the warm weather coming up.

Good deal. So practice owners, thanks for listening in and until next time, Steve Parker, Gary, Katie and Million Dollar Dentistry. Click below, get the book and schedule a few minutes with Gary. So see you next time.