How to Hire For You Current Business Needs

Welcome to Pelby biz podcast. I'm Dr. Kelly Alhui. I have grown and established brick and mortar practice in Northern Virginia called Ortho Pelvic Physical Therapy and also founded Pelvibiz, which is an online business consulting company that helps healthcare providers make more money and be healthy while doing it, especially in the pelvic health realm. Let's get into today's episode. Today I'm going to talk about hiring. It's really an important skill to have one that I didn't even know was really a skill that especially a physical therapist needed. To be honest, I just thought, hey, all my job is is to get people in the door, understand how to make them better and then be on their way. The reality is that just isn't it. And I saw this quote the other day, I don't know if it's a quote, but I saw this saying the other day and I was like, wow, this is so true. We don't need more leads coming into the business. The leads are not a problem or not the problem. I should say so. Leads are not the problem. If you are in a service based business, you will need to learn how to be a hiring machine instead of thinking you're a service based business and just you need more patience. I thought that was a really fascinating quote because I find it to be very, very true. And what I mean by that is if you have the right people on your team, you will not need the leads, leads, leads, leads, leads. Because the people will make the people stay, make the people have the best result and get the people to actually want to finish out their plan of care and have the best outcome possible. So when it comes to a clinic or even online, you know, do you have people in place? The real question is, do you have people in place that actually can move the business and run the business effectively without you having to be in there being the one that does all the pushing. So I, when I first started out, I was the pusher and I still kind of am to an extent. But I learned that if you're a pusher, what I mean by that is like you keep pushing the business forward, you keep driving the business forward, right? And you are technically the best pusher of your business because you have the most invested in it. You understand what happens if numbers go down and you understand what happens if people aren't performing like you understand all that. So you are the pusher. However, the pusher does get tired and there's only so much pushing. Sometimes the pusher can do in certain phases of business, because there's other things that come up, and you really want to try to avoid the phase of push really hard and then back off, push really hard and then back off, push really hard and back off. It is so tiring, and it's such an emotional rollercoaster of pushing and then pulling back, pushing, pulling back. It's really hard to keep something going when you're in push phase always. So the reality is, is can you hire the right people? People? And do you have the actual tools to do that? What I've learned over this past year and beyond is I would say 99% of us have no clue how to hire, how to look for the correct person. Some of us just get lucky. They. Some of us just hire on. They have good vibes. This was me. Uh, and the reality is, if you just do that, the likelihood of you trying to find someone that actually works for your company is very slim. And then what are you truly looking for? Like, these are the questions. And then the other question I have for you is, what do you not want to do? As business owners? No one really asks. Ask us like, hey, what do you not want to do? And I'll take that off your plate. Everyone's like, hey, what? What more can I put onto your plate, really? You know, indirectly. Right. And so you have to. It starts with you. First, you have to really think about, what do I not want to do? I think it's important to say what you don't want to do versus what you want to do. I think it's easier to say, like, man, I don't want to go out and have to market every weekend. Like, that's, to me, you know, easy to say. Or I don't have to want to. Have to be the ones taking all the zoom calls or doing all the Instagram lives. Like, what do you not want to do? And then from there you say, okay, what do I want to do? What are something that only you can do. So for me, only I can technically make videos on sales and marketing and treatments and all that kind of stuff in my clinic. So that should be my task. I can also focus on hiring as well, But I also have a COO that's actually probably better than I am at hiring. And so she helps me out with that, which is amazing. Okay, well, we have different strengths, I should say. Her strengths is very analytical. Mine's big overview. And so you need to have, you know, people that are kind of opposing and that are able to see different perspectives so that you overall are looking at the candidate as a whole when you're hiring. I think that's, that's, that's really huge. So you gotta be able to audit what you want to do and what you don't want to do. Then you look at the next role potentially in your company. So for me, it's a coo. Okay, what does she want to do? What are her strengths? Where does she really shine? And I have to say this too. I used to always play to people's strengths, and I still do to an extent. And what I mean by that is, if I saw that they were a strong communicator or maybe a strong manager, I'd be like, okay, you're going to do all the managing. But the reality is I would like, I would hire the person and then like, make the role around them. But what I've realized is in that process, I start to compromise some of the things that I'm actually looking for. And so what I now say is, before you even hire, really taking time and diving in and saying, okay, what do I actually need? What do I want? What is this position encompassing? And then trying to divide that out. Sometimes it is hard when you have not had that position to determine what that position looks like. That's why you have guidance, which is me or someone else that you know to help you with that and understand, like, what would this role, what would a COO role be? What would a manager role be? What would a marketing and sales role be in the company? What does a therapist role even consist of? So that you can set expectations up front and understand what really needs to be had when it comes to hiring. So that way, and this, and this trickles down, you know, to when they get hired. It affects the ad that you're putting out, right? It affects how you're, what questions you're going to actually ask them. It affects how, what skills you're going to have them do during the interview process. It affects consistency and expectations when they come on so that no one's mad or pissed off of, hey, you didn't set the expectation right? Well, in our eyes, in our defense, it's like, well, I just didn't know what the role entailed until you got here. And now I kind of know. So, you know, all of that is big. So that, that long term, they stay with the company and they see the vision, they understand it, they understand their role, and everyone moves forward and does their role, and then the company grows. If people are lost at sea because they don't know their expectations. They don't, you know, have a clue what they should be doing every day. They can't figure out how to, you know, prioritize the task that needs to be had based on what the business is doing. That's a problem. That is a problem. And so to make a long story short here, what I've realized is you want to hire people that have actually done the position before and pay them more. I mean, seriously, that's what you want to do. You want to hire people that have done the position before and pay them more. And you guys are probably thinking, kelly, we're therapists, we're chiropractors. Like, we don't have that money. We don't kind of have that money. We're not like a big Nike corporation here. I get it. But when you actually hire the right people, they actually will move your company beyond even your wildest dreams and they will pay for themselves. And if they're not, then what you do is you put in a trial period and you build them up. The best hires, the best hires that I've ever done have been the ones that started out with part time with me and have moved up the ladder and have worked their way up. The ones that I just hire full time. I'm not saying hire part time. I'm just saying those have been my best hires. The ones that I hired full time in a full on position and like this is what you're going to get, they end up not working as hard, to be honest. So I don't know if it's just a coincidence. I don't know. I've hired a lot of fired and hired a lot of people, but. But it is something to be mindful of, right? And maybe you say the first three months we're gonna start you as part time and if we feel like it's working out and basically they're paying for themselves, then we will move you up the ladder. Okay. And that is something potentially you could do to make sure that they are fully invested in your company. Another thing I think to bring to light to this is I really want someone that has passion like that, that truly wants to help someone. Like that's what I want on my team. Because that's kind of the mission behind Orthopelvic is I want to truly make impact and like, I just don't want someone to clock in for a job and then clock out. That's just not. That's just not it. So I think that's really important. I want someone for me, that is very analytical, because I am not. So you want someone that's kind of opposing you because your strengths is maybe something that they don't have and vice versa. So you want someone to help lead the ship that doesn't have 100% your qualities and exactly like you, because they're going to see it from a different perspective and they're going to be able to bring more value to the company. Okay. So I think that's. That's really interesting. And, you know, people. People are what builds brands. People is what builds the company. People is what sustains the company. I also think people think, hey, once you get to this level, oh, you're there forever. You're immediately just stuck at that level. So once you hit seven figures, you're always going to make seven figures. That is not the case. Once you hit multi six figures, you're always going to hit multi six figures. No, because what you actually did to get to multi six figures or even seven figures will actually have to completely change to stay at seven figures or multi six figures 100%. It will. So once people think, once you all think, hey, I'm done learning. I've got everything I need. Because sometimes we treat it like a Con Ed class where I've learned everything. It's not that, guys, it's not that psychology changes of humans. And you got to keep up and you got to learn and you got to understand what's happening in the marketing world, what's happening in the sales world. And so that's what I really try to keep up with, to be on top of it and see where, where trends are going and stuff like that so that you can stay ahead. But you've gotta be able to have people that are adaptable to be able to want to continue to move the company sometimes. And we know those people that are like, ugh, I can't change. I just can't change. That's too much. It's gonna kill me. This is too much movement happening here. I don't like it personally. I don't want those people on my team because I'm always changing. I'm always making things better. I'm not making things worse. I'm always trying to make things better, different. And if people can't hang with all the change, then for me, they're not a person for my team, because I'm always testing and then auditing, testing, auditing, testing, auditing, testing, auditing. And someone's got to be very flexible and adaptive. That's on my team. So I want you guys, you know, if you're listening to this podcast a you should join us for for the webinar I'm putting on. What is it? June 4th at 7:00pm so June 4th, 7:00pm I'm doing a free webinar on hiring. Okay, 100% you should join us. And I'm gonna talk about a lot of this stuff with hiring and the pros, the cons. If you should hire, when you should hire, can you afford to hire. All of that I'm going over and it's gonna be a freaking amazing webinar. All the lessons I've learned, all the lessons I've taught my people, it's just gonna be amazing because no one is talking about this. And I truly believe hiring the right people are way better than even trying to do marketing and finding leads. Because if you have the right people in place, the company can only flourish. So anyways, you should join us for the webinar June 4th at 7:00pm Eastern Standard Time. We'll put the link below, but hopefully you guys have a great weekend and we'll talk soon. Bye guys. Thank you guys so much for listening to the podcast. This podcast is sponsored by Jane. They are the people that are going to have amazing scheduling system for your patients. They're going to provide you with a super bill, they're going to make templates for you, they're going to provide you with the best customer service. And because of that they allowed us to have a code. So you one free month for those that are wanting to try Jane for their scheduling, checking out super bills, telehealth, all the different options. That code is Pelvibiz1mo. We'll put in the show notes but Pelvibiz1mo. That is the code for Jane. And thank you so much Jane for sponsoring this podcast. If you guys want more information and want to learn how that you can keep bettering yourselves, go ahead, click the link down below and make sure that you book a call. And we love to provide any clarity questions on any follow ups. Bye guys.