E462 | Entrepreneur Skills You Need With Yves Gege

Yves Gege and I are back again from the PT Entrepreneurs Facebook group and today we are talking about skill stacking and exactly what that means in relation to entrepreneurship. Enjoy!

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Podcast Transcript

Danny: [00:00:00] So one of the best ways to improve your customer experience, which we know will dramatically improve your business, is to have clear lines of communication with your clients. And that's something that can be really hard with these multiple channels between email and text. And what you really need is to centralize that in one place.

And that's something that we've been able to do as we switched over to PT everywhere within our client's accounts. We can actually message right back and forth with them. They can manage their home exercise plan within there, and it allows us to really compartmentalize the communi. That we have with those clients instead of losing an email in the inbox or missing a text and then you're, it's very hard to dig yourself outta that hole because they feel like you're not very responsive, with them.

And for us, it's made a really big difference. It helps make our staff more efficient. It helps us not miss things as much with the volume of people that we're working with. And it's a really smart way of really compartmentalizing your communication with your clients so it doesn't interfere with the rest of the channels.

You have communication with family and friends and things like that. So I think it'd be huge for your practice to centralize it the way we have. Head over to pt [00:01:00] everywhere.com. Check out what our friends you're doing over there. I think it's really cool and I think you really like it. So here's the question.

How do physical therapists like us who don't wanna see 30 patients a day, who don't wanna work home health and have real student loans create a career and life for ourselves that we've always dreamed about? This is the question, and this podcast is the answer. My name's Danny Mate and welcome to the PT Entrepreneur Podcast.

Okay, what's up guys? Danny Mate here with Eve Gigi. We made it back into the Facebook group live. We've we've been recording these and just posting that in the last couple weeks and we have a couple tech issues, but all fixed now. Ready to get into the training for today. I'm actually really excited to talk about this one.

This is something that I think that happens whether you know it's happening or not, and hopefully as eve I go through skill stacking. And what that [00:02:00] is you might say, oh, I'm at that point right now and, this is what I'm working towards after that. And I think with business, what I learned, at least with entrepreneurship is there's just so many options and there's so many variables and things change.

And there's not set rules that having some sort of loose guidelines as to what things lead to probable success is very helpful. And this is actually one of the reasons why I think we've had so much success with our clients, and especially in our mastermind, is being able to develop these frameworks and point people in the right direction at the right time.

E I think, you probably speak this better than me because you're running a lot more of that as far as the coaching goes. How do you feel about that and what are your thoughts on the loose roadmap for somebody and what we're gonna go over today?

Yves: Yeah, I think we, over the past six years, not only in our stories, but seeing other people's stories, you can start to look at the skills needed, the trends, we all follow a similar path and it's really cool to be able to say, Hey, [00:03:00] step one is this, step two is this, step three is this.

And they're just like guiding principles. It's not like you need to do this exact thing, but we've now come up with these it's just a path, right? We've we've got our machetes and it was like this giant jumbled rainforest and we've hacked at the machete, and at first it was like a dirt road and now it's I feel like it's much more paved and it's it's just easier for people to

Danny: go down the path.

Yeah. Yeah. And I think that as we, we go through these today, we're gonna go through a couple different areas that you need to acquire, skills you need to acquire to be able to then move on to the next one. And you can't really jump these, as I'm looking at them as we go through them you really have to be proficient in one before you move to the next.

And a lot of this is because we have to be able to build the machine and then hand off certain parts of it at the right time to the right people. This is usually what stops most people from actually [00:04:00] growing past themself. It's very common in the clinical world, just the medical world or health and wellness world in general.

A lack of multiple providers within a business. Because oftentimes they kinda get stuck, at one stage and they don't progress past that. Or maybe they tried and they got burned and then they decided, you know what? I'm never going to do that again. Cuz that was too painful. And then they don't, and then they decide to just stay where they're at.

And we've actually worked with quite a few people or that's been the case. And when they do it the right way and they see a lot more progress typically. But also you can still get burned no matter what you do. This is difficult for sure. So we'll go through with these.

These are, and it'd be interesting if you're listening to this to hear what stage that you're in, but I think that as I was writing these out and we talked about it, I think it all starts. Clinical confidence. I think it's very hard for someone that is not very confident clinically to go into[00:05:00] business for themself with their own practice because they aren't very sure or confident that they're gonna actually be able to help somebody, and in that case, what are you gonna do? Because your reputation actually means a lot in terms of the business growing. So clinical confidence is big and it doesn't necessarily mean that you have to have a fellowship and be five, 10 years outta school. You could have a lot of knowledge in coaching in a specific niche, a specific area, and you bring that with you and your clinical skills maybe aren't quite as good, but you have a lot of depth of knowledge with a specific.

That could be the case, but this can really be different for a lot of people. And for some people it does take them a decade to get to that point. For other people, they're six months outta school and they're like, screw this, I can't do this anymore. I am good enough and I'll continue to figure it out as I go.

What do you think about that Eve? No. So it's,

Yves: Interesting. I thought you said competence, not confidence when we talked about this beforehand. Yeah. Confidence. And like it's interesting that's, that brings something up, right? So like the difference [00:06:00] between somebody who's clinically competent and somebody who's clinically confident.

There's probably so many competent people out there who don't have the confidence to actually do this and potentially. I would think it's hard pressed. Cause I think PT school and clinically, everybody does a great job and potentially even vice versa, right? Do you have the actual confidence to go out there?

Because this comes up a lot, especially with new grads, right? And oh, should they start a practice? Are they clinically competent enough? Or are they confident enough? And nine times outta 10 usually. Competent enough, but don't have the confidence. And that's why they go back out and they may go get a fellowship or residency to build the confidence, not necessarily competency.

Although you obviously get a, some amazing skills from doing that. But they need that confidence and that's what people need in order to be like, all right, now I'm ready to go out and do this thing. I've got this essential skill, which it is the first skill that's needed. It's like you've gotta be actually good at your job.

It's gonna be really hard [00:07:00] to build a practice if people aren't getting good results. So it makes sense, do you have the competence and the confidence? There's that magical formula.

Danny: It's funny what one word will do. And yeah, I think that I, it's interesting cuz I've seen people that are very competent providers that do not feel that way about themself.

And then you're are we like, what are you looking at in the mirror, dude? What do you see? Because. It's not what I see. And they lack the confidence to to get people better, to get people results. And I think this is actually something that forces people to move away from the cash model.

Because in the insurance world, it's not as intimate of a relationship that you're developing with somebody where you're saying like, come see me go outside of this normal system. I can help you with this. And I think they're, one of the more common questions I get with people that are new is what do you do with somebody that doesn't get better?

Do you give them a refund? What will they get me angry? And[00:08:00] I, I don't know anybody that gets every single person better. I guess some people need surgery and some people need to go onto, other providers and Yep. You rule things out and, there's.

That just doesn't happen. The human body's complex. Obviously there's better providers than others, but I've never, ever had somebody that even if we couldn't get them better, if we did the right thing for them and then move them onto the next step in the medical system, they were totally happy with that because they understand the same thing.

And so the ability to be confident I think is really important. And I think confidence trump's competence in many cases when it comes to business because someone being excited and like different than all the other medical providers that, that they've been around. Is something that is somewhat intriguing that will lead to business.

If you're just like super excited to help somebody out and you're going the extra mile, even you may not have all the experience, but you're, you're up at night trying to read about like the latest whatever, research or protocols or reaching out to other people to [00:09:00] help with a specific patient.

That goes a long way. And that clinical confidence typically develops itself in a clinic and in network clinic in most cases. Outpatient ortho. And then from there, that's where people that are really trying, I think, tend to get very frustrated from what we've seen. And we've both been there as well, to where you're trying really hard to be better and progress and grow and not just be stagnant and you start to get a little frustrated.

And maybe that's where. The confidence trumps the competence and they start to develop together. Which is hard to say that it's really hard to say, yeah, I screwed it

Yves: up. I think I messed this up on that one. But it makes a ton of sense, right? We definitely see it all the time.

People go in to PT school, excited to help people, excited to learn more. They come out, they're hungry, they're ready, they're new grads and a year or two in to an outpatient facility, they're [00:10:00] frustrated because their clinical competence or confidence doesn't really matter as much because they're juggling two or three people.

So they can't get into the weeds with them. They can't, check if they've had good outcomes that people drop off a lot more frequently, right? They get frustrated cuz they actually want to go deeper into this and sometimes they're not allowed that opportunity within the traditional model.

So they want more and here comes performance based, cash pt and they've gotta start their own practice or nowadays, They can go, actually be hired as an employee one

Danny: if you don't wanna start your business. Yeah, that's true. It's cool to say which brings us to you, the people that can't find a job like that, they have to stack on this next skill, which I think actually is the hardest one to develop, and the one that probably keeps most people in these settings that they're not necessarily totally, down on or frustrated with, but definitely not happy going to work every single day.

And that skill is the skill of mindset and fear handling. [00:11:00] Now, this is something that I think it's very difficult to define and to like objectively put measures on because it's somewhat subjective and it's very internal and it's very person to person in terms of.

A couple things. What they're trying to actually do, what stage of life they're at their risk tolerance in a lot of ways. And there's there's kind of two people from what we've, from what we've seen that, that we work with people like myself that are a little bit more of pull the trigger, ride the bullet kind of people that are like, I'll figure it out.

I just know I need to do this. And they go, and there's pros and cons to that. They'll go, but then they tend to like, have a hard time organizing it after they get it going. Then there's people that are, they're more measured, they're more spreadsheet people. They have multiply multiple spreadsheets for the same thing and they wanna make sure that they're not making missing something or making an error.

And then from there they have a hard time pulling the [00:12:00] trigger on doing something and handling the fear of making a transition. So it tends to take them longer. But once they do get started, they tend to. Scale better, honestly, because they are more organized and measured about things. Once they handle their fear, which typically tends to take longer they tend to do better.

That's what we see. But for a lot of people, they'll keep going to this job that they don't really hate, they don't really love because they have a paycheck and they have benefits and they've got student loans and they've got a family, they've got a mortgage. All of these things that they have respons true responsibilities for that will stop them not just for a couple years, in most cases for their entire career.

And they'll never do anything past what you know, what they're doing currently because they can't get past this one stage of developing the mindset that they can actually do it. And being able to handle the fear of the unknown that is entrepreneurship.

Yves: Yeah, it brings me up, like it brings up, I'm [00:13:00] reading a book right now, anti-Fragile.

Have you read this book yet?

Danny: I have not. I've heard of it, but I have not read it. Oh, it's so good. If you have it in my audible, it's good.

Yves: Oh, it's really good. It's hard to read on Audible, honestly. Or listen on Audible. But it just brings up this story, right? So who is more anti-fragile or can handle these kind of like terrible mistakes or bad things happening, right?

Is it the entrepreneur, the one who's been learning. New skills and stacking skills and like having to figure things out and failing regularly. And has the mindset or is it the person who's just been in the comfortable, stable job their entire lives? It's typically the entrepreneur, right?

Like in their example it was like a 95 banker and it was a, a taxi cab driver who basically had to figure out like, was his own business, right? And so it's just interesting [00:14:00] that you say this cuz it is the first entrepreneurial skill you need. It's like just the ability to like change from.

A regular paycheck kind of person to like finding the motivation, whatever that means for you to take this next leap and be an actual entrepreneur, right? And I would argue is actually a more stable position, right? Covid showed us that, right? Oh, I'm never gonna lose my job. Boom.

Rug out from a lot of people and now they're, in this entrepreneurship and they're constantly learning new skills and they're gonna be way more resilient to it. So I just love that you added this cuz this wasn't in my kind of ethos of skill acquisition, but it is like the first domino that kind of needs to fall, right?

You've gotta figure out what actually, motivates you and will get you to actually just start the journey.

Danny: Yeah. Yeah. And again, this is just one that for everybody is different, right? Like we work with some people and they're single, they have no family, they. [00:15:00] Their expenses are like basically nothing every single month.

And they're straight outta school and they go for it. Cuz they're like, I'm already in debt, I'm gonna, I'm gonna take on a little bit more debt to work with you guys and I'm gonna make, I'm gonna make this work and I wanna double, triple my income right over the next couple of years.

And we see that, and that happens, but it's not that common to see somebody straight outta school that again has that clinical confidence to be able to go for it. So what we tend to see is people that are a little further along in life and they do have a spouse or they have, a kid or two, or at least a dog or something like that to where they, they have something else that is they're responsible for.

And so they have more to lose. They have more that they have to provide for, so they have more fear. I know when I came out of the army and opened my practice, we had two little kids, two and six months old and like. Health insur, what the hell do you do for health insurance? Like figuring that out was a fucking pain in the ass.

Figuring out like, how are we gonna make this work and where are we gonna, make a revenue out of thin air? It doesn't [00:16:00] really make sense whenever you're really thinking about, sure. How are you gonna replace this paycheck that you get? Everybody gets so used to. And they call it paycheck paralysis when you go to move away from that, because even though you can pay yourself on a regular basis, as your business gets going, you may have some erratic payments into the business because of how it's doing or not doing well.

And I think that, for people to get over that is, is one thing. But the other thing that we got in 2020 was, and I had people ask me this, how are these businesses going to hold up during a bad economic environment? And I said, I don't know, because I didn't have a business during a bad economic environment.

I opened in 2014 and we had a good economy for the duration of time until 2020. And then like it was worst case scenario for service-based businesses. Terrible. And I'll tell you what happened was because we had built this skill of mindset and fear [00:17:00] handling, we were able to actually. Build, frameworks of what we were going to do, of how we were gonna replace that, of different channels that we had.

Not only that, but also like understanding basic finance of the business and having cash reserves and feeling comfortable with that. We didn't let a single employee go, we didn't have for the first two months of this, it was like barely any revenue was mainly all digital for two months.

And even slowly coming back over the rest of that year. But even still, we knew, okay, we knew what our numbers were, we knew what historically had done. And more than anything, we had built the tolerance to risk and understand how to deal with fear. Fear and danger. Two different things.

There wasn't danger necessarily, but there was fear. Not for us so much, but for our staff. We didn't want to have to let them go. We didn't want to have to like, for them to have to go find a job. So that just shows you that sort of never goes away. I think it's a foundational. You're gonna deal with no matter what.

And it arrears its stupid ass head all the time, and it doesn't ever go away. Your problems actually just get more challenging and there's more fear [00:18:00] associated with it because there's more complexity in the situations you have to deal with. So it's not like this just goes away, it just becomes foundation wise, you're stacking this,

Yves: what an interesting thing to say.

I'm l I'm thinking back on it. And we didn't really have any business like fail during that time. I would say every single business added a skill because of the pandemic and came out stronger. Did they have a rough two to three months? Yeah, we all did. But were they.

Prepared for it. Yes. Did they come, like for made to move specifically, like we, we doubled down, which we've been meaning to do for we were surviving off my relationships and, local marketing, and we were like, all right, digital stuff, here we go. When we came on the backside of that with a robust, digital marketing plan that we finally implemented and now do it on a regular basis, which has added, tens of thousands if not more revenue in the business.

And yeah. And almost everybody did that, right? So we were just prepared for that, and I really just didn't even think about it that way. I didn't [00:19:00] think like that was. As close to a worst case scenario as you can get. And everybody survived and is now thriving on the other side of that which you can't say for every business out there, right?

For sure. Yeah.

Danny: Yeah. Look there there's, and this is, this was a, this is something they talk about in the military. And it's interesting because there's definitely parallels to entrepreneurship. There's there's like peacetime commanders and wartime commanders, and they're not all the same.

If you look at, a good example would be Ulysses s grant president, grant, terrible peacetime president. Awful. If you really look at his presidency, it was tons of fraud and he wasn't that great of a president. He did some things that were positive. But that dude, when the shit hits the fan and it's a wartime environment.

There's not many people that handle themself and handle other people as well, right? But there's a difference between those people and you don't really know how you respond in those situations until you're forced into those. And what we saw in a lot of ways was how [00:20:00] do people respond to a, in, in a proverbial way, wartime environment.

With that's the sketchiest environment I've ever been in as a business owner, not even close. Even when we started our business, it was obviously scary, but. It's cuz we didn't know what the hell was going on. You know what We didn't know. There's just so much unknown associated with last year and what you couldn't do, what was appropriate, what wasn't appropriate.

There's just so many different things and information that you had to try to take in and decide what to do, and you just didn't know you were gonna be right until after the fact and you had to live with that. And you're right. I think if you looked at it in terms of like awesome opportunity to add on digital elements to the business that we haven't had time to do, which is exactly what we looked at as well.

Like our overhead at least like our facility overhead and, all of our bills, we have, it's offset by completely digital elements of revenue streams that we developed during that time and the, our recurring revenue perpetual profit streams because of that. So I think. [00:21:00] Like this idea of fear handling and understanding how to be level-headed.

It's all cool in, reading it in a book. It's cool when you tell yourself this every morning, you know about who you want to become. It's scary as shit whenever you actually have to do it and maintain some level of emotional control at the same time. And I think more than anything, for us, what was scary and what we had to deal with on a whole nother level was all the people we were working with during that time and all the additional work we put in to make sure that they were able to make the best decisions based on information we were gathering and sharing across a hundred different people and not have a single business go out of business during that time was more of a accomplishment in my opinion, than our business is still being around.

It's something that you gotta get used to and it's also something that you have to you can't just read a playbook and be good at football. You're gonna have to get hit sometimes. And that's just the way it is. And we got hit last year for sure, but, we learned a lot from it.

Yves: Yeah, I think it's such a good point, right? We always talk about absorbing [00:22:00] information, educating yourself, but there's really no substitute to actually like using the skill, right? Go do it, right? You're gonna have to like, like you said, get tackled a couple times, take a couple spear tackles to the gut, get back up, do it again.

And that's a big part of changing your mindset and fear handling is like, how can you start this, right? Like, how can you start that side hustle? How can you just begin to slowly take more risk and learn how to handle those fears? Like number one? I think such a good point. We Which is a good one, man.

Danny: Good job. So it could be a whole podcast on that, but we'll go to the next one, which is skill number three. So once you've got your clinical confidence down, and then you go past your mindset and fear handling skill or add that to your toolbox as they say in PT school all the time. Now you gotta learn how to get some people in the door and get 'em to give you some money.

So that is sales and marketing. So once you get past those first two, the third one is sales and marketing. So sales and marketing really is [00:23:00] how do you go out in the community? How do you create content? How do you leverage relationships to get people to then come into your office so you can use your awesome skills to help them get the result that they want, which is whatever physical thing they want to get back to, or injury they want to get over and whatever their goals are.

And then get them to commit to solving a problem with you, which is sales. So marketing gets 'em in the door, sales gets 'em to pull their. Card out and say, yes, I wanna solve this problem. I'm committing to doing this with you. And those are the skills that for most people, like to get to the point where you have clinical confidence, you have the mindset to be able to do this, and you're understanding how to deal with the fear of the unknown.

And then you have sales and marketing. That's enough to be able to never have to work for someone else the rest of your entire life. So if you want to have a lifestyle business and not have to scale past yourself and legitimately, on average a busy clinician that [00:24:00] we work with, this kind of at this stage is gonna be somewhere between 10 and $20,000 in gross revenue per month with very low overhead.

That's basically where they are gonna be. Ah, when stuck probably around that the 20,000 a month mark is where they tend to get stuck because they can't do everything. They're running outta time. They've become very time poor. But that's sales and marketing. And once you get to that point, the really, you never have to work for someone the rest of your life.

And I think that's that in its own right is actually a pretty big complic. Yeah. No, it's

Yves: It's huge. It's definitely something that we talk about because it's the sexy part, right? Like most people are like, that's their first objection. It's not necessarily the fear handling, it's more of I don't know how to sell and I don't know how to market.

And the interesting part is with this five day challenge that we've been doing, we did that, right? Like the first thing you do is you you put the spreadsheet together and you find your clinical freedom number. And like the fear handling got handle oh my God, this seems so doable.

So perspective helped with that. Yeah. And then they do the sales and marketing, right? Like a little piece of [00:25:00] our little 86 test and holy crap I don't know how to sell. Or I don't know how to market, or I probably don't even need to, how to need or know how to do either.

Like how do I just say a one liner? I remember this too. I remember going through this like, how do I tell people what physical therapy is? Like I didn't, yeah. How do I just create an elevator pitch, right? And now we can both spew that stuff off for probably any business within four or five minutes of brainstorming.

I can give you like, gimme a one-liner of how to sell, tile. Like I probably can figure it out for you. That's a skill that we have now acquired not only by doing it, but by, educating ourselves. And here's what I like to talk about a lot. I think clinicians are way better salesmen than anybody thinks.

Oh yeah. They're just not looking at it the right way. They're basically good communicators typically. And like sales is just elegant way to communicate, basically. So that's the cool part is mostly it's, Hey, I suck at selling. I'm like what do you [00:26:00] do in this situation?

Oh no, I know how to give a plan of care. Oh, I know how to convince somebody to start working on this and doing some exercises. Guess what you're selling right there and then, right? So let's just change the way you're looking at this. Create a little more marketing behind your sales and boom, all of a sudden off the races.

And we've seen it, obviously in the clinical rainmaker program is what we focus on, and they just get to that 10, 10 20 k a month in record

Danny: time. Oh yeah. It's funny, the, my my, my wife's stepmother she is in sales from Microsoft. She's Whole career has been in sales with big companies like at and t, Microsoft, Salesforce, like big, Cisco big and tons of training.

And this was maybe a year ago, she said something to me, she was like, Hey, have you ever heard of this? I think it's called like diagnostic selling is what it's called. But basically what they do is they take this sort of like they're these people that are in sales that are selling to she, she works with JP Morgan, right?

Which is one, she's one of 300 people that work with JP Morgan. She's a big account and. [00:27:00] But basically they're like, yeah, in this scenario, you imagine that you're like a doctor and you're just diagnosing what's going on and your solution to their problem is what you offer them as a sale.

And I laughed out loud. I was like, we do that shit every day. I've been doing that for a decade. And yeah, it is the same thing you are right. Which is so funny to me, which is one of the reasons why I get so frustrated with clinicians, they're like, oh, I don't like to sell. They're like, you already are doing it.

You already know how to do it. You just have to tweak the way in which you present it just a little bit. And the way you think about it more than anything, which I think is falls into this, which is really people's relationship with what their value is. And that's what insurance kills us with this, because it tells us, you're worth this copay.

You gotta see this number of people. Got all these dumb ass, surveys and this long documentation process that frankly is, doesn't help this person anymore. You know who's in your actual office and you associate yourself with those things, with this 30 $50 copay, whatever it might be, versus what you're actually worth [00:28:00] and what they're teaching.

People that work for Microsoft and Salesforce that are selling multiple million dollar packages of. The same damn approach. Yeah. We do the exact same thing and people are worried about charging a thousand bucks for a package, and it's what the hell is going on? We just have to reframe this and we see it happen all the time where we can take somebody that is a really poor salesperson in their mind, they have a great clinical skill set, we tweak it just a little bit, or you already have the skill, we just reframe it slightly and all of a sudden they're crushing it.

Yes, I totally agree with you. It, we do it all the time. I think we're some of the best salespeople that are out there because our training is exactly that. We just don't know. It's like the the karate kid, he's wax, wax on, wax off shit. And then all of a sudden he beats up the, the bully in the fight.

It's like the same thing with us, man. We just gotta use it a little differently.

Yves: Yeah. It reminds me of some of the onboard calls we do with the Mastermind, right? And so they're typically doing really well and we want them selling packages on a regular basis. And they're typically struggling [00:29:00] with that.

And almost always, I just go through, I ask them kind of their process and then I go through and give 'em examples of what we do and it instantly clicks. And it wasn't a gigantic change. It was just like ordering the words in a different way, or typically simplifying what they were saying, right? We all will go into jargon and we'll just go down these rabbit holes, right?

When typically all I need to say was like, Hey, you're having trouble with running. It hurts with your knee. I'm gonna help you be a better runner and take away your knee pain so you can run. How does that sound like? As opposed to, I'm going to, Treat this tendonopathy with slow eccentric, oh, I'm not even gonna go there.

Like it was simplifying it, right? And it was just like packaging a little bit differently and like all of a sudden they had success and it clicks in their mind. Like they have the knowledge. It's just oh, nobody's presented to, presented it to me in that fashion. Oh, you created a three step process for this.

Oh, a fifth grader can understand it. Yes. [00:30:00] And all of a sudden people are like, that makes a lot of sense to me. Now, I'm willing to, buy this $2,000

Danny: package. Yeah. Yeah. And it's a game changer for people once they get a couple of those under their belt, they're just like, oh, I get it now. It's a it's just a foundational skill and, again and marketing is getting people in the door, and there's a whole gamut of different things you have to learn with that, whether that be, local marketing, education-based marketing with local events creating content, be, being able to actually market yourself in an effective way for a local service business is something that you have to learn and have to be able to be efficient at enough to build your schedule up.

Yeah. And significantly more than that as you go to try to scale pass yourself. Once we have clinical confidence and then you're able to handle fear and you have the right mindset which also has to do with what you value your time and your outcomes for sales and marketing are after that, and.

Again, if you just want a lifestyle business and you just wanna stop there and have probably 10 to $20,000 in gross revenue, which is equivalent to probably, [00:31:00] eight to $18,000 in net income pre, pre-tax that is where people can stop and not really have to go past this because after this, it really is, it's either you're trying to get some of your time back and you don't wanna bring anybody else on, which might be the case with this next one, but in most cases it's because you're trying to ultimately scale past yourself.

So the fourth skill, the stack onto that would be systems creation. I think this is something that you're really good at, something that Jared is really good at. I think Jared is like a systems savant. He's sitting back there in his, by himself just creating systems in his.

What's his like office called? It's not a she shed. What is that? It's like a, it's a little, I heard she shed actually just the other day. You did? Yeah. Basically she, shed, it's a super nice dwelling unit. That's his home office and, but yeah, he is back there with his hat on, plugging away building systems out.

But it's, the thing is that is a insanely valuable skill. Yeah. And in our businesses, in these practices, building [00:32:00] systems allows you imagine it's you're building, like you're framing out a house. Okay. So all of this that you've just done is to lay the foundation for the house systems is what builds the framing o of the actual building.

Like what it's gonna look like, what goes where, here's the bathroom. Like this is the size of the bedroom. All these things, like you're building out the structure, the skeleton of what the business is going to look like. And be supported by repeatable things in the business before you can then handle it off to other people to do as well.

You have to create what they're gonna do, when they're gonna do 'em, how they're gonna do them. And it's very hard to do. This is why a lot of people buy a franchise because those are already in it, or they just never go past this because it's hard. It's very difficult. It's a completely different skillset also than these first three skills are.

Yves: Yeah it's almost like another this is like a start over point for a lot of people. They're u usually clinically, Competent and confident, right? Like most people, they start, [00:33:00] they get over it, they build a business. But this is it's almost like starting over, right?

Once you hit this point and you've got a skill beyond yourself, it's a completely new set of skills that's nobody's even talked about or nobody's even put things together, right? Some of the early resources I used was like Tim Ferris and Four Hour Work Week, right? E-Myth was a good one, right?

It's McDonald's, right? Like it's the same everywhere, right? So building these systems, it just doesn't come natural to people, right? And so we see this a lot again when we've got people. In the mastermind, they come up and they've done really well. Maybe they're good at selling, they're good at marketing, they're good at all these things, but they're totally stuck right here.

And they want their time back. That's the great part about the people we work with. They want to just help more people. It's usually not revenue driven, it's more like impact driven, but they're stuck. They're like, I need to build systems. And they just say that arbitrarily. They don't even know what that means.

And yeah. The easiest way to put it, I think is it hit by a bus test? That's always easy. Can your business [00:34:00] work without you? Is it repeatable, as you said, right? So we need to create these good bones to use your house analogy again, right? Like we've gotta create good bones here so that somebody has always says something to fall back on, right?

So this thing will just keep. Running itself. Something as simple as like you have a package sale process. What do you say to most of your clients to get them to buy a package? Cool. Write that down. Boom. System created. Like it's really that simple. People I think will tend to overcomplicate it and think it needs to be a Jared esque, right?

Like whiteboard that has this flow chart that connects to 15 different things and then this new process happens. No, it's like it can be that simple, right? It's just needs to be a simple, repeatable process that's easy to underst.

Danny: Yeah. Yeah. And it, the, I think for me, what made sense was, if I'm doing something more than once, then I need to create a process around it.

Because I think process is like a piece of a system, right? So if somebody calls and they want to talk to [00:35:00] us about working with us, how do we handle that initial conversation, right? It doesn't need to be a verbatim script per se, but there needs to be certain elements that we touch on and that we do every single time.

So there's consistency. So we know also a couple things. If something's not going the right way, if we're tracking our numbers effectively what the hell is going on? Are you doing these things? And if they're not, then that's the first place we start. Okay, cool. Make sure you follow this. If they don't, that brings us to a whole other problem, which was basically, gonna be.

See two skills next. Yeah. Which we'll get into. But I think that, if you think about this as like, all right, what do I build? Yeah, okay. Like, how do I build this house? What are you doing That's, redundant is over and over. You're doing this again and what's foundational to the business, how do you set up a local workshop? What do you typically go about to do that? And then, okay, cool, let's document that. We'll create a process around that and now all of a sudden we have a local marketing system that incorporates all these other little things in terms of how we do those. This [00:36:00] also makes your practice much more valuable.

The reason why is somebody else can come in and, like Eve said, you get hit by a bus and they can operate this, they can run it, and it's because it has proven systems that have been refined over a period of time and tested that they know work, at least work. Effectively when handed off to somebody else, which is really a difficult thing to test, right?

Yves: It's honestly like us as a physical therapist, we love documentation, right? We all do, right? As clinicians love it. And and so I get why kind of making sense as you talk, right? Like it's literally just about writing it down and documenting it, that's what most people just haven't done.

They typically have the process of the system in their brain and they just need to write it down, right? And then all of a sudden you get, which what you just said, which was I think super profound, was like, now you've got something you can refine. Cuz as soon as you write it down, it's there, you see it and then you're like, oh, that worked a little bit better.

I added this to my script. Or I did this for local marketing. You add [00:37:00] it and now the system becomes refined, it becomes better. It becomes a, in the software world, an iterative process, right? Like you build, and then you measure did that work or not, and then you learn, and then you build something new, and then you measure it and you learn, right?

And essentially that's all we're doing in our business is trying to consistently refine these processes Yep. So we can improve, right? So get good bones, get good systems, write that shit down well

Danny: also, and it continually evolves. Yeah. As things change and the business the, I think the worst thing you can do, Is create a really rigid structured business that is not able to adapt to changes in the economy or in services that maybe need to be provided.

Practice, act changes. Like, all this shit ha the shit happens. And so if you're unable or unwilling to continue to look at, could this be done better? Is there, what is the friction point here and can we alleviate it in some way and really understand your numbers.

I think this is the, the other thing that and maybe I need to, maybe I need to [00:38:00] write this down because I think we might have missed just basic finance honestly and understanding your numbers. I don't know.

Yves: Yeah, that's systems though, right? That is a system, right?

Your bookkeeping, your finance, your KPIs, it's learning to ha actually run the business. That's, we're system creation. That's usually cuz we get people all the time that are, have good practices, right? Healthy numbers, but they don't understand the numbers, because when we onboard people, it's my favorite thing to do and they're like, they always say, cuz I make everyone write their KPIs.

And I'm like, you need to track these things. And he reported to me and they're always like, man, that was so helpful. I just wrote down the last six months of how many new patients I saw on how many visits and what I'm making per hour. I'm like, you've literally never done this before. Yeah. She never, no.

Yeah. Cool. Here's your first system, write it down and check it on a regular basis.

Danny: Yeah. And I, I I, the mentors that I've had with this stuff, it's, they term it like financial intelligence. So it's not necessarily that you don't. Understand math, right? It's that you're not [00:39:00] using math to give you actionable information.

And cuz I can, you can look at a pr a practice now, like you and I, we can look at a practice and be very specific about where somebody needs to start. Just based off of the fact that we've looked at enough numbers with these key performance indicators that we know where these bottlenecks are and that we don't wanna try to fix everything.

We wanna try to fix the thing. That's the log jam first. To then get rid of that's gonna create the biggest sort of change in that business. So this is nice because you're, it's helping me hash this out in real time. Cuz you know, this is something, and we've talked about this and I'll put it out on this as well.

This is something that I wanna write a book, my second book on this next year, and really how to get this idea of seven figure practices and understand how to grow those, which is, you can't do it all by yourself. So understanding these skills that you need and what those are and being able to actually implement those to be able to grow past yourself, that's huge.

But the idea of [00:40:00] financial in intelligence, I get, we get this all time. I hate numbers. Like I don't want to, I don't want to do it. I just want my, I'm gonna hand it off to my accountant. I don't want anything to do with it. And I think what they're missing is the fact that this is.

Information and data that helps with decisions. And you don't have to do pre-calculus or trigonometry or whatever. Like maybe you don't like math, but if you can add, subtract, divide and multiply, that's all you need to be able to grow basically whatever size business that you want in this model.

Financial intelligence for sure. Yeah, definitely in there with systems and what people need. The next one after that, which is you gotta find people to run these systems. So you built all these plays, now you have to assemble your team, of who's gonna do when, right? You need to point guard, you need to power forward.

You need a center, right? You need a shooting guard, it's like a basketball team. You gotta have these different component pieces and they have to fit well together. So the next piece is hiring and talent acquisition. So understanding what you're trying to, in a role you're trying to fill, what [00:41:00] skills those people need, what innate attributes they have that you can maybe teach other skills to where to find them, how to hire them, and how to essentially screen out the wrong people and really attract and acquire the right people is that's such a big skill.

It's huge. And it's so difficult because unless you had a lot of experience hiring people before this, you're gonna get it on the fly in your own business, which can create turnover for you, which is. A lot of friction in the business when that happens. So hiring and talent acquisition is another sticking point, honestly, where a lot of people really don't grow past themselves.

Yves: Yeah. And it's so funny. These things, like these stacks just make so much sense, right? There's a lot of fear, again, to circle back to that associated with scaling beyond yourself, the fear of having a payroll, the fear that like, of letting go some of the tasks and letting somebody else to take those phone calls, right?

So it's just [00:42:00] interesting. I'll circle back to that, and the systems of creating, like you just said, job descriptions, right? And going back and doing a time audit and understanding which task you should actually get rid of at this point, right? And like where you can have the most impact in the business.

You've gotta know and understand that. And then you've got to also learn and understand of how to like, Yeah, attract the right people, which is, this is top of mind for me cause we've got a lot of people who are trying to hire and it's interesting that they're focused on the monetary side of things.

And I don't think that's the play. The play is typically like fulfillment culture. Like those are the things that are gonna get talent your way. Do you incentivize them monetarily? Yes. But it's typically all these intangibles you've really gotta get across to your potential employees. Like they want to be part of a badass culture.

And how do you build that and how do you convey that to attract the right [00:43:00] people?

Danny: I agree. And culture is the probably most important word for people to remember with this. And it's one of those things that's it's hard to. Define it, but you know it, when you see it, it's like when you see a really dialed in team that's playing together you can tell and it's very attractive to other people that want to be a part of that as well, right?

So if you see a group of people that they enjoy working with each other, it seems like it's organized, but it's not micromanaged. They're they've got a clear vision and mission and they're moving towards it. That is, it's very actually rare. I think most people, their work environment, it's not great.

Their work environment is just it's a paycheck. They go, they check in, they check out, they fulfill on whatever their thing is. If you wanna the government is a perfect example of this, like the amount. Government not everybody's like this. I think people I think I shit on the government system too much but like the GS model is just doesn't it's challenging.

It doesn't really [00:44:00] incentivize you to do more than you should. There's nothing there. You have to be super internally motivated for you to wanna do anything more, stay one minute longer, do anything besides what you wanna do, because there's really no reason to do it. And, versus if you have a really strong culture, it's like people are looking for ways to make that better and they want to bring more people like themself in that are gonna make that environment better.

They're protective over the work environment because it's the, it's, they're part of the culture as well. So if you can set the tone and this comes. From you. Honestly, like one of our core values is lead from the front. Like you have to be the person that is the example of what other people are doing, right?

And that is not easy. That's challenging, but that's the way it is. Like you've decided to take this role. So like that starts with you. And then defining who you're wanting to bring in and have a an and like organizational chart of what you're trying to fulfill on and how they fit together, that's gonna help you bring the [00:45:00] right people into the right jobs and get them in the right places to then be able to build something really, special that, that is more than just yourself.

So that comes down to acquiring talent and hiring them and being able to, more than anything, sell them on. Someone once told me like, no one wants to work for the company you have right now. You have a. You have a room in a CrossFit gym with no windows, like that's the company you have right now.

You gotta sell them on the company. You are gonna be one day, and that's what they'll work for. And that is what you have to get really good on, which ironically is sales just in a slightly different manner. So that skill continues to get stacked on.

Yves: Yeah, I think a lot of people follow these businesses because they have a big why.

They have this bigger passion, this bigger purpose, right? And they're all about that. Why, right? We typically as clinicians, like wanna help as many people as possible. We didn't really necessarily get in this to make a eight figure pay, payday one [00:46:00] day we did it because we're truly passionate about this.

And I think that's our anchor point. That's how we acquire. And yeah, I think That's where the focus needs to be. Bottom line. If you wanna hire talent and you wanna acquire talent and you wanna keep talent, which is a whole nother conversation. Yeah. It's it's that one thing.

Danny: Which brings us to the next skill, which is leadership and management. So this has to do with how do you lead and maintain the people that you have in your company. And again, like these require evolving, these require changing and improving, and. It's hard, like it's not easy to learn these new skills, especially after you, you put so much work in on all these things and it doesn't really ever stop.

That's the other thing is like you, it's not like you just stop and you're good one day. It just does it, it moves too fast for that, you constantly have to be learning, improving, growing. You can be [00:47:00] frustrated by that or you can be like, this is awesome. Yeah. Love the game. Yeah. It's what are you gonna do?

It's your choice. You pick which option you want. And for most people, if they can like, fall in love with the idea that they have to be a lifelong learner and they're gonna constantly have to improve themselves it's a lot better. Otherwise it's just, it's daunting and I think it wears a lot of people out.

So if we look at leadership and manage. Now you got all these people, you've got your house, framed out. You got your people in there and they're finishing everything out. They're putting your whatever. I don't know much about houses, putting your plumbing in, whatever else you need. And then from there, how you gonna keep 'em?

You gotta keep 'em happy. You gotta keep 'em motivated. You gotta be able to compensate them effectively which is important, but it's also not the most important thing for most people. And that comes down to you. And this is where you have to look at. Like, how are you leading? Are you, it's like being a parent, if I told my kids something and then I not to do something and [00:48:00] then I completely, do the opposite, they're just not gonna have much respect for what I'm saying, right?

Versus the people that lead from the front. And this is the example I'm setting cuz I'm doing it myself and I expect you to do the same. And if you don't, then we'll talk about it. And if you still don't do it, then we're gonna have a more serious conversation about if this is the right place for you or not.

Like that. That's completely different and that's gonna lead people in a much better way than being absentee, which is another conversation to have. But managing people and leading people is really foundational to be able to move past yourself and grow a company, to, to mult at least multiple clinicians, let alone lo multiple locations.

Yves: Yeah, this one is for sure interwoven from the beginning. Being a good leader, I think is essential, and that skill only needs to grow more and more, right? You've gotta be a leader in your community or be a leader, as a physical therapist. And then you've gotta be a leader for your team, and then you've [00:49:00] gotta be a leader for your company.

It's, this is definitely one that's ever evolving, ever growing. And you're never really there when it comes to leadership, right? That's something that you could, you need to improve upon, I think forever, right? If you think you're the best at leadership, you're probably not very good at leadership, right?

Most good leaders that we know, I don't think they're bad leaders, but they just know that there's always more to learn, right? And this is a big sticking point, right? Because for most people, they're doing well. They maybe have a coup a clinician, one clinician and one admin.

And they wanna scale and they may wanna do multiple clinics and multiple clinicians. And that gets really hard because guess what? Leadership starts to take up the majority of your time, right? You move away what you went to school for. You move away clinically big time, and you move into this like leadership management role, which is also, again, fear handling, like scary to move through, right?

But it, it is where a lot of people get [00:50:00] stuck, right? And that's how you get to this kind of seven figure mark is the people we're seeing. Those people hit that now because they're becoming really good leaders for them, for the entire team, right? And they're able to that's where you can get into big scale marks, right?

You can, grow an entire company because you become, a really good leader. It's like the it's just interesting how every single time, like you have to learn this skill to Make it to the next level. If you don't learn that skill, you're typically, which is most clinicians, two or three PTs, maybe one or two turnover every two to three years doing okay.

But they never really, we've probably all been around a bad leader that just has a okay company, but like never can break through because the culture sucks or, they're hypocritical like you said, or they're not holding people accountable, which is a big one that I saw.

They just can't break through that leadership. It's a tough

Danny: one. It is hard because the first, I think the first step is you have to be a good leader for yourself. You have to have discipline and consistency, which there are very [00:51:00] difficult things to cultivate and maintain, yeah. And and I think you also have a certain amount of willpower that it's, some people seem to have more than others, but even still I don't think you can be a hundred percent perfect on everything all the time. It's impossible. It's just like we're all just regular ass people.

They're just, some of us have just been able to build some endurance more so with that over time intentionally. And, I, as I, when I look at leadership, I think that for me at least, what I want to see as somebody that is, w is working for somebody else or working with somebody else, is that number one, that like, that person actually cares about me.

I think that's, it should, it's, I don't even know if you should. It needs to be said, but for most people, they just don't care about their people very much. And the reason why is it's difficult to maintain that. Think about this. I, if you've sat down and had a meeting with [00:52:00] somebody, If they are actively listening, paying attention and engaged.

And if they're not, if they're just checked out and they're going through the motions, it's very mentally draining to be present, to be very dialed in on what's going on. And that if you're trying to lead a group of people, that has to be the way that you are in situations where you're mentoring, where you are organizing, where you're leading these folks.

Cuz if you're not, like the reflection of that is gonna be a disinterested, unorganized group of people that you're expecting to do great things, yet, you're not putting them in a place to, to do that. And, managing them. I think I think these can definitely be broken up into.

Jobs even sometimes, right? So when we think of management, we're like, oh, make sure that you submit your payroll or submit your, leave request or whatever, or you need new supplies. It goes through this person. There's like a day-to-day sort of manager, like a coo o office manager kind of role.

Is one thing. Make [00:53:00] sure your people are taken care of. It's completely different thing to lead them and to sit down and have conversations with them about what they're trying to do, where they're going, how their life is going, what they wanna do outside of the business, how's the business support that?

What entrepreneurship things are they interested in? What niches? Like these things that are intricate and time intensive. It's why so many of our providers just can't see patient loads the way that they would like to, maybe in some cases. And they have to drop their hours down because if they don't, then they really sacrifice leadership of a group of people.

And oftentimes they don't want to do that because they like to be a part of the team. Like they didn't go to PT school so they could run a clinic, they went to PT cause they like working with people. Then they get pulled away from it and now they're on the outside sort of looking in and they don't maybe click with people the same way, but you just can't, you can't be fucking Michael Scott.

Trying to be everybody's best friend and then try to be, an authority figure at the same time, it just doesn't work. You have to realize that you're gonna evolve past that and that's gonna require you being at like [00:54:00] a different stage of conversations with people and comfort level with that because the amount of uncomfortable conversations you're gonna have to have as you have other people that are working within your company.

It's a lot and it's not comfortable or easy but very necessary.

Yves: Yeah, I think a cardinal mistake. And you mentioned it earlier was like thinking it's gonna be a hands off, like automatic process. Like you've got to be, as you said, engaged constantly improving, right? Like staff meetings could be a great example.

Like you can go through the motions in staff meeting or you can make a staff meeting mentally engaging and actually productive, right? And I think that's tough to do. That's comes from the leader. They've gotta be prepared for that staff meeting. They've gotta do the work behind the work to make sure that they're ready to go and that they're present during it.

And I think that's, it's definitely tough to do because there's a lot of work too that feels [00:55:00] unproductive. Or like non, there's no financial gain. It's crazy productive, right? I use this all the time. You can go see a patient, make 200 bucks an hour, or you can lead your team, they can sell packages better, and all of a sudden you've made, an additional $20,000 which one do you want to do?

And that usually when that hits home okay, cool. I need to be a better leader now. I don't need to go do another c e u

Danny: course. Yeah, that's true. And it it brings me to the last phase, which for some people may never kind of get to this point. I think the last skill, and this sounds weird, but it's laziness and not in a bad way.

But it's the ability to let go. It's the ability to be hands off and to trust other people and to also understand. As you're at to get to this point, like you have to have people in place that are fulfilling on things, systems that are tight.[00:56:00] You have to be able to track the right things and make sure that the machine, if you think of it like you're building a, you're building this machine, it's working, you're it's being fed.

It's spitting out what it's supposed to, the right pieces are in place. You're leading people, but a lot of your time needs to be hands off and letting them do their thing and then gathering data and making decisions based on that. Also, I think one of the most important things you can do at a certain stage as you've moved past doing a lot of the actual fulfillment in the business and the day-to-day managing, let's say you bring somebody in that's you're running operations then laziness is also like free time to Think about what else could happen, how things could work better.

Partnerships, other business models and how they get tied in. And it's so interesting. It's you think it's, you think it's dead time reading, taking your dog on a walk, taking a day where you're literally just like, Looking back through your business [00:57:00] and looking at like complimentary things or maybe things in completely different industries and how they run, and you're not necessarily doing what we consider dollar productive activities.

You're not generating money, you're not working with people that generate money. You're working on things that are gonna lead to five 10 xing your business, if that's your goal outside of the day-to-day operations of the business that, are really valuable and important. But being able to like being able to be okay with a day where you didn't, bang out a whole bunch of stuff is actually very hard once you have worked yourself through years of working super hard to then be able to get to a place.

You can take some time to work on things that aren't directly the day-to-day of the business. It's a very difficult transition, and I think it's something that a lot people struggle with but is necessary in order to really see that thing grow scale and become valuable enough to potentially e exit one day, if that's what you wanna do.[00:58:00]

Yeah.

Yves: This is a big one, right? Because this is probably the most recent for both of us of having to learn this skill in our practices, right? I've been a doer my entire life. If there's anything I can do, it's just do the work. But this skill that's needed now is to do less, like you said be lazy to trust your team.

Make it okay for them to fail. Because, where I use the analogy of okay, you can teach your team a better way to sell packages and now you've made 20,000. Now you can use this time, and it may only be like once a year that you come up with this, but you can come up with a new program or some sort of new business model or maybe think about it and not make a mistake that could save you $200,000.

Like the impact becomes a little bit bigger and you've gotta spend the time thinking through those things. That's just, and it's just super hard, because like usually to get to this process, you've been grinding. Anywhere from five to 10 years, something that pr maybe longer, right?

That's minimum. And now you gotta [00:59:00] say, nah, I'm not gonna do any of the shit that I was doing before. I'm just gonna sit in my room and I'm gonna think what? If you're probably hearing this, you'll be like, you're just it's just hard to even think about that. This is by far, I think one of the most challenging, because it's another brand new skill that nobody's ever talked about.

Nobody can really teach. You've gotta figure it out for yourself, like how to do it. And it's it's tough.

Danny: I think it's also a mindset thing, right? Yeah, true. For this doesn't happen without a massive amount of work over a very long period of time with significant risk.

It doesn't, it just doesn't happen easily. So then to say oh shit, for. Half of this day, I'm gonna go paddle boarding, right? And that's all you're gonna do, and you're gonna do some sort of repetitive movement thing and just let your brain settle. And like the idea of I forget the guys named the Author of Thinking Time.

But it's a great book and a lot of it's just about questions to ask yourself about things. Letting yourself think about things and having the free time and the mental [01:00:00] bandwidth to do and if you really think about the last time that you had free time to just let thoughts settle, it's hard because we're so connected.

We're, there's so many things that are distracting us or taking up our attention. Our, we're fragmented in a lot of ways, so we don't really have the clarity that we have whenever we're able to shut some stuff down and just, l let your brain figure it out on its own. The other thing too, and I think this is important to remember, is entrepreneurship, if unchecked will kill you.

Okay. Like faster than most other careers, right? Except for like high stress careers that somebody might go into law enforcement or whatever, military, somebody to that effect. And it's because there is quite a bit of stress all time, low level, sometimes high level but there's a lot of work volume and intensity.

And, I'm a part of this mastermind group, and they have a local chapter and I went to a local meetup and there's eight guys that were there. Three of them had heart attacks before. They were 40 years old, [01:01:00] all entrepreneurs. And it's hard to describe why.

Two of them were like very healthy. One was not so healthy. Before 40, for the most part, it wasn't like terribly unhealthy. It's a lot of stress, lack of sleep, intensity of work volume. And if you don't ever shut that down, then you know, what's the point? Why can't you enjoy some of it?

And it's, and oftentimes we feel guilty to enjoy even an hour of free time, right? Because we feel like other people aren't doing shit at the time that we're like, we're not, and we feel like we're not chipping in. We're not a part of the process of the team. But our job is different. Our job has changed.

And you got, we have to be okay with that, or just decide to stay small and you're still within the business. Maybe that's what you want and that's fine too. You've gotta decide what it is. These are just the steps to be able to get to the point where you finally pull yourself out and you have something that is either passive and or sellable.

Which is a very difficult thing to do with, of any business.

Yves: [01:02:00] Yeah. We, I feel like we could spend, this could be like a five hour podcast, by the way, right? Because you said five things that I wanted to expound upon. But You choose this entrepreneur life and what you've chosen is, there's a natural kind of endpoint where an employee, like it's five o'clock, you shut it down.

There's pros and cons to that life. And when you choose entrepreneurship, you definitely choose that. There's no natural endpoint. You can essentially be on 24 7 if you want to. And actually make revenue and produce 24 7. Yeah. And it's, once you've ramped it up for years, asking yourself to turn that off is really hard.

And it can kill you like, cortisone, cortisol it's all you know. It's real. Like it can crush you. And we see it happen to a lot of people, right? So again, it's that I love it. It's just that next skill that's needed to break through, right? To break through and be like, all right, cool.

I can run a business. I can be the leader. I can [01:03:00] be now the, we'll call it the c right? Or like on the board of directors, and I can trust my people and I can spend time and just, listen and try to make good decisions for my business. Can't I be that person? Yes or no? And I, it is challenging for sure, right?

Being able to turn that off and just spend thinking time, which is yeah, it is such a good book, right? And just do some repetitive movement. For me, it's like a walk is also super enjoyable if you can get to the other side though, right? To enjoy the thing that you've built, right?

Because as you say we can't even enjoy it. Then why did we build it? We built it to enjoy it. So there's just there's so many layers to what you said. What's

Danny: so true? I think, look, I think what you bring up is really good. I do know people that have built businesses that end up not being what they want it to be.

And talk about frustrating. Imagine spending 10 years building something that turns out to be not exactly what you wanted to do or what you wanted to function within. And then having to go back in and revamp what, what you were building. This is why like your vision is so [01:04:00] important and being very clear on what you're trying to accomplish.

And I think for a lot of people they don't put much faith in the fact that does anything. They look at it like, just putting out some random thoughts to the universe and hoping that something happens, right? And just it's not about that. It's about.

The effort it takes to clearly define what your vision is for your life and your company and everything that is involved in that in the next three years is a massive amount of time, energy, effort creativity that you're gonna have to pull in, like very clearly defining what those things are.

But it also is gonna be the only way you know that if you're gonna get to where you're trying to go and have not just success but fulfillment with that of what you want your life to look like and impact that you want to have. And it's not about revenue. Like revenue is replaced once. You've gotta the point where you never have to work with someone else the rest of your life.

After that, you can just buy marginally nicer shit and get more of your time back. That is it. That's all it is. And we really need a lot less than we think that we need. When we get so fearful that [01:05:00] we're gonna lose. Whatever stuff that we've accumulated, but we don't really need that much to be healthy and to be happy and, being okay with that.

And then just realizing, all right, what do I want my life to look like? Because that's pretty, that's like probably more important and just like a very unique thing to be able to create an intentional life. Most people, they live a life based on what other people expect them to do and what they expect they have to do based on their current circumstances.

They say most people will make plus or minus 10 to 15% income based on where their parents are like that. Okay, what if your parents made $35,000 a year? The likelihood that you're gonna make more than 50 is very low. Very low. And that sucks because you can't, anybody can do. They just don't even know they can and they don't know what to do.

To be able to move past that, what skills they need to acquire and then stack those on to be able to grow to whatever they want. Like it doesn't have to be as defined as that. Even though the data is pretty [01:06:00] straightforward on what that looks like because you're the average of the people you're around.

And also to move past the group of people that you are around, that's hard too, because you're different now. You're the nail that sticks out and you get hammered down sometimes. Yep. Your relationships can suffer. We see this happen with people even within our own community that are, you would think their family would be happy for them.

They're like, improving their life. They're improving the lives of people around them, and their relationship with their family suffers because they wanna drag them back to wherever they're at. Cuz they're fearful they're gonna. Yes.

Yves: Oh, again, there's so much to unpack there. I think one thing I wanna bring up is I feel like there's one thing that you have to commit to, and it is literally one thing to make it to each next stage.

And we've said this before, but it's just really ringing true right now. And that is commitment to personal development, right? That's the one thing that we've both kind of committed to and we ask the [01:07:00] people we work with to commit to is personal development, like learning these skills. Like it, the one thing is I think both of us are just committed to learning whatever skill is next, and that's like committing to personal, and that's super scary, extremely uncomfortable, very challenging.

You get punched in the face a lot, right? Like you have to break up relationships that you've had for years, as you've said. There's just so much to unpack there. But I think we both understand that's what we have to commit to in order to, build the life that we want. Like you said, have build an intentional life and to actually enjoy that intentional life too, right?

Like we've just gotta continue to, and this is stuff we work on, right? Everything that we've said we are actively working on a regular basis. And you've just gotta commit to that.

Danny: I'll leave you, I'll, we'll finish you with this. I'll leave you with this. It's one of my favorite, Jim Rhone quotes.

Rhone, r o h n. He says, work harder on yourself than you do on your job. Job. You have to work harder on yourself than [01:08:00] you do on your job. And that didn't make much sense to me the first time I heard it. Cause I was like, this doesn't make any sense. What the hell is he talking about? And how do you work on yourself?

I think one of the benefits of entrepreneurship, which I did not realize, was a. A benefit I thought was actually a huge pro issue was the fact that you're like, whatever your limitations are. Here's a good example. Like I've had somewhat of a short temper my entire life. I don't have the best emotional control.

My family just says, cuz we're Italian and we're hot-blooded. That's bullshit. I'm sure there's plenty of Italians with good emotional control. It's, we just really haven't improved it, right? And for me to work on that and improve that, I can't just yell at an employee, and as much as you would want to do that, you can't, cuz that's not go, this is not gonna end well.

And it's not the right way to handle people either. It's not the right way to handle kids, it's not the right way to handle things that [01:09:00] frustrate you. And learning how to improve that is forced upon you. When you decide to go do something on your own, because it is also exaggerated within your business, your strengths get exaggerated.

If you're good at selling selling, then you're gonna sell a shitload of stuff. If you have no emotional control, you're gonna get frustrated and you're gonna piss a lot of people off. And you have to realize that you have to improve these areas that are deficiencies. And it's also one of the best parts about it.

You don't have a choice, like you're forced to do it. So whatever your limitations are, you get better at those things if you're willing to work on it. And if you're not willing to work on it, then you're not gonna be successful in business. It's pretty straightforward, it's literally a a one-to-one.

The more I work on these things, the more I work on improving, the better the business becomes. Oh. And so do all the relationships that I have around me, and all the things that I do actually want to improve because I'm just focusing on the thing that I can actually improve and control, which is myself, and not necessarily stress about all [01:10:00] the shit that I can't.

Which, there's so much stuff that we can't, and it's hard not to, but the ability to focus on yourself and work harder on yourself than you're doing your job. I think that's the entire if I could in a nutshell encompass what I've learned and what I enjoy and appreciate so much about, Being able to do something on my own is the fact that I'm forced to be a better person, to be a better leader, to be a better spouse, father, all these things come down to, the things that you improve on yourself for success in this arena, bleed out into these other ones in a really positive way, or they'll burn your business to the ground if you don't work on them.

It's up to you. It's completely up to you. It's the epitome of extreme ownership. So let me summarize this. Here's what we got. Clinical confidence, number one slash competence mindset and fear handling after that. Sales and marketing. Systems creation and financial intelligence. Hiring and talent acquisition.

Leadership and management. And then [01:11:00] last is being lazy. Or laziness. Those are your skills to be able to grow a remote and or sellable, scalable business that you know if that's your, if that's your goal. And we talked about really the first three between the clinical confidence mindset and sales and marketing.

If you never wanna work with someone the rest of your life, those are the three that you need to work on. You can stop there if you want, if you wanna grow past that. That's the other things you need to work on. Anything to add on that e before we wrap it up? This was a long one.

Yves: Yeah, it was a long one.

We could have gone I feel like forever on this one. No. Those wherever you're stuck at, there's a ton of resources out there, right? Say you suck at sales and marketing. Cool. There's resources on that. Say you suck at high at, financial intelligence. Cool, there's resources on that, right?

Try to figure out where you're stuck. Go find some resources and push past that plateau.

Danny: Cool. That's it guys. Hope you enjoy this one. As always, if you're in the Facebook group, thank you for joining us live. If you're not in the Facebook group, go check out PT Entrepreneurs Facebook group.

Just go to Facebook and search for petre [01:12:00] PT entrepreneurs. We'll be the only ones there with about 4,600 people in it. Once you get in, you can check out our free five day challenge is a great way that if you are trying to develop this skill of mindset and fear handling, that's the goal of that is for clarity.

Clarity helps. Courage in a lot of ways, fear is the mind killer and clarity will get you to a point where you'll take action, and that's what we actually want people to be able to do. So we help you do that with this challenge. You can get access to it in there. You get ahead to physical therapy biz.com/challenge and you can sign up for there as well.

So as always guys, thank you so much for listening and we will catch you next week.

What's up, PT Entrepreneurs? We have a new exciting challenge for you guys. It's our five day PT biz part-time to full-time challenge where we help you get crystal clear on how to actually go from a side hustle to a full-time clinic. Even if you haven't started yet. This is a [01:13:00] great way to get yourself organized in preparation for eventually going full-time into your business.

So we actually help you get crystal clear on how much money you're actually gonna need to replace with your business to be able to make a lateral transfer. How many people you're actually gonna need to see based on what you should be charging. We're gonna tell you three different strategies you can take to go from part-time to full-time, and you get to pick the one that seems like the best fit for you for your current situation.

We even show you all the sales and marketing systems that we teach within our Mastermind for people that are scaling to multiple clinicians, past themself that you need to have in your business to be able to go full-time. And the last thing is we help you create a one page business plan. This is a plan that's gonna help you get very clear on exactly what you need to do and drive action.

That's what this is all about. We want you to win. We want you to take action, and in order to do you have to get really clear on what you need to do next. So go to physical therapy biz.com/challenge. Get signed up for the challenge today. It's totally free. We think this is gonna be a game changer for you and are excited to go.

Hey, real quick before you go, I just wanna say thank you so much for listening to this [01:14:00] podcast, and I would love it if you got involved in the conversation. So this is a one way channel. I'd love to hear back from you. I'd love to get you into the group that we have formed on Facebook. Our PT Entrepreneurs Facebook group has about 4,000 clinicians in there that are literally changing the face of our profession.

I'd love for you to join the conversation, get connect with other clinicians all over the country. I do live trainings in there with Eve Gigi every single week. And we share resources that we don't share anywhere else outside that group.

So if you're serious about being a PT entrepreneur, a clinical rainmaker, head to that group. Get signed up. Go to facebook.com/groups/ptentrepreneur, or go to Facebook and just search for PT Entrepreneur. And we're gonna be the only group that pops up under that.