E590 | Task Delegation vs Micro Management

Dr. Danny discusses the difference between task delegation and micromanagement and how to effectively manage people. He explains that in order to scale a service business beyond oneself, one must delegate tasks and hire other service providers. The key to successful delegation is clarity in what one wants from the delegated person.

For example, if one wants a clinician to write one blog post per week, they need to clearly explain that expectation. Additionally, it is important to provide the rules of the game and the scoreboard so that the delegated person knows what is expected of them.

The conversation focuses on the importance of properly setting up team members in order to ensure they are successful in the tasks they are assigned. It is not enough to simply give instructions and check in with them periodically; tasks must be clearly detailed out with examples, structures, and instructions.

Utilizing software such as Google Sheets, Asana or Monday can help with task management and create a visual scoreboard, while screen share videos can ensure everyone is on the same page. Additionally, it is important to remember that team members require time and mentorship in order to be successful, and it is crucial to make sure they have what they need to succeed.

When it comes to task delegation, it is important to give clear instructions and examples of what needs to be done in order to avoid mistakes. It is also important to provide ongoing feedback for employees. This includes day-to-day interactions and informal conversations about tasks and projects.

Structured feedback also allows employees to get feedback on their performance and have the opportunity to correct any mistakes. Ultimately, clear instructions and ongoing feedback will ensure that tasks are completed accurately and efficiently.

The conversation focuses on the importance of giving employees periodic feedback. It is recommended that feedback be given on a quarterly basis, or at least twice a year, especially for newer employees. During the sessions, employees should be given the opportunity to express how they are doing and what they think they need to improve.

It is also important for the employer to accept feedback and not to dismiss it. If employers do not listen to their employees, they will learn not to be honest and may even consider leaving. It is therefore important to have an open dialogue with employees and to take their feedback seriously.

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Podcast Transcript

Danny: Hey, real quick before we start the podcast episode, I want you guys to check out our new YouTube channel for PT Biz. We are putting out a weekly video on the most common questions that we get, and we are breaking those down in a way that's more engaging. Where you can learn better and really focus on one thing at a time.

So if you're interested in really learning more skills to upgrade your cash and hybrid practice, head over to YouTube. Subscribe to the PT Biz Channel and check out the weekly videos that we're coming out with to help you win in the cash-based practice game. So here's the question. How do physical therapists like us who don't wanna see 30 patients a day, who don't want to 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 Matte, and welcome to the PT Entrepreneur Podcast.

What's going on guys? Doc Danny here with a PT Entrepreneur podcast, and today we are talking about task delegation versus micro management and how to effectively manage people. Now, this actually comes from. A question that one of our mastermind members posed. And my, my wife actually thought this was like such a interesting sort of topic to get into that she really prod me to take a stab at it and give you guys my opinion on the difference between the two from what I've seen and what I think makes effective leadership within a clinical setting.

In particular There are definitely examples that I've had as an employee and an employer where I've both micromanaged people and done a good job of delegation. And you can't do everything on your own. So you ha definitely have to delegate tasks in order to grow past yourself, in particular early on.

You are gonna have to get administrative help. And these administrators office managers, whatever front desk people, they're gonna help you with the, organization of the business getting things done that don't require in-person patient interactions. Once you have that in place, then you have to scale past yourself.

And the way in which we scale past yourself in service businesses is through other service providers. So you have to hire other clinicians, whatever type of clinicians those might be. It could be just if you're a physical therapist, you're bringing another physical therapist. Maybe you're building a multi-disciplinary clinics and you have chiropractors and massage therapists, athletic trainers, nutritionists, whatever, whatever you're doing, it doesn't really matter.

You still have to hire other human beings. To fulfill on services that are being sold through the practice to essentially get the result of people that are, they're paying you for. So when we look at how do you effectively delegate to people, delegate what you want them to do it really comes down to clarity in what you want.

And I like to say what are the rules of the game? And what's the scoreboard? For instance, if you want to delegate that somebody you know is going to write one blog post once a week, let's say you have a clinician and you want a blog post once a week as just part of their weekly workflow, to help with thought leadership content in the space and whatever else, just say, this is what you are having them do.

You, here's what you can't do. You can't say, Hey, I want you to write a blog once a week and just have it up on the website on Tuesday, and then just check in with them. I'll say, this is the, a week from then. The following day you check in with them like, Hey, how's that blog coming?

Okay, cool. A couple days later, great. How's that blog coming? Awesome. Hey, do, did you do the blog yet? And checking in with them and making sure that they're doing it as if they're a small child is, that is not a great approach. Also, If you, if they don't know the specifics of what it is you want them to do, the likelihood of them being successful is also very low.

So when we look at setting some, someone up properly to be able to win. And what I mean by the rules of the game and the scoreboard, it's like baseball, right? If you say Hey, go out and play baseball, it's so confusing. You don't know like situationally what to do. If someone's on first base and let's say you hit the ball and it's a ground ball You know what's, what do people do next?

Obviously you're gonna run, but what if the ball gets you the infield. That what, where do you stop? How do you know when to stop? There's a lot of rules that people don't understand with your business that you understand because you're the one that's done everything.

So you have to clearly detail out what you want people to do, and then you have to manage the task, not the person. So when we look at task management It really comes down to organization w with the help of software. You can do this with a Google sheet. You can do this with something like Asana or Monday, that's a project management software tool which really you can even use this in some CRMs where you're assigning tasks and and people can see where those are at.

But let's say we go back to this blog post example. If you have, let's say like Monday is something that we use monday.com, which is a project management software, and you can have in there, okay, let's say John is assigned a weekly blog post, that weekly blog post. Within that, I can show examples, like link to examples of what those look like.

I can have a structure of how we create blog posts. Here's how we come up with a headline. Here's how we write. The first paragraph, here's how we write the body of it. Here's how we, write the end call to action. This is how many pictures you should put into it. This might sound like a lot of detail, but this is how you make sure people do things the way that you want them done, but not actually do it for them and continually have to check in on them.

They have to have very detailed, clear instructions of what things should look like, examples, how they should look how long they should be and when they need to be done. So the other thing that can really help with this is screen flow videos. So we really like just screen share videos of you doing a task.

Whatever that might be. Writing a blog post in this example Hey, this is where, this is the folder which you're gonna put the Google Doc in for the actual blog post. This is where, you put the images and then the admin is gonna put this on the site or whatever it might be.

And the clinician's only gonna write the blog posts. Like these are all things that need to be detailed out very clearly in order for them to be successful with a task. And I think that what I see. Early on at least, and I definitely made this mistake is I think we assume we hire people to solve problems.

But what we realize pretty quickly once we hire people is that they, in their own right require our time to mentor them, our time to make sure that, they ha they have what they need our time to make sure that they That they're successful in what they're doing. And when you're already time poor, it's very hard to give more time to someone.

So a lot of times when we hire, when we're super time poor, we bring somebody on and then we're just even more time poor. So we rush the the onboarding, we rush getting them started, and we don't check in with them as much as we should. So when you're looking at. Sort of task delegation.

You have to give someone clear examples of what they're doing as well as exactly how to do it. And so that there's no guessing. Cause if there's guessing, the likelihood of them doing it wrong is pretty high, and micromanaging them is basically like going back in and changing the blog posts they write, right?

Or telling them how bad of a job they've done and why they need to do something different next time. Or in actuality, we just haven't actually given them clear instructions of what we want them to do. And used to assume people are smart and they're gonna figure things out, and they might, but they might not be how you want them done.

So if you want 'em done a specific way, you have to detail that out. The other thing that comes down to ongoing feedback, so there's day-to-day interactions where things happen. People ask questions and you can have. Informal conversations about things that are going on, checking in, Hey, how's things going cool?

Like, how's that? Whatever patient, how's, are any issues with this new software? Whatever it is. These are just interactions of coworkers. Even though you might own the business, you work together and these are just basic interactions that you're gonna have with people.

The structured, ongoing feedback is also very important. Because this is where you give people an opportunity to really, if they are not necessarily doing the right things to correct those and, get back on, on track and to feel like they are getting feedback on how they're doing so they can do the right job as well.

So this is something that we recommend on a quarterly basis. It could be twice a year if you have people that are really squared away. There are, let's say senior level folks that you're probably gonna have more ongoing just interactions with, but having maybe even as, as few as two times a year of like really structured feedback sessions.

But if you have somebody that's that's an employee especially a newer employee, I think quarterly feedback time is really important and what you want to let them. Be able to do is express how they feel like they're doing like things that they think they're doing well, things that they think they need to improve.

That's huge cuz you want to hear you don't want to read their mind like you want to know. All right, cool. How you think things are going and to be open enough to accept feedback yourself. This is actually, I think, really hard. When you are the person that's taken all the risk and you're the one that's done everything and you've hired everybody if you get some feedback about maybe the way in which you're communicating, if they're like, it'd be great if you could tell me, a little bit more about what you want with this, or this, or gimme more detail on this, or maybe give us a little more lead time on these things.

It's easy to be like, oh I'm busy doing this, and this. What are you talking about? You know that's you don't think maybe it's relevant, as relevant as it is to them, but it could make a huge difference to them, and they're trying to tell you how they feel, and you've got to be able to take that and accept that in a really positive way.

Otherwise they're gonna learn to not tell you the truth. They're just gonna act like everything is fine, even though it's not. And then they're probably gonna be thinking about going somewhere else, like legitimately that, that's probably gonna happen. And honestly, I, if we're really looking at this in terms of.

Client retention if you're, or employee retention, it's a hard thing to do, and it's not just our industry. My, my brother-in-law's wife is a director of talent retention for a big consulting company, like one of the big four consulting companies, and they have a massive department that is solely there to help keep people in the company.

Because people are so transient these days. People are transient. They're, everyone's a free agent. Everyone is looking for the next job, the next great opportunity. Maybe they're to do their own thing. Like seven outta 10 people are roughly thinking about doing something different, changing jobs, moving, changing careers entirely If people turn over, if they leave, if they move on to go somewhere else or do their own thing, that's not abnormal.

In fact, it's more abnormal if they stick around for more than three years. If you have somebody that's been around for five years, that is the equivalence of 20 years for our parents because of how transient people are these days. So keep in mind. That you can do a lot of things right and still have staff members that go and do other things because what they might want to do might not align necessarily with your company long term.

And that's fine. That's okay. It's normal for that to happen. So please don't feel bad if you have people turn over and leave and think that you're like a bad leader, you definitely can have tendencies that need to be improved, that help with. Improving leadership, but it, you're fight you're really fighting a battle in which people are gonna be trans transitioning no matter what.

And you gotta understand that and be okay with that. Because even if somebody does transition and leave, like it doesn't mean that they. It didn't help your business while they were there. They weren't a valuable person to work with and have as part of your team. They could have very well, helped build out other systems or improve your reputation.

Improve the content, that you have within your digital assets. Many things and an opportunity to really mentor and work with that person and then improve as a leader. We gotta look at the positives of these things as well. So when we're given feedback to people, we have to be very.

Aware of a couple things. Number one, what's important to them and listen to them. It's not just an opportunity to talk the whole time. And I've been guilty of that for sure, because I would just try to make the case for why things were the way that they were versus listen to what they had to say about what they would like to see improved.

And not to say you have to do everything or take everything and implement on it, but you definitely have to listen. The other thing that you have to be able to do in these structured feedback sessions is be able to give them feedback without Like directly enough to where it's, you're not vague about what you would like to see them improve, but also do it in a way in which it's not confrontational.

And a lot of this comes down to your tone. And this is something that. Man, again, like I, a lot of things I've learned the hard way and a lot of my leadership training came from the army, right? So you gotta, this is a place that's fully okay to yell at somebody. In fact, it's one of the things I miss the most.

Like you could yell at somebody if they were being a dumb ass and. It was totally fine because it's just part of, it's not something you wanna do on a regular basis, and probably better not to yell at people, but you could. And sometimes it feels nice. So if you have employees in a civilian setting and you yell at them, they're going to leave they're not going to work for you anymore because they don't that's just not something that people are gonna take.

And honestly, it's really not the best way to get outcomes for people at all anyway. So for me, My approach had to shift quite a bit and understanding tone, and not just what you say, but how you say it. It's such a funny thing to say, right? It's somebody could get mad at you and they're like it's not what you said, it's how you said it, right?

And you're like, what are you talking about? You get mad. And, but there's truth to that because the way in which you say things. Matters just as much as what you say because of how well we can read people's tone, their body language, even like non-verbal things, the way in which you're sitting or, positioning yourself how much eye contact you're making or not.

The way in which you're saying words makes a big difference because it's easy to tell when somebody is ag aggravated when somebody is like really, irritated and. That comes across with how they're speaking to you. Maybe they're shorter about things. Maybe they're their tone is changing and it feels almost as if they're like, talking down to you.

These are things that you want to avoid. Even if this is somebody that. You're like, I'm gonna fire this person cuz they suck. You should still be very civil about that and maintain your emotional control at all times. At all times. When it comes to giving feedback to people, it's totally fine to be emotional and show emotion within your business when you're excited and.

It's hard to do it whenever you're frustrated. You gotta almost push that deep down inside you and don't show your employees that you're scared, frustrated, unsure, like you've got to really present yourself as someone that's a competent leader that they can follow and should follow. I. But also somebody that's compassionate towards other people and cares about other people because the truth is the culture that you develop really has to do with what you're doing on a daily basis.

So the feedback you're giving people as part of the culture, is this a culture where people can be open and honest and people are trying to help each other out? Or is this a culture where one guy's the hammer and everybody else's a nail? And if you pop up too high, you do something a little different, he's gonna hammer you back in place.

That's not the culture you're really gonna want. And we look at what retains employees. Your culture is one of the top three things of why they're gonna stick around company culture. I. If your culture is great, they're gonna stick around. They're gonna wanna work in that environment. It's fun, it's enjoyable.

I feel like they are in a work environment that's very sustainable. If it's a toxic work environment, they don't know what's going on. They're, you're always mad at them cause they feel like they're not doing a good job. Like they're just gonna leave. They're gonna move on and you're gonna have somebody else that comes in and then the same thing is gonna happen.

So you gotta really work on building this culture of being able to give feedback, being able to be direct without being an asshole, being able to. Be an active listener and care about other people's opinions without necessarily changing. Every time somebody thinks something needs to be slightly different, cuz that's impossible as well.

So when I look at the back to this sort of main I guess question of task management or task delegation versus micromanagement. Task allegation to me comes down to being very clear with expectations and consistent with follow up without necessarily trying to step in and change things that somebody's doing.

Step in and modify things to how you want them done. Because if you have to do that means you're not actually giving them clear expectations from the get-go and the time in which you can give them feedback. There's structured times, like I said, like these quarterly check-ins, but also there's times.

What we call like after action reviews where we can get feedback about how things went. For instance, let's say we do our first workshop with a new employee and they teach one with us. You know what we can do is we can have them teach part of it, and then after the workshop is over, we can sit down and we can say, Hey, let's do an after action review.

Let's see. What could have gone better? What went well? What are things we want to improve next time? It could be me, that person, it could be the two of us together, how we work together, if we're gonna be teaching more of these at the same time, but get a really positive idea of what went well and what would we improve.

And I like to grade myself. We do this with basically every live event, every workshop, every marketing launch. Anything that we change, it's Hey, how did we do zero to 10? A seven. Okay. What could, what would've brought us up to a nine? We could have done this, and this different next time.

All right, awesome. Now we've learned from that. Now we're gonna implement on that the next time that we do things. So getting clear feedback at different times, whether it's post thing that you're trying to work on with that person, event that you're teaching, content that they're putting together. First evaluation, first 10 evaluations of new patients that they're seeing, getting feedback from.

Patience even is a great idea. Something as simple as a net promoter score. So a zero to 10, how likely would you be to refer somebody? Refer us to a friend or family member. If somebody's a nine or a 10, that person's crushing it. If somebody's a seven or an eight, they're doing a mediocre job.

If anybody's below below a seven, then. Then we need to, there's a lot that we need to do. I would want to follow up with those people and say, Hey, what could we have done better? We're trying to improve and obviously we let you down cuz we didn't get a nine or a 10, which is what we shoot for.

So if you could please gimme a little more detail on what we could do better, so we could improve and like asking for feedback and continually iterating and improving on those things with the people that you're working with. Not necessarily just telling them all the things they did wrong, but the things that we can do better and then work on improving that with guardrails around that.

Because people get busy and they forget stuff. So this is why I like things like Monday or Asana or even like within your crm, having reminders of things that can go off. Because if you're just working off of a to-do list on paper, which I totally use by the way, I use that for my day-to-day stuff.

I just like it. I can write stuff down. I know certain things have to get done, but we also use project management software for bigger things. Like when we put an event on, like we have an event in San Antonio that's literally this week. And if we try to do all of that off of Google sheets and pen and paper, impossible.

You, you can't run an efficient event for 200 business owners coming, into a town for a couple, for a few day event. Without significant organization and structure, and again, we have assignments of who's doing what and when they're supposed to have it done by, and everything is very clear and laid out so that now we know, okay, you're assigned this is where you're at, where are you?

Are you in progress on this? Are you working towards this? Are you stuck? Do you need help? These are all things that we can see, and then we can actually proactively work on some of these things so that we don't end up with somebody doing the wrong thing and then us having to step in and correct that, which would essentially be micromanagement.

So I think micromanagement gets taken away with better organization and structure for your employees. Unless, and the last caveat to this is, unless you've put the wrong person in the wrong job, and this is something that. Does happen. We take people that are non detail-oriented people naturally, and then we put them into detail-oriented positions.

We take people that are very detail-oriented people and we put them into forward-facing positions where we're asking them to be creative and to fulfill on more of a sales and marketing role. You've gotta think about that person's personality as well, and see if you are asking them to do the right tasks.

Like what's their superpower, what's their kryptonite? And you may not know that right away when you hire somebody, but let's say you're hiring somebody for an administrative position, there's one of two things that I see. You either have a very detail oriented person that's maybe not so good as far as management of inbound calls goes, or front end sales or, just sales and marketing in general.

Or you hire somebody that's great with sales and marketing and they're terrible with detail oriented things. They're not very good at keeping track of things. They're actually not very good at running the office, but they're good at managing inbound, outbound, calls for the business, which could look good as more of a sales role.

But usually in these clinics, like you can't afford to have two different people. So what do you do? For most people, what they do is they find somebody that's more detail oriented, somebody that's gonna be a really great fulfiller, stay on task, very organized, gonna make sure everything is running smoothly, and then they offset that person with typically the founder.

Still taking, a lot of the inbound calls or maybe that person doesn't handle a lot of those. And then they tee up the docks to have 15 minute, 20 minute conversations with people that are interested in coming in and they can handle more of the actual selling of that, and they triage that out to somebody else.

You have to work around some people's weaknesses. They can be a really good asset to the company. But you just have to make sure that you're setting them up for success by a, making sure they understand what they're doing, when they're doing it, how they're doing it, and that they have feedback on it.

And you're not coming in and swooping in and changing things on them. Cuz then they just, they feel inadequate. It's not a good place to be. You have to help build them up. If you realize, oh, this is a real flaw of theirs, then you have to make a decision, all right, do we bolster this or do we try to improve this?

And some people like, this is how it was with our. Our office manager for years, like she was with us, she's still at the practice that we sold, but for six years she was with us. She's not the best as far as front end sales is concerned, but she's great with running an office. She's she doesn't do as well with inbound, sales inquiries of people that want to come in.

But what she's really good is having that initial conversation and then moving people over to the docs in the practice to have more detailed conversation about what's going on and really tee them up for success. So the percentage of people that are inbound inquiries is. To patients is actually quite high, even though she's not the one, maybe closing people unless they're just like, very hot leads, right?

Where they've been referred and and they wanna get on the schedule right away and they know everything about the practice, then cool, she manages that. But when it comes to actually like following up with people and calling people to come in, let a couple days before their visit so they know what's going on and make sure that they have a reminder of what they're doing in office stuff with people and talking to them and curating relationships.

Amazing with all that stuff. Really great. And then there's certain things that we see that just need to be bolstered better, whether it be through technology or through other systems that help. But if you put the wrong person in the wrong seat and you take somebody that has a great skillset for one thing and you're asking them to do something different.

Here's what's gonna happen. Number one, they're gonna struggle, but two, they're gonna realize they're not so good at it. It's gonna be draining for them, and they're gonna wanna move on. So when we look at this, there's a lot of layers to it. And this is why something like leadership, something like management style, it's so challenging because there's many different ways to do it.

And you're also dealing, it's like you're playing chess, but. Way harder. Cuz somebody could come in and move pieces or like they could just create a whole new piece or something. The rules change because people are they're just so different.

They're not robots and they bring their external messes into your business as well. They like if they're having problems at home. Let's say I don't know, let's say they have a family member that's sick. We had a, we had an employee that something like this happened with, and we just noticed all of a sudden, man his demeanor was different, was acting different.

And and we're like, man, what's going on? And we realized that there was, there were some health problems that were happening with their family, right? And. They were acting different. We noticed it because of it. Like performance was dropping a little bit, consistency was dropping a little bit, instead of us.

Dropping the hammer on this person. We were like, yo, what's going on, man? Here's what we just noticed. It feels like something's different, like something you wanna talk about or something else going on. And they let us know. And like just being perceptive enough and aware enough to have those conversations is really important too.

And that has nothing to do with setting up. Systems around it, that's just literally just being paying attention to another human being. But having the time and mental bandwidth to focus on that helps your business quite a bit. So this, it's a very difficult sort of moving target to, to hit.

And everybody's also gonna have slightly different styles. But what I can tell you is if you can organize your business in a way where people know what they're doing, they know what they're getting graded on, and what the score, like how to score runs and what the rules are, they're gonna be way better at actually.

Playing that game, playing your game Number one, look yourself in the mirror. Look at your systems. Look at the structure you have. Are they being set up for success? Do they clearly know what's going on? Ask them like, do you feel like this is clear about what we want you to do and how to do it?

And when you need to do it by? Cool. Feedback on an ongoing basis, at least quarterly, especially for new employees in a structured manner where you're listening to them about what they want to, what they want to, IM improve what they feel like they're doing good at, what they feel like they, they're not doing good at.

And then you being able to help facilitate what you think they're doing and then have structures in place to help them improve as an employee with feedback. And also now we've talked about it, right? So let's say we have somebody that's not writing these blog posts the right way. We give them all this training and feedback and structure, and then we say, okay Like at our review, this is what it looks like is what needs to improve.

Cool. We're on the same page. The problem still persists. We check in again. And then what you have to come to the conclusion of is now that you've set everything up in place, there's one or two things that you have to decide on. Is this task that they're not doing well important enough that you need someone else in that seat that's gonna do it?

And if so, then you might need to let them go and bring somebody else in. I Is this task even pertinent to the overall work that they should be doing? Now let's go back to this content example, cuz you could actually make a strong statement that they shouldn't even be doing that shit. And maybe they should, but maybe they shouldn't.

Maybe you should have. All the content that you're producing for the company, and you should just let them focus solely on being an amazing clinician, cuz maybe that's the best thing for your business. You can make a very strong case that's what they should be doing. Focus on delivering the best customer experience you possibly can, the best healthcare experiences versus ever had in their life.

And get them the best outcomes as fast as you possibly can. And that's the best thing that they could possibly do for the business. Be an amazing clinician and stick to that. You could definitely make a strong statement for that. And if you remove these things and you let them focus on that, then someone else has to fulfill on these.

So maybe they're getting the wrong tasks, maybe they're getting too much on their plate. This is where we get the feedback from our employees, whenever we listen to them, they may feel overwhelmed. They may feel like you're getting pulled in a lot of different directions, and they can't do that like you can because that's not how their brain works.

They have to be very detailed, focused on one thing. So again, now we throw a whole nother thing into the mix, another layer of what you should or shouldn't be doing. Because if you feel like you have a really good person and they're not fulfilling, then maybe you're asking them to do too much or too many things that are fragmented and they're not aligned enough.

So this is one other thing to think about as far as that's concerned, because from what I've seen, micromanagement of people comes down to the lack of organization of systems and or people being in the wrong seat, doing the wrong things, and then they feel very energy drained doing it. And they're not.

They're not well suited for it. So you can reorganize tasks around them and if not, then you may have hired the wrong person. And in that case, you need to let 'em go and you need to find somebody that's a better fit for that role. So I hope this helps. Obviously it's a huge topic, it's something we could talk about for a long time.

Definitely an inter interesting sort of dynamic of the two. Definitely wanna micromanage people. You wanna be a great leader of people as much as you can, and that actually comes down to. Having a highly organized business, it supports people and lets them function in, areas where they're uniquely suited to succeed.

The challenge sometimes is finding those people, understanding what their superpowers are, getting them aligned in those things. Supporting them, helping them develop and mentor and giving them a really amazing company culture to work as part of that's really the challenge and that's the something that the owner, the business owner, the person listening to this, you know, this, the entrepreneur, your role goes from, it has to go from fulfilling a ton to basically, Curation of an amazing place for your people to work and finding the best talent and maintain the best talent you possibly can.

That's what's gonna really grow your company in a service-based business like this. So as always, guys, I appreciate you listening. Hopefully this one helps and we will catch you next week.

Hey, Pete, entrepreneurs. We have big, exciting news, a new program that we just came out with That is our PT Biz part-time to full-time, five day challenge. Over the course of five days, we get you crystal clear on exactly how much money you need to replace by getting you. Ultra clear on how much you're actually spending.

We get you crystal clear on the number of people you're getting to see, and the average visit rate you're going to need to have in order to replace your income to be able to go full-time. We go through three different strategies that you can take to go from part-time to full-time, and you can pick the one that's the best for you based on your current situation.

Then we share with you the sales and marketing systems that we use within our mastermind that you need to have as well. If you wanna go full-time in your own practice. And then finally we help you create a one. Page business plan. That's right. Not these 15 day business plans. You wanna take the Small business Association, a one day business plan that's gonna help you get very clear on exactly what you need to do and when you're gonna do it to take action.

If you're interested and sign up for this challenges, totally free. Head to physical therapy biz.com/challenge. Get signed up there. Please enjoy. We put a lot of energy into this. It's totally free. It's something I think is gonna help you tremendously, as long as you're willing to do the work. If you're doing the work and you're getting.

Information put down and getting yourself ready to take action in a very organized way, you will have success, which is what we want. So head to physical therapy biz.com/challenge and get signed up today. Hey, real quick before you go, I just wanna say thank you so much for listening to this 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 Yves Gege every single week, and we share resources that we don't share anywhere else outside of 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.