This single-speaker YouTube presentation (Mary Kostka) explains seven metric "stat conditions"—Non-existence, Danger, State of Emergency, Normal Trend, Affluence Trend, Power Trend, and Power Change—by describing their line shapes and prescribing a short operational "formula" for each. Guidance ranges from basic marketing and communication (Non-existence, State of Emergency) and immediate intervention and reorganization (Danger) to conservative reinvestment and capacity management (Affluence Trend, Power Trend) and careful handoff procedures (Power Change).
Okay, everybody, I'm going to walk you through the different conditions for the stats and condition means, what the line looks like and then the formulas, what you do. We're going to start at the bottom and work our way up. So we're going to start with non existence and that can look straight down or be going along. Okay. And then plummet down. It can also look like that. And so what you do, every business would start non existence or say you had a brand new therapist and they don't have any caseload yet. They would start at the bottom there. And this is the formula, this is what you do in that kind of a situation. Find a communication line which is just basically who you're going to communicate with, make yourself known. So if our caseloads were dropping dramatically, we would want to do some marketing. You're going to find out what's needed or wanted from people and then we do it. Okay, the next one, this is the danger stat. So danger is when it's just starting to go down. It's not as steep down, but it's just heading downwards. And what you do in that situation is first you're going to, for me as a boss, I would bypass the person in charge and I would just jump in and handle it and assign the area where it has to be handled and then assign each individual connected with the danger condition, what they basically have to do. That's what that's about. And then reorganize so it doesn't happen again. And then if we need to firm up our policies, then we do that. So the next one is the state of emergency. And the state of emergency is going to be not as steep of a down, but it's going down or it's flat. And even this would be a state of emergency, which, you know, at first you think that's not so bad. But the thing is nothing stays the same. It'll either go up or down. So basically it's not changing or it's declining. And the formula for that one is that we want to promote. So it's kind of a marketing kind of thing. You want to make sure that people know about us and we are going to change anything that needs to be changed. We're not going to spend a lot of money in that situation. We want to prepare to deliver. Because if you increase your marketing then you are going to need to be ready to deliver. And if we need to stiffen up any discipline or ethics, then we do that. So like if people are just sloughing off or something, like that. Then the next one up would be the normal trend. And this is basically the stat is working its way up and it's a gradual increase and that's what we want to have for sure. So the first thing for the formula is we don't change anything major. It's happening the way it needs to be happen. Means, you know, people are doing what they're supposed to be doing. Every time it gets a little better, you know, every time it gets a little better, you look and you, you make note what's making it better. And then if it worsens slightly, we want to find out why and remedy it. And then you just jockey between those two factors, the statistic getting better and the statistic getting worse, and try to just make sure it keeps going up altogether. So this next one is an affluence trend and that's a steeper line up. And it is the most touchy condition because if you don't handle it correctly, it can kill you. Or if you do it correctly, it can be like a rocket ride up. So they say it's the most dangerous of all conditions. If you don't spot it and apply the formula, then you spatter all over the street. You just don't do well. Spot it and handle it right. And it's a rocket ride. So it's tempting when you all of a sudden are doing really well, making more money to go buy stuff. So nope, you economize. You don't buy anything with future commitments. You pay with that extra money or that extra affluence. You pay every bill and then the remainder you're going to invest in your facility, make it so that you can deliver more, which might be like adding staff. And then you also want to know what caused it so you can strengthen it. And then the next one up is power trend. And a power trend is when you are in a statin a very high range. So it's like a normal but at a high range, so that you're having abundance and there's no doubt about it. And because there's such abundance of production, a little momentary halt or dip isn't going to really affect you. And that is power. So at a certain peak of affluence, you will hit how many bricks you can lay by increasing practice and efficiency can keep that level of production up. So basically you're maxed out at your capacity and you're just producing at a high rate. So this would be right now our advanced schedule is looking like this because we have a full schedule and then the last one is the condition of power change. So this has to do with when you have to kind of make a switch and replace or give somebody else another hat. And so the main thing is you don't want people to change anything. If you're doing great, we don't want them to change anything. We want the new person to learn what we're doing that's working correctly and go through the same routine, everything that the person was doing before. So if you go on to a higher position, the person coming in, we'd want to make sure they're doing exactly what you're doing. Or if I give up one of my hats to somebody else, we want to make sure that they're doing it the way I'm doing it. So that is. That is it.
