The Value Of Knowing Statistics In Your Organization

Okay.

Okay. Well, great, guys, we just got a couple of minutes before we're going to get started here. But, Michelle, you can see everything. You're good on that end?

I can. Yep. I'll exit share right now while we're waiting.

Hello, Missy.

Hi. How are you? I'm well. How are you? Pretty good. Good, good.

I gotta tell you, I was talking to Eddie and he was bragging about you, Missy.

I heard. I heard he.

He honestly was just like, she's so amazing. And there was tears and we had to hold him. It didn't get to that point.

Slightly rock.

Yeah, yeah, we know she's great. Like, calm down. No, I mean.

That went very well.

Yeah. And then we bragged on you, so.

They'Re like, oh, yeah.

Well, thank you.

Here's how amazing she really is.

I had no idea. Yeah, I know. It's great to have you guys here.

Thanks, sir.

And I know it's kind of a crazy time, too. All the clinics are getting, I'm sure, a little bit busier, like preparing for Thanksgiving. People are taking time off. There's a lot of, like, back and forth on that. So we really appreciate you guys being here before we get started, which we're going to do here any second. Once we hit that 9:00am Pacific time, we are hitting it.

All right.

All right. Hi, Lori.

Hey, Lori.

Hello.

Hello.

All right, well, guys, we're excited for this one. It's gonna be a big one today. We're going to be continuing our discussion from last week, as you guys know. So it is officially 9am Pacific Time. It's party time in the HBA Leadership Academy. So we're excited to have you guys here. Thank you so much for making time out of your busy day to be here. We honor this time. We know what it takes to have to create and carve out this training. And obviously, because you're already here, you're going to get maximum value for it. So for those of you who are watching this later, which is the majority of you, just know we appreciate you doing that as well. That is a huge step in that right direction. So, guys, today we're going to continue our discussion on this thing called statistics slash culture. The relationship between the two. The two sides of the same coin, of helping understand these principles that are like gravity so that we can maximize our.

Output. Right. Not just our output, but our performance. That's the word I'm looking for. So we have a better experience with our patients. But then we're also, for the company, growing it in a way to where everyone thrives over time. So today it's my honor to pass it to Michelle, who, as a reminder, she was, you know, essential in the journey that I went in, in my world to, to communicate it, the stats and the culture. And it's interesting to find someone who's organically that balanced at both. She has a natural ability to be super passionate and, like, connecting. Every team member loved working with Michelle, and they knew that, like, it was their job to report statistics up to her. And like, that was. It was about and it wasn't. So it wasn't like fear, but there was respect for sure. And the only way we can generate that respect as leaders is if we're so focused on performance. And we're doing it by measuring performance and culture. That's how people love company. They love that sense of belonging in that challenge. So without further ado, I'm going to pass it over to Michelle, who's going to continue our training.

Michelle, awesome. Thank you so much. Well, as always, I love being here with you guys. This is probably one of my greatest joys is just being able to share space with other thought leaders and leaders in the industry and. And Will's exactly right. I have a passion for statistics, and it's. It's mainly because it creates a way that we're a part of something bigger than ourselves. So statistics is a way that we measure things within our organizations. As you see here, the value of knowing and the statistics in our organization is where we're headed today in our conversation. So you're going to see an underlying current throughout this month of training around statistics and the fact that it all bleeds together builds upon one another. So we're going to do a quick recap in last week. So. But before we dive into the purpose of the training, just so that we're all in alignment around where our focus is today and moving forward is to further expand our knowledge of key statistics within our organization. So that's within our own expected knowledge as well as the organization as a whole. How we establish them, how we communicate them, not only amongst us as leaders, but also down as we cascade those. Those things down to our team members. And how do we do that effectively and then ultimately, how do we leverage them for our company unity and organizational growth? So that speaks to what Will was talking about around the culture aspect of it. It's really oftentimes strange for people to think about statistics as something that builds culture, but if done in the right way, it really can be a powerful tool for us. So. So like we mentioned, this is building off of last week. So if you have not yet seen the training from last week, I encourage you, highly encourage you to go back to thinkific because this is where it all begins, the anatomy of the business. This is where we start to develop a means of communicating that's not just stat driven. It's really infusing what we are, who we are, why we do, what we do into the conversation of statistics. So it feels less like stat push and more of a development of who we are and why we exist. So just as a means of overview, a quick overview, we went over the component parts of the anatomy of a business and there was a beautiful correlation to how that relates to the physical anatomy of us. So the purpose, this is our why, the why we're doing things. The value jump in here will, if you have anything to add. Sure. Our values, this is how we do this. How do we represent ourselves to the greater community so we know the heartbeat of why we exist? How are we demonstrating that to our people, to our teams, to our community, to our people at home? Our vision, this is our sight line. This is where we're going. This is where we have to have that target out there for us on where we want to be, who we want to be and how we get there. So this is where we're looking to go. The leadership. These are you, these are our who's, these are our people. These are the people that we work with on a day to day basis. And it's not necessarily just limited to the executive team or people that hold a managerial position within our organization. We're here to empower every single team member along the way to be individual leaders in their area of work. But that is our who communication, the when. This is our seamless communication across our organization, making sure that if there's something to be shared, we're doing so. And we're doing that in a powerful way, which we'll get into a little bit more today. And then billing and collecting, that is our fuel. So that is what gives us the opportunity to continue doing what we do. So there's an important aspect to all of our industry standards in terms of billing and collecting and what that means for our longevity in the industry.

Okay, we're going to go again. I guess I double animated that. Okay, so this is again a continuation of last week, but it is something that is important to continue in the conversation as we continue along the statistics conversation, the four things each position needs. So this is a post. A post is a position on the organizing board with exact duties and responsibilities to. To which someone is assigned. So to put this in other terms, this is just your job. This is the pt, the pcc, the front office, the CEO, the tech. That is a position on the organization board.

The next one we have is.

Purpose. This is why we do what we do. This is the goal of our. The. Of our organization. This is why we exist as an industry, as an organization, as a whole. This is the one set, but this the thing that one sets before oneself to get done or attain the object at which what we have in view. So this is why what we're working towards and. And the direction that we're going.

Hey Michelle, I can jump in real fast. Who do you guys know? I just want to make sure we're all tracking on the same page here. So this. So can someone tell me what an organizing board is?

Oh yeah.

Who knows what an organizing board is?

Is it like, you mean like the organizational board for the company? Yes, yes. It has like who everybody is, who they report up to and should like we have it like in our common areas. So everybody knows like who's everybody's role and then who is their. Who they're overseeing or who's their juniors are.

Very good, very good. Michelle, if you could stop sharing this for a half second.

Yep.

I want to do something real fast, so I'm going to go over here. Let's see if this happens. So.

All right. So do you guys see this? Now this is a cool little feature I wanted to practice as well. So like talking about is that like you have your CEO and then it comes down here, right. And you have different positions. You have like a physical therapist. Right. So that's an organizing board. And what she's talking about when she talks about a post is just one position on that boards that you know what it is. So like every position and every job in a company needs to know where it is on the organizing board because it tells us who we're reporting to, who reports to us. The chain of communication. When people leave a company, guess what? The thing they complain about the most is poor communication. Right? Like communication is a challenge. So structurally we have to create this first. And when I start a new company, the very first thing that we do after creating a purpose, vision and values is we create the organizing board. And because every company needs to have one, one visual of like what's going on. And so posting this type of board in a lunchroom is massive as it pertains to just clarifying who am I, why am I here? And then the purpose, vision values are what define the clarity for that excuse. Not purpose. Vision values. The purpose. The product that she's about to go into will further define it. And then the metrics come in as a measurement to help them succeed. So anyway, just wanted to make sure we were clear on that point because some people call it an org board, organizing board, org chart, it's all the same thing. It's, it's a visual representation of the company and who reports to who. We may not think they're important, but they are vital, absolutely vital in helping an organization run.

Yeah, absolutely. Again, yeah, it minimizes a significant amount of confusion within your organization. It's like, who do I go to for this? Who do I speak to about this? Like, who's in charge of what and how does that relate to me? So this is really, really vital. So okay, perfect. All right. So moving on. Within the organizing board there's also what we would define as products. So you have your post, your position title, your purpose, why you exist within the organization and where you're positioned with on that org board. But then it also outlines your product. So a product is a finished, high quality service or article in the hands of another that serves as an exchange for a valuable. In other words, it's not necessarily a product unless we can exchange it. The individual has to put their service or article in the hands of someone other before it can be called a product. So does anybody have an example within the physical therapy realm of something that we would consider a product?

Yeah, Michelle, I'd say patient that is.

Met their goals and everybody's happy and they're going to give me a good review.

Yeah, that is a great product that you're turning out. And in exchange for that, what are they giving you?

Hopefully I'm going to get paid by.

The insurance company as well as get.

That review so that maybe I can.

Get paid by somebody else.

There you go. That's a perfect example. And that's an ideal situation. So we provide high quality services to somebody that sees that as a value. So in exchange for what they're doing, you know, in terms of a monetary sense, but also the bigger gain is that word of mouth referral. You know, hey, these, these people are great, they provide a great service. You guys should see them. So it kind of gets that ball spinning within our, our community. So perfect example. Thank you, Seth.

And then key stat, this is how we measure that product. So this is the primary statistic assigned to each post to account for their Production on their post. So this is where we measure what they're doing. So this is very specific to each individual post. Now, there's a key stat, and we'll get into a little bit more later on in the program around a substat, something that builds upon that key metric. Okay, Any questions before we move on?

I don't have a question, but you might be going over this in a little bit. But one thing that I love is this idea that if you can go back a slide is that there's this tendency when we first. First of all, most of us as PT practice owners and leaders in pt, we just don't even measure this stuff. Like, we might have a report we look at quietly in a leadership meeting later. But when we do roll out statistics, the biggest mistake we make is going straight to rolling out the statistics. So Michelle just mentioned statistics right now, and we did an hour training last week with people who already understand this concept. Right. So, like, think about that from a mindset perspective of introducing statistics to the individual who was. Who was. If you're a physical therapist or a physical therapist assistant, you were born in an educational system that taught you that numbers and money were bad. We're all brainwashed into thinking that way. It's a weird. It's what's destroying our industry, by the way.

Yeah.

It takes time for us to introduce these things, and we always start with the real reason, why. Purpose, vision, values. Then we talk about positions and org boards, then we talk about products, and then we talk about statistics. Because in that mindset, it now serves as a tool versus the why. And our teams we have to be mindful of are very quick to jump to. Like, so, again, like, if an owner comes in, it's like, get your numbers up. You know, it's like, oh, shoot. Versus like, hey, guys, we're not impacting this community. Our purpose is to be the light and hope in the lives of others, and we're not making enough money to support them in that. Let's go and see where our stats are down. Very different discussion. Very. A lot easier, by the way, than having to bring it to someone. So anyway, just wanted to throw that out.

No, it's a very, very good point to make because oftentimes, when I was really young in my leadership journey, this was something that I had to learn the hard way. So I would see statistics, I would talk to Will, I would talk to other leaders, and I would get behind it. I had seen it, I'd heard it, I digested it, and then I Pushed it to my team and then immediately wanted them to be on board, like, why don't you catch it? Why don't you understand? And what I failed to realize was I, I had looked at it, I had questioned it, I had understood how it ties to our greater purpose. And that was the key because those were missing steps that I had had. So whenever we developed our team at Rise, it was very conscious on our minds that, hey, this isn't the first iteration or conversation we've had about this. We have to allow the rest of the team to get behind it as well. So, you know, communicating something, showing the importance of it, tying it to our purpose, vision and values, and then outlying why and how we're going to measure it is actually the most essential part of how we developed a strong, unified culture and team because we allowed them that same amount of gradient approach to learning about it as we gave ourselves in developing it.

Okay, moving right along. So drop in the chat. How well are you doing at communicating these four things with each team member? So let us know. Will is going to monitor that and as we get going where there's a lot of content and I want to allow a lot of time at the end to make sure we get some good discussion and whether that happens organically as we go along, that's. We can also do that, but we want to create space at the end for any kind of open discussion or communication. So let us know. How are you doing with communicating those things? Drop it in the chat and then Will can jump in as I continue down the line of thanks.

So yeah, and just as a, as a company, how are you guys doing? There we go. That's right. So I'll let a couple more people chime in before I jump in.

Perfect.

I'll go ahead.

Perfect. As we build on this week, these are the new items that we're going to be discussing to stack up upon those little, those four items that we talked about last week. So these are the four new building blocks. I'll give you a quick overview and then we'll go into them in a little bit more depth. So the next one is the knowledge of the target. So the knowledge. I'll go into agreement on the targets, accountability and responsibility to the targets that we set. And when I say targets, those are correlating to the statistics and then regular communication on those set targets. So let's start in with just the knowledge of the targets. So I am going to outline a few that we had utilized in the past for our organization as a whole. And this is not all encompassing. There's so many specific job responsibilities and duties within an organizing board as you start to grow and develop.

That, that are not necessarily all within this list. So for the CEO, this is our EBITDA Earnings before interest, taxes, depreciation and amortization. That's not something that we need to go into with this group. But our owners, you're well aware of, of what that is.

Well, let me just say, because I don't want them to get stuck on that. For someone who's perfect does that. Another word for EBITDA is the value of the company. That's a term used to describe a number, a financial number that has its, it's like what, what that company would be bought at. If someone's going to buy a company and I'm not talking about someone wanting to sell, it has nothing to do with that. EBITDA though is, is like the CEO and the owners, those can be separate people by the way. So I should be really specific. That's the CEO and owners, whether the same person are different, that's their primary target, that's their primary metric. So when she's saying target she's, she's meaning key statistics or. So EBITDA just means value of the company and it's a, it's a solid number that represents its worth in exchange if someone wanted to buy it. And by the way Michelle, everyone responded. We are between four and seven. Everyone did respond who's on the call. So everyone recognizes that there is some movement on that and that for everybody there's some room for improvement as well.

Beautiful. I love that. I love that. Thank you guys for commenting. Commenting back and then will for that greater explanation. I think it's important to never blow by a word that we don't understand or fully at least give a little bit of a breath too. So thank you for jumping in there and keeping me on that. For PTs and PTAs, it's total visits. So I glazed over the clinical director. So if you're a clinical director, not only are you responsible for your own statistics and total visits, but the overall is looking at the clinical total visit. So you're looking as you're at the group as a whole, your overall statistic for the group, PTs, PTAs, you're looking at your individual total visits and your contribution that way. Marketing team. And sometimes this is our pts or sometimes it's the clinical directors. They might be dual hatted. And that's another way of saying they hold two positions on the organizing board, they're two posts, and that responsibility is in bringing in those new patients. So the front office is getting people to arrive as scheduled. So that's our percent arrivals text is our total visits. They are a support and extension of our clinical team. So that is synonymous with what we're doing. But what they do is help provide very good indicators. So VGIS is very good indicators, so that starting on time, running them through with minimal wait times, making sure that, you know, flow sheets and exercises are being updated, and just overall assisting in the quality of care and just the rhythm on the floor, but also creating a fun and enjoyable experience for them as they go through their exercises. So offloading the physical therapist, in essence. So another way we would kind of measure very good indicators and jump in here, Will, is just, hey, how many notes were the providers taking home? Were they offloaded by their support team members? Enough to get their job done, but then, you know, still providing the quality of care that is needed and wanted for our patients to get the results they need?

You know, I love that, Michelle. That was a great explanation and it inspired something that was pivotal at Rise. So let me ask the group, who can tell me who is the primary customer of a physical therapy? If you're a physical therapist in a company, who is your primary customer? Who can just take a guess. There's. It's okay.

Everyone's scared, but I'm waiting for people sit on this call all day.

Is it your primary customer, your patients?

Yes. And, Debbie, thank you for. Thank you for being the leader and stepping out on that. And you're right in that it seems so simple.

But I'm like, that must be wrong because it's too simple.

And I know I'm setting. I realize it's a loaded question, and I realize that's one of the reasons that people were answering because they're like, that can't be it. And you're right. But the thing is, the reason I wanted you to say that is because you represented what the majority of our industry thinks. The primary customer, the person that they take care of more than anyone else as a physical therapist, is the director.

Yeah.

The technician who they care for more than anyone is the therapist. If they're. And think about it like this, because at the end of the day, I.

Knew that was wrong.

No, it was. It's not that it's wrong, Debbie. It's that it is the mindset of our industry, and it's one of the reasons why PT owners and directors can't seem to really Understand why there are people don't buy all the way in. It's because in their minds, they don't understand money. But they also are like, well, I'm here for my patients. I don't really care about as other people. It's like everyone else is secondary. But when the techs. When the tech realizes that by caring for the physical therapist where their notes are done, and the therapist is trying to offload the director as much as they can, and the director is trying to take care of the CEO and the CEO is trying to take care of all involved, then the patient actually gets honored the most. So in a way, Debbie, you were completely right in that the company's primary customer is the patient, but the team's primary customer is the person higher up on that organizing board, which is why it's so important. And so it's. It's an incredible lesson to learn that when the PTs are taking care of their director, whoever that is, like, hey, can I take that from you? And the texts are like, hey, I'm going to go do this. Can you get your notes done? And they're really governing it that way. The mindset shifts and the patients win. That's the craziest thing, is that you would think, well, the patient's secondary. No, no, no. When you take care of the prod, the team that takes care of the patients, the patients get better care because the therapists aren't burned out. The director isn't like bringing. The director isn't like stuck between the owner and the therapist. Does anyone ever feel that way? There's the therapists and then there's the owners, and there's this director in the middle that's getting accordioned.

So when you're, when you're teaching your team these things, it's an incredibly useful tool in that regard.

I love that you brought that. It was. It is one of the main things that we would focus on during our team meetings even is just reminding ourselves of who our customer was. And so I love that. Thank you, Will.

And Biller. Gross income is their primary key statistic. Director of Finance is our net income. So you guys know the difference between that? Yes, we want to. Gross income is everything that comes into the company, and then our net income is everything that remains after all of our expenses, payroll, and all of that is taken care of. So before I move off of this slide, I want to let you know that these are outlined here. And we also do have a greater document that we can share with our group around what some of the sub stats are, and when I say sub stats is that whenever we're looking at total visits, we are looking at a number of different things that are necessary and required in order for us to hit that high total number of visits. So I have a little bit of an example for you and I use the PT as a, as an example. So with total visits as their key statistic, their main target. So that's production, right? So how much are they producing in terms of total visits? And that also equates to a dollar amount that we can get into a little bit later. But that's very, very specific to each individual, you know, company. Some of the sub products that we would look at if our total visits are down would be the following. So visits per hour, how, how productive are they on the floor whenever they're set on the schedule? Are they one visit per hour? Are they seeing 0.75? Are they seeing 1.75 visits per hour? So another one is new patients. How many new patients are they bringing into the practice? How many are on their schedule? How many of their patients that they have within their schedule are arriving to their scheduled appointments? What is their billing breakdown look like? So SUV is skilled units per visit. So that is going to be your core four, your billable units, your manual, therax, therapeutic activity, neuromuscular re education. So it's taking out any of those modalities that are not necessarily reimbursed at a high level. So what is their average skilled units per visit? What are they scheduling out? Are they scheduling out their plan of care? Are they seeing new patients and then not necessarily holding them to scheduling out their plan of care so that they have a higher tendency to arrive to those appointments? How well are they doing in their internal marketing efforts? Are they asking other people who do you know, who else would benefit from therapy like you have and seeing who they can bring and drive into the practice. Visits to discharge, you know, how are they graduating earlier? Are they holding on to patients for, for far too long? You know, that is something that is really important to look at because sometimes, whenever we have a high drive and new patients, I would say why are we changing in terms of total Newton total visits? I would go to this and say, okay, well my team is feeling as if they're being burdened with a lot of new patients potentially right, potentially not. And they might be graduating early. Are they taking our patients across the finish line? Are they really getting that high quality end of care delivered to our patients so that they say, hey, yes, I Did every goal versus I went to therapy, but I still have a little pain or I went to therapy and they were overall good, but I still have trouble with stairs. You know, we really have to make sure that we're getting them across the finish line. That's what that sub stat's all about. Visits per case, are we seeing on average 7? Are we seeing on average 16? Right. So what is the average for your clinic and for your individual providers? Maybe somebody's seeing 25 and somebody else is seeing 7, and the average is in the middle. So it gives you an opportunity to go to those individual team members and see where there might be a coaching point, where there might be an opportunity for, you know, improvement. Or maybe they're knocking out of the park, and maybe you can leverage them to. To train others within your team to hit that stat the way that they're hitting it. And new patients to discharge ratio, that speaks to kind of the discharge. How many new patients are coming into the. How many are we graduating with? Actually, a full completed plan of care. So these actually take some work. So this is something that your leadership team, your owners, your executive team will have to do a little bit of work on in terms of developing what those metrics are, what those targets are for your individual clinic and why I say it takes some work is because we're all very, very different. You know, we all practice in different states, maybe some of us in the same states, but we have different contracts. Like, what is your payer mix? What is the average reimbursement for each visit that comes in through the door? What are your current expenses? What is your rent? What is your overhead in terms of the equipment you might rent or own? Or maybe it's, you know, even your payroll costs. So these are all very, very different in terms of what the key stat target will be for each individual group or organization. So, okay, so next comes an agreement on targets.

So what is, what do I mean by agreements? Does anybody know?

I don't know that we've talked about it too much. So I'll just go into it a little bit. You know, maybe on some private individual calls, I've talked about it. But agreement is something that is more of like a contract between you and someone else in an agreement to something. So it's a power that. That is created in a relationship by knowing what is expected and making an agreement upon that. So it is one of the greatest ways to honor your word and to keep your word is by having these things set. What I mean by that is Saying, hey, you know, at Rise rehab we had 60 visits per week as our target for our providers. And that was sharing that information with those that we hired onto our team at the very, very start. So making sure that they knew what our expectations were based off of what our bottom line needed to be and making sure that they knew and they could agree upon that. So knowing that we had that conversation, we shared what our expectations were and they acknowledged that and made an agreement to that created power. Because now we were both accountable to that. We both knew what our expectations were and we knew that we were going to hold each other to that. So it is a great way of creating, you know, a good start to the relationship. And this is really key on having an integrous and ethically kept relationship. Will you want to add anything to that?

Yeah, I think this is a great. Just really quick. I would just say, you know, as far as agreements go, we, we're going to spend some time, maybe that's one of our trainings where we can spend the entire time on just agreements because that's a pivotal shift in our company. I will tell you that I had the fortune of being a part of a coaching group for a short period of time that was, that cost way more money than I could afford and I was allowed to be a part of it because I was the youth leader of this guy's son and I was in this room with, with multi millionaires, some billionaires in this room and all we talked about for hours and hours was agreements. So the big, the short of it is this is that we manage either through we, we manage through expectation or we lead through agreements. Expectation is like I expect you to do things, you expect something for me as an owner and sometimes it matches up and sometimes we all walk away frustrated. Agreements are black and white verbally and written statements of what we expect in the agreement for a win win. So when Stephen Covey talks about a win win agreement, it's always in writing. And so she's talking about, you know, going from statistics, there is going to be these, these measurements. And that's part of the agreement that's missing in most of our employees, right, Is that we want them to agree upon those metrics tied to a values, purpose and vision in exchange for their win, which is compensation and so on. So when she talks about levels of exchange, she's referring to people in the company and the company itself. Remember, you are, it's never personal if you're an owner or if you're a leader in the company. And they're upset at you, they're not upset at you, they are upset at the company agreement. And so to remove yourself emotionally helps a lot with these crucial conversations. Because you are in a place where you're just a steward of the relationship. And your job as a leader is to make sure the company and the team member wins. And the second we put one of those out of balance, we're going to go into these levels of exchange and you'll see where we're at.

Yep, absolutely. Thank you. So it's a beautiful segue into the different levels of exchange. So these are where.

Different levels dependent on how we set up our agreement. So I'm going to backtrack just a little bit. So if you allow me to just kind of step back a little bit with you guys in terms of the agreements, this is again, building upon all of the different things that we have talked about before. Because it's almost next to impossible to create an agreement if we don't even know what it is. Sometimes we go through life and we're just like, I'm just so excited to get a pt, so I don't have to be the primary treater on the floor. Right? But we haven't really. It's just like, go on, bless you and go on and go ahead and get to work. Right. But that is where we lose a lot of the power within that relationship. Is that not at that point? That is a crucial handoff in making sure that they're successful within our organization. And that's where it comes into the levels of exchange based off of the agreements that we make. Right? So there are the rip off, right? So I hire someone on to do a job and they are producing about 50% of the work that I have outlined at the start. That's a total rip off, right. In exchange for their compensation, I'm getting about 50% of the production, right. So. And the other one is a partial exchange. So for me, 50% of the total production is a complete ripoff. Maybe that's just not even showing up to work. A partial exchange is they come in, you know, we provide. Let's just say I'll do another example for.

A patient, right? Hey, they come in, they pay their copay, we provide, you know, services to them and then, you know, maybe do a little bit of, you know, conversation making sure that they're okay. But we don't really take time to measure their cane and make sure that it's appropriate height or guide them through their exercises, right. So we kind of we kind of give them some of what it is, but not all that they need. So that's a bit of a partial exchange. Another one is a fair exchange. So that patient comes in, we provide services as expected. You know, we give them in exchange for their copay and reimbursement from their insurance, we are giving them, you know, all of their exercises. Four skilled units, quality care in that regard. And that would be, hey, I got what I paid for. That's, that's fair. An exchange in abundance would be a front office person saying, hey, welcome to therapy. Debbie, I'm so excited to see you taking composite, you know, the payment for their services, getting them back, an enjoyable experience where they're known more so than just as their name. They know a little bit about that individual, what their joys target for, you know, graduation is. They're not just the knee at table three, you know, they are somebody within that organization. We give them the high quality care we have, make sure that they're getting advanced on their programs. You see, that's that exchange in abundance. It can also be done in terms of what we get in and out of our team members as it pertains to their production of work. So take all those examples and see those people within your organization that are hitting the bare minimum. Maybe they come in, they punch a clock and they do a fair good job.

Maybe there's people that are just kind of cutting the mustard. They always hit their targets, but not never exceeding them. And those are people that go above and beyond, always in bonus range, getting ready to, you know, ask you what you need from them to, you know, be a better contributor to the organization. So those are the different levels of exchange and there's very different conversations you will have with them based on how they're producing in correlation to their agreement on their targets. Good. Okay, so this is where we can sometimes get into trouble is the accountability and responsibility. Very often, not very often, but I've seen it happen where. And I've been a part of it where I get a little bit frustrated. You know, I've set the target, I know what it is, but I don't have the hard conversations around holding the line and sometimes get really upset whenever something I've put in kind of falls out. So this is where we want to talk about accountability and responsibility. So accountability is the quality or state of being accountable, an obligation or willingness to accept responsibility or to account for one's action. So this is someone who is answerable for these actions, somebody that is actually accountable and takes Ownership over a specific statistic. So, for example.

As a front office team member, so a pcc, a front office receptionist, their key statistic is percent of arrival. So they are accountable for that. They are the ones that are in charge of owning that, making sure patients arrive as scheduled with payment in full. They own that. They take all of the ownership around that. But there comes in responsibility, the state or fact of having a duty to deal with something or having control over something or someone else. So they have the accountability. But we, as additional team members who are individual clinics, have a responsibility to also assist in making sure our patients arrive as scheduled. So you see the difference. There's somebody that takes full ownership over it. That's their key statistic. They are the one that is answering the to their direct report when it comes to that statistic. But we also share the responsibility in making sure we're having appropriate lines of communication with our patients to make sure they have an expectation of when and how they should be arriving to their therapy sessions. We're teeing them up during the initial evaluation saying, hey, I need you here three times a week for you to get to that target goal that we have for you, and making sure that every single team member is saying, hey, hey, Margaret, when do I get to see you next? You know, when are you. When do we get to see you next? So making sure that we're assisting our team members who are owning that and being successful. Make sense?

Okay. Anything to add on that, Will?

Yeah, this is great. I think you're going to do a diagram here in a second.

Yes. So this is a beautiful depiction. We want to live in this center space. So that internal alignment of responsibility, expectations, and accountability. So we have the collective target, what we've outlined, the agreement that we have within our organization and to ourselves. Right. Honoring our word, if not to ourselves, is the greatest.

I guess, failure against ourselves if we're not even honoring our own word. So our collective expectation is our agreement. So expectations, you know, how Will was talking about, you know, hey, I can expect something of you, but if it's not really truly agreed upon, it's not as quality. So we really want to talk about expectations as agreements. It's been communicated, it's been said, it's been shared and agreed upon. So that is that our individual responsibility as well as our individual accountability. So we have that beautiful sweet spot in the middle where we're. We're living all of it. Right. So the overall for the company, we have our accountability within our own area of work, but our Individual responsibility to making the organization move in the right direction. Right. No single one person is more important on the organizing board. But we all have a shared responsibility and a unique accountability within our segments within that organizing board. Good.

Okay.

So regular communication on target. So I alluded to this a little bit. So what is your current. Not this particular part, but I do want to know what your current method of stat reporting is. So if you want to drop that in the chat, it may be we're not doing it or it's a self report or maybe it's clinical director delivers the report or maybe on a quarterly basis our owners tell us a little bit about what's going on. So what is your current method of stat reporting? This is where I was talking about. Where it can be a little bit of a frustration point for leaders is that if we're not regularly communicating around targets and making sure that we're holding that line of accountability and responsibility, we will find ourselves frustrated because something's fallen out or things aren't going as we initially intended or wanted them to be. So this is why we found that regular talking about our statistics was really, really helpful and always tying it back to our purpose. Our why our values always at the heart set around why we do this is because we're influencing our people in our community. Right? Everybody has a inherent worth and purpose and we want to make sure that we're capturing that and not just diminishing it to a single statistic on a board.

So we have lots of really good input on this. People are showing their different methods. And so we have everything from weekly team meetings where individuals are reporting up to the director and the director up to the executive council. We have some people who admittedly are hitting and missing during meetings, but usually delivered, it's usually top down delivered. Which is the big thing to remember, guys, is that like there's no judgment here, right? Like you're all. The fact that you're in this call on a Tuesday morning or afternoon puts you at an elite group of leadership. So we're just talking about improving performance here. So thank you guys for being transformed, transparent around these things. You know, we also have stats entered weekly into a stat software, reporting in those weekly huddles. So there's a lot of reporting going on around statistics. So this group that's at least on the call is in a position where they're doing it. And so if you're listening to this call and you're. And you're just thinking, wow, this is not even being done, not to worry. It's just a huge opportunity to, to improve things. And guys, one of my favorite quotes of all time is this quote that says when some, when a, when an activity gets measured, it improves. When an activity is measured and reported, the rate of improvement improves dramatically. So there is a beautiful like step by step process, right, of like putting some, some reporting in and then having it report up through the organization. And there's a, there's a internal message being reported here that I'm seeing as well. So yeah, there's, there's some top down, there's some bottom up, there's some, you know, hit and miss. But gratefully everyone here is doing something with statistics. So this is a topic for the majority on the call live that are able to flow.

Love it. Love it. Okay, so these are different ways that we measured them and utilized. So again, there is no right or wrong to this and everybody has their own method of doing it. We found this to be very successful when we had our individual team members with individual stat sheets and they would report that up. So it became more of an ownership whenever they had their own individual stats that they were looking at versus just something that was being shared with them. So it created a bit of ownership. And we were, we would ask them to speak on them during our.

Group accountability during our team team meeting. So every single team member would know if they were red, yellow or green based off of a conditional formatting that we utilized in a stat sheet where clinical directors reported each individual team members that as they turned in their stat sheet. So this was something that during every single team meeting there was specific time allowed for stat reporting. So every team member would have a graph where they would share how they were, how they were trending, and then also give us an idea of what they were doing to either keep the trend in the right direction or to correct it and move it towards something that was helpful to the organization. So the group accountability like Will was talking about, whenever you measure something, it improves. If you measure it and track it, it greatly improves. When you measure it and report it publicly, it significantly improves the way that goes. I don't like to be in the red. I don't know about you guys, but I don't like to be sitting in a team meeting and not, you know, one of the contributors to the group in the positive direction. So another way that we did this was offline individual correction as well as coaching. So those people that might find themselves in yellow for a significant period of time, one to two weeks, we would make sure that we would get with them. Look at those sub stats to see what was contributing to that statistic in that downtrend and then having private conversations and eventually those conversations were had during those team meetings. People were offering up what they were doing, what they were not doing, what they need to put back in as a result of that.

So so Michelle, we only have 15. Oh good. I was going to say we have 15 minutes left. We're there.

Thank you. Yep. So that is all that I have to go over in terms of the overview of these. Now there's a lot that goes behind each one of these so please reach out to me privately or individually if you want to go into greater depth around that. These are things that will likely go into greater discussion as we continue our trainings but want to open it up to you guys for questions and discussions so I'll stop sharing and so I can see all your faces.