This guest is a special one: Alison Taylor — the Co-Founder and Co-CEO of Jane.
Before Jane, Ali was right there with you — managing her clinic, leading a team, scrubbing clinic floors, and juggling it all while starting a family. This episode dives into those messy early days, hard-earned lessons, and the traits Ali believes make a truly successful practitioner.
What You’ll Learn
- Ali’s story from clinic owner to CEO of Jane
- The role of technology in healthcare
- The traits that Ali thinks make up a successful practitioner
- How clinic culture and intentional leadership shape a thriving practice
Guest Bio
Alison Taylor is the co-founder and co-CEO of Jane, which publishes Front Desk magazine and Radio Front Desk. With a background as a multidisciplinary clinic owner, she has worked alongside her co-founder to create an EMR for health and wellness business owners that’s genuinely helpful. Jane has quickly grown into a trusted, user-friendly platform, offering solutions that make clinic life easier.
Alison’s dedication to supporting small businesses and improving patient care shines through in her leadership style, which emphasizes collaboration, community, and steady improvement — all with a personal touch.
Resources mentioned
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Radio Front Desk is Brought to You by Jane
We like to make sure that when we tell you more about Jane, it’s super helpful. Here’s one we think you might like:
One thing Ali reminded us of is just how important it is to create a smooth, confident experience for your patients — starting before they even walk through the door. Jane’s online booking makes scheduling easier for both you and your patients or clients. With real-time availability, flexible scheduling options, and automated reminders, managing appointments feels effortless. Plus, you can customize the look and feel of your booking site to match your brand, creating a polished, professional presence online — no coding required.
Disclaimer: This podcast is for informational purposes only and should not be considered as professional medical, legal, or financial advice.
The views and opinions expressed in this podcast are those of the guests and do not necessarily reflect the official policy or position of the podcast host or its affiliates.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
like when I was working the front desk, it used
to drive me absolutely up thewall.
When someone would come out andI'd say, when, when does you
know so-and-so practitioner, Iwant to see you again.
And they'd be like, oh, I don'tknow.
Like I don't know if I'msupposed to come back, I don't
know if they want to see meagain.
And one of my pet peeves isalways just like, oh, just if
you think you need it.
(00:20):
And I'm like that person doesnot know the answer to that
question.
They want you to say here'swhen you should come back and
here's when you don't need toLike what does, if you think you
need it, even mean, and so Iwould have to go back.
I'd knock on the door.
I'd be like when do you want tosee this person again?
Because part of feeling caredfor when someone's an expert is
knowing what.
What am I supposed to be doinghere?
(00:41):
What are the next steps?
What am I supposed to be doinghere?
What?
Speaker 2 (00:43):
are the next steps.
Welcome back to Radio FrontDesk by Jane App.
I'm your host, denzel Ford.
Today's guest is a special one,allison Taylor, the co-founder
and co-CEO of Jane.
Before creating a go-tosoftware for over 200,000
practitioners, allie was in thethick of it herself.
She was running her clinic,managing a multidisciplinary
(01:07):
team, scrubbing floors betweenappointments, and doing it all
while starting a family.
Like so many of you, she wastrying to build something better
, not just for her patients, butfor her team and her own peace
of mind.
When the right tools didn'texist, she decided to build them
herself.
That's where Jane began, in themessy behind-the-scenes moments
(01:31):
of real clinic life.
In this episode we're goingback to those early days the
scrappy lessons, turning pointsand the qualities Ali believes
make a successful practitioner.
Let's get into it, ali.
Welcome to Radio Front Desk.
It's such a joy to have youhere with us.
(01:51):
I would love to kick things offwith some rapid fire, fun
warm-up questions to get to knowyou better.
So here we go.
Speaker 1 (02:00):
Is a hot dog, a sandwich?
Oh my gosh.
I actually think about this allthe time.
I am going to say no, becauseif someone says, do you want a
sandwich, no part of me isthinking like.
So I think, contextually, wordsor communication is just like
what the hearer hears, and whensomeone says, do you want a
sandwich, they're not saying,they're not thinking a hot dog
(02:22):
is part of that list.
Speaker 2 (02:27):
So I'm going to say that because of the functional
use of the word sandwich.
They're not saying they're notthinking a hot dog is part of
that list.
So I'm going to say thatbecause of the functional use of
the word sandwich, the answeris no.
This is a question I ask a lotof people not everybody, but a
lot of people in a job interview.
Speaker 1 (02:38):
If you were an animal , what animal would you be and
why?
Oh, I have a very thoughtthrough answer for this.
I actually call myself likesometimes I'll say I'm head
jogging like a head jog.
And it's like sometimes I'llsay I'm head jogging like a head
jog, and it's because sometimesI feel like I can put off like
this spiky exterior, but it'sjust to protect a soft
underbelly.
And so, especially when I'mstressed, I can get, I can head
jog, which means that I like Iget, kind of I go inside.
It's like rolling yourself up,but also I'm like I don't see
(02:59):
myself as big and scary sothat's why I chug a cold plunge
or hot sauna neither.
Okay.
First of all, slightlyridiculous.
I think I have a temperatureregulation problem, and so both
extremes are bad for me.
But I would do a steam roomover either okay, because I need
(03:20):
the like room with the.
Speaker 2 (03:23):
What do they put in?
Speaker 1 (03:24):
it e Eucalyptus, but yeah, neither.
And the whole like longevityextreme lifestyle thing is just
it feels like a lot.
It feels like a lot yeah.
Speaker 2 (03:34):
All right, this one, I feel, is hard, but I'm going
to go with it anyway.
If you could trade places withsomebody, who would it be?
Speaker 1 (03:42):
I actually would say my daughter, and it's because
I'm a little bit fascinated bythe way that the teenage
generation right now isexperiencing the world
differently than it wasexperienced when I was in high
school, because the way theyview technology and the way that
(04:07):
they interact as peers andsocial media like growing up in
this world.
Speaker 2 (04:09):
I'd love to know what that feels like from inside a
brain.
Yeah yeah, they also have somuch access to information that
I didn't have All right.
Thanks for playing our littlegame with me.
Let's dive into the heart ofthe conversation.
So you're the co-founder andco-CEO of Jane an amazing
accomplishment.
But what many might not realizeis that you were also a clinic
owner for many years before Janeexisted.
Can you take us back to thatchapter in your life?
(04:31):
What was it like owning aclinic?
Speaker 1 (04:34):
So my parents were both physiotherapists.
So I grew up in the clinicworld doing my homework on
treadmills and filing andputting the color-coded stickers
on the charts and all all thatwas very fun and helping out
with reception work.
And then I thought I was goingto be a physio for a little bit
until I realized that I thattype of schooling was not a
(04:57):
great fit for me and I ended upsucceeding in English and so
then I was like, okay, I'm, I'mgoing to become a high school
English teacher.
And then, as I was going toschool, my dad's clinic, their
manager, was quitting verysuddenly in the summer and he
was like, please, can you justtake this over, just for the
summer, just do me a favor.
And I'm like, okay, okay, fine,I'll just do it for the summer.
So I went in and I learned theway that this, the clinic, was
(05:20):
being managed, was just verylike nothing had ever evolved
over time with technology.
So I was like you know what wecould probably like update some
of this?
So I took a job that was beingdone five days a week and I
turned it into a three day aweek job.
I was like I can do this whileI finish my degree.
So I was at school, so Icontinued to run the practice,
finished my degree and then Iwas just really enjoying running
(05:40):
the practice and I ended upbrokering a second location to
expand into.
And then I was having childrenat the same time.
When I graduated from university, I was pregnant with my
daughter, avery, and then mymidwives needed a place to work,
and so this is where I was like, well, I know how to run a
clinic and I could just open apractice where you could work.
(06:02):
And I had some physios thatneeded space, that had gone off
on mat leaves and wanted to comeback into a slower style.
One of the things that wasn'thappening at the time was this
multidisciplinary type ofpractice.
I didn't know anything aboutthat, and so I tried to find
people that had some experiencein that and meet up with them
and say, hey, how does that workfor you?
And look for space and try tobuild out a business model, and
(06:23):
then just decided to go for it,and then I ran that for 10 years
until I just transitioned outof that a couple of years ago.
And I will say for thelisteners, running a small
business was always morestressful and more difficult
than running a tech company.
So I have like deep empathy forthe experience and for how
tricky it can be to the marginsare tight and the work is lonely
(06:47):
.
Speaker 2 (06:47):
It can be lonely yeah , yeah, you mentioned
multidisciplinary practicesearlier.
I'm curious what exactly youmean by that and why it's such a
valuable business model.
Speaker 1 (06:58):
Yeah, well, I didn't even seem like an option, like
it wasn't an optional decision Imade at the time.
It was a necessary one, andthat was partially because, well
, I was already starting withmidwives and physios, but I also
knew that I couldn't have allof one.
It's a large space.
You can't have all of a singletype of discipline working there
, and then I also was hopingthat I would have
(07:19):
cross-pollination across thedisciplines.
So obviously, if you have allphysios or all chiros or all
massage therapists, one patientis only going to be able to see
one person or they're not goingto be coming back multiple times
in a month.
The interesting thing is, Ithink people who tend to attend
healthcare practitioners, likethey tend to go to lots of them,
like there's a type of personthat does preventative care or
(07:39):
that seeks this type ofhealthcare, and so generally
it's just it's there's like asymbiotic relationship that can
happen by having lots ofdifferent practitioners in the
same space.
And we saw that even with themidwives working out of the
space.
Then we had like lactationconsultants that we were
interested in, a lot of pelvicphysio and, and actually now the
midwives took over thatpractice and it's fully turned
(08:01):
into kind of a women's healthpractice in a really lovely way.
They have nurse practitionersand doulas and it's really like
magical how that all can worktogether so well.
Speaker 2 (08:11):
Do you think that's common, that when somebody goes
into a multidisciplinarybusiness that it's sort of like
a need or do you think thatthere's other reasons?
Speaker 1 (08:23):
you would do it.
So in my experience, people,their networks, are in their own
discipline.
So when they think I have aroom or I have a space I want to
rent out or I want to someoneto join and expand in my
practice, that that's who theyknow.
And not only do they know thepeople personally, but they also
understand that style oftherapy.
So when I was putting in someextra practitioners, there were
(08:47):
some types of therapists I'dnever worked with before and one
of my favorite things was I'dgo for coffee.
I'd be like tell me everything,like how did you even know about
this type?
Like one in particular standsout I had coffee with an
osteopath and I had never beento an osteo and I didn't really
know what an osteopath did.
And I'm like tell me yourorigin story, how did you even
(09:08):
discover this and why was thissomething you were interested in
?
How did you get into it?
And then I'd say and how is itdifferent?
How is it different from theseother types of disciplines that
maybe have some sort of overlapin the way that they think about
the body or think about healing?
And it was just so fascinatingto actually realize you can
learn this stuff.
And then I would have to saywhen you want to find a job,
(09:30):
where do you go, where does yourdiscipline go, to learn about
employment?
It's hard to know even where togo when you're looking for
different types of practitioners.
So you have to really expandand learn.
So there's a lot of reasons whypeople don't go in this
direction Like you have to learn, you have to do, you have to
broaden your understanding ofall the different types of
(09:52):
practitioners and sometimes thedifferent disciplines.
They're protective of theirscope of care, and so it can
take a little bit of kind ofrelaxing your understanding of
patient choice and how differenttypes of practitioners can
serve different people indifferent ways and then finding
people who are part of thatdiscipline but in a way that
aligns with the way that youpractice, so that everyone in
(10:13):
the practice is working together.
If you're treating the samepatient, you'd all be working
together, kind of in a teamapproach.
Speaker 2 (10:23):
How do you like facilitate that within the
clinic?
As a clinic owner, you did this.
Do you have to like educate thepractitioners and have
expectations that they refer toone another?
Speaker 1 (10:32):
or how does that work ?
As an owner, you get to makethe call on who you think fits
with your style.
So, I say clinics all have likea soul and I grew up in one
practice and brokered thepurchase of a second and
actually opening my own practice.
I was really, really unsure ofwhat the soul would be Like.
How do we create the vibe of apractice?
(10:53):
And the practices that I grewup in and that I was managing
were very like community basedphysiotherapy clinics that had
an open gym space, there was alot of talking, a lot of people
that would come in, like we usedto have people who were doing
knee rehabs, like after kneereplacements, and three patients
started booking in all at thesame time and then they would do
a circuit together and theywould cheer each other on and
you know it was like it was sosocial.
(11:15):
But the practice I opened wasmuch more individual treatment
rooms, closed off, kind of spavibe.
And it's not that they'rebetter or worse, it's just that
they're different.
And I also had to decide howfar did I go as far as the
different approaches to healthcare.
So I guess typically likeconsidered Western or Eastern,
and where do I want to draw myown line for what type of
(11:36):
practitioner I'll put into thepractice?
And that's because I'mprotecting the brand and the
vibe and I want to createsomething very intentionally.
It's like you have to haveintention or it'll just get away
from you.
You'll build something youdon't mean to build, and then
now you can see that also.
It just kind of happensnaturally in between the teams,
so they'll start chatting in thebreak room like wherever, and
(11:57):
then they'll find people thatwork in their style and start
referring patients back andforth, and so, as a clinic owner
, you put the people in thatprotects what you're trying to
create as a brand, and theninternally, your team will
naturally align more or lesswith certain people and then
they'll start working together,and that can just happen very
organically.
Speaker 3 (12:18):
Hey there, christina, here Just a quick moment to
share that this episode isbrought to you by Jane.
We know how much heart you putinto building a practice you're
proud of, and that's why we'rehere to make things like
scheduling, charting andpayments run a little smoother.
If you'd like to take a peekhead to janeapp forward, slash
pricing, because we love a goodbonus don't forget to use the
code radiofrontdesk for aone-month grace period.
(12:39):
Okay, I'll keep it short andsweet.
Back to the episode.
Speaker 2 (12:44):
Yeah, let's talk about that group of people.
So the practitioners.
What makes a good practitioner?
Speaker 1 (12:53):
A great practitioner.
So there's sort of like apersonality side to being a good
practitioner and sometimes Iwould interview people right out
of school and I'd be like Iknow that you're going to be
great, you're going to beengaging with patients, you're
going to build relationship andpeople are going to want to come
back to see you.
And the confidence does rollinto that.
So why?
Why is a confident practitionera better practitioner?
(13:13):
And part of it is just theirability to make people feel
cared for and to have an opinionon care and then to get people
to come back.
So a lot of times people thinkthat you need to be good at
advertising and when you launcha practice, you do have to let
people know.
People need to know you existand you need to get your initial
customer base, your patientbase.
(13:35):
But really every small businessand any service business, most
of your business, will come fromword of mouth, referrals and
repeat business, and whatcreates that environment is a
delightful and effective service.
So it means that when they comein, they're enjoying the
experience of coming in, even ifit's when they're in pain or
not doing well, and that you areactually helping them get
(13:55):
better, and I find that one ofthe places that I've noticed
practitioners the lack ofconfidence can affect, that is,
practitioners who don't knowthat they're the experts.
Like the patient coming in isnot the expert, you are the
expert.
And when someone comes in, theywant to be cared for and in
this, I think in this world inparticular, we don't get cared
(14:17):
for a lot and most of us areactually doing a lot of caring
for other people and so, nomatter what discipline you are,
when someone comes in, you arecreating a space where you get
someone can feel cared for, andI think that's really a magical
place to start Like.
When I was working the frontdesk, it used to drive me
absolutely up the wall whensomeone would come out and I
(14:38):
would say when, when does youknow so-and-so practitioner, I
want to see you again?
And they'd be like oh, I don'tknow.
Like I don't know if I'msupposed to come back, I don't
know if they want to see meagain, and one of my pet peeves
is always just like oh, just ifyou think you need it, and I'm
like that person does not knowthe answer to that question.
They want you to say here'swhen you should come back and
(15:00):
here's when you don't need toLike what does, if you think you
need it, even mean?
And so I would have to go back.
I'd knock on the door.
I'd be like when do you want tosee this person again?
Because part of feeling caredfor when someone's an expert is
knowing what.
What am I supposed to be doinghere?
What are the next steps?
And so there's a couple ofreasons I see people not having
confidence in that.
One is health care providersoften feel like I'm going into
(15:24):
this because I want to helppeople, and sometimes there's a
bit of a rub against thefinancial side of that.
I'm like well, I don't want totell them to come back.
If they can't afford to comeback, and I'm like they can make
that decision.
You just need to tell them thisis what's going to be the best,
or give them multiple optionslike here's what I think would
be the best possible outcome,but here's if you want to do
some more of that at homeinstead.
(15:44):
But people want.
People want to be cared for.
And then the second thing thatcreated really incredible
practitioners was always whenthey were really excited and
learning, and so it didn'tmatter what they were learning
like, they'd be out on a courselearning about whatever
technique it was, and I know alot of people.
You have to do learning in yourcareer.
A lot of professions require itin order to keep your
(16:07):
certification and qualifications.
But a lot of people just checkthe box on that, like they just
do whatever the fastest thing isthat they can do.
And I know it's hard like it'shard to find time to do
intentional learning, but thepractitioners that were really
passionate about it would bringit into their treatment in a way
that was so enthusiastic thatthe patients and clients become
enthusiastic too and they reallydo feel like this person is
(16:29):
continuing to learn and grow andthey're becoming more of an
expert and I'm going to reallybenefit from that.
And so the ones that are fullybooked weeks and weeks in
advance, they're ones that areconfident that they can help.
They set a plan for people.
They're not unclear on whatthat looks like and then they
also continue to learn and bringthat into their practice.
(16:49):
What about?
Speaker 2 (16:50):
some of the practical nuts and bolts underneath
building those relationships,like time management, I know
it's.
Speaker 1 (16:57):
It's tricky I especially for newer
practitioners.
It's hard because it's it'stricky I especially with your
newer practitioners.
It's hard because it's reallybalancing, like, your own life
with your career and yourprofession.
But the practitioners that werewilling to fit people in at the
end of the day when they werein pain, or meet that, meet
people where they were, werealways ones that and I don't
(17:17):
know if it's chicken or egg likemaybe it's because those are
the people that were morecapable at seeing the human side
that would have the compassionto fit people in at the end of
the day.
Who knows, who knows whatcreated that environment.
And then I would also talk aboutschedule management with our
new practitioners, where, if youespecially if you have the type
of service where people need tocome multiple times a week and
(17:38):
they need to spread that out,make sure that your schedule
accommodates that, having someevenings and weekend spots so
that it's not just during thework day, like when you're newer
, you sometimes need to workthose times that are more
convenient for people becausethat's where you're going to
build up your case load.
And once you have this verystrong following, you can be a
little bit more prescriptivebecause people will alter their
(17:59):
life to come see you, but when?
When you don't?
You have to alter your life sothat people can conveniently fit
themselves in.
So there is a schedulingcomponent to it, for sure.
Speaker 2 (18:12):
What can the practitioners learn from front
desk staff?
Speaker 1 (18:15):
So admin staff typically know why someone is
not rebooking, and oftenactually your admin staff.
They want your is not rebooking, and often actually your admin
staff.
They want your patients tosucceed too.
So they will prioritize puttingpeople with the people that
they think are going to providethe best experience.
So I'm always like, oh, youbefriend your admin, like you
need them to like you if youwant to fill up.
I had a massage therapist onceat my practice that was not
(18:38):
rebooking, it just could notbuild his caseload, but all the
other massage therapists werefull and he'd worked other
places before.
And I went up to my admin staffand I'm like, hey, what's going
on?
Like why do people not return?
Like why don't they book backin?
And they told me they were likeyou know what?
He tells a story that makesthem uncomfortable.
(18:58):
And they didn't know what thestory was, but they knew
something somehow.
I don't know how they knew this, but they can glean.
Like they don't book in.
This is why and I was like weird.
So I was like I wonder ifanyone's ever told him that.
I was like I'm gonna go andtell him.
So I went in and I said youknow, it seems like you're
having trouble getting people torebook.
(19:19):
And I was talking to the frontdesk and they said that they've
heard that maybe it's becauseyou tell a story that maybe
makes people uncomfortable.
And he thought for a minute andhe's like, oh my gosh, I know
what it is.
And so he told me the story andhe told me how he thought how
it would be perceived and thenhe realized the flip side and
how it's probably beingperceived.
In a way he didn't realize theflip side and how it's probably
being perceived.
(19:39):
In a way he didn't realize andthen I was like, yeah, I think
that's probably it.
And he stopped telling thatstory and he started getting
rebookings.
And I was just like you.
I could have just said you know, it's not working out, you're
not succeeding, and he couldhave ended up going off and
working somewhere else andcontinuing to tell that story
and never succeeding.
And I just feel like sometimesit's true.
Your admin staff know.
Speaker 2 (20:04):
How important is it really for practitioners to show
up well online?
Speaker 1 (20:08):
So I did obviously support for all of Jane's
accounts.
For many, many, many years Iwas the only support person and
there was a practice and therewas two practitioners in the
practice and I got this featurerequest like we really need to
be able to reorder wherepractitioners are if they're
first or second on the onlinebooking.
(20:28):
And I was like weird, okay,okay, like let's look into this.
And it turns out that thisperson it was like an older
clinic owner whose photo wasjust like really terrible.
It just did not lookprofessional, kind of looked
like almost mean in the photo.
And then they'd hired anassociate and the associate was
smiling, had a beautifully litphoto, and so her feature
(20:53):
request was like we need tochange the order of these,
because it's because she's firston the list that she's getting
all the people and I'm notgetting anyone.
And I was like, oh, okay, Imean we could change the order
of these, but that's not goingto fix why people are choosing
her over you when new patientsare booking in, and so 100% the
way that you show up online isgoing to affect the way people
(21:17):
book.
And then I think one of themistakes that people sometimes
make too is being too inclusivein like I treat 8000 different
things and I always thinkthere's this store.
I drive by when I drive my sonto school every morning and it's
like.
It's like we make the bestpizza, hot pot and tacos in the
world and I'm like pretty sureyou can't make the best pizza,
(21:37):
hot pot and tacos.
I'm like the fact that you'resaying all of those makes me
believe that you're not good atany of them.
And so there's something to besaid for recognizing that less
can be more, and decide on anarea you're interested in, and
then I think it goes to thatwhole you can continue to
educate yourself in that realm.
You can be really excited aboutit.
Speaker 2 (21:57):
Yeah, so back to where we were at the beginning.
You are now in the world oftechnology.
I wonder what you think therole of technology is in helping
build that patient practitioner?
Speaker 1 (22:09):
relationship.
I mean, I think you know that,like Jane, the original version
of Jane was for my clinic.
So I opened Canopy in February.
It actually opened, and Jonahwas born in June.
My midwives needed he wassideways and they needed him to
turn, and so they're like youhave to spend time on your hands
and knees like to turn the babyand I just opened, just opened
(22:29):
the practice.
I was like, don't worry, I'mlike literally cleaning the
bathroom floors.
So I'm like on my hands andknees.
I'm like this is perfect, likeI'm doing my homework, which I
don't do with a practical use ofcleaning the bathroom floors in
the clinic.
So it was, it was a busy time,um, but I also knew that for me
as a mom and working, likeworking, I'm like the only time
(22:50):
I have to do this sort of work,like setting appointments or
thinking about my own healthcare or anything, is in the
evening, and if you're doingonline research and you're
phoning people, you're leavingmessages, you're not actually
like accomplishing what you needto accomplish.
So Jane was invented for thisreason was that there was no
online booking or electronicdocumentation that would work
(23:10):
for my practice, and so Trevor,who's now co-founder of Jane, he
was doing the website andbranding of the practice and we
were talking about buildingsomething beautiful and I was
also needing this function of Ineed someone to get to that
beautiful website and then Ineed them to book an appointment
so that these practitionersthat I'm convincing to join this
clinic will end up havingactual patients.
(23:31):
And so I was showing him allthe options.
They were all terrible.
So he was like, let's justbuild it into your website.
So we built the online bookingand electronic documentation,
which electronic documentationalso was to solve a problem that
I couldn't afford papercharting.
I needed eight treatment roomsthat had income generating space
.
Like paper records take up ahuge amount of space and then
same with.
Even when I was thinking back tomanaging the practice, taking
(23:53):
it from, I just took things thatwere done manually and put them
in excel and the number ofhuman hours of work that that
can save.
So I think technology it canboth help you with your patient
care, but also, obviously, yourthe administration of a practice
can be extremely morestreamlined if you're open to
using technology, and I thinkthat's only going to get more
(24:14):
and more powerful now astechnology continues to evolve
and we find ways to adopt itinto our practices.
So I think I mean, obviously Ilove technology since I got into
this world, but I think it's anunderutilized skill because
often practitioners are nothugely into technology because
they're they're hands-on humanhelpers and so the direction
(24:37):
that they've gone is justdifferent.
Usually it's very much more onthat manual side of things.
So it takes some, it takes abit of a stretch to go into like
really being thoughtful abouthow technology can help.
Speaker 2 (24:47):
What would you say to kind of encourage or inspire
people who are still in thatworld of hands-on paper or some
version of light technology, tokind of move and adopt
technology?
Speaker 1 (25:00):
Unknown is the scariest thing.
So when you don't knowsomething, it's always scarier
than when you do.
I would say just getting overthe hurdle of not knowing is
actually the hardest part aboutadoption technology and finding
the time to think.
If I take some time to do thisdifferently, even though I might
know how to do it and it seemsfast to me, you have to get
(25:22):
through the transition processand then life will it's.
It can be so much easier and somuch more efficient.
Speaker 2 (25:30):
As we wrap up here, is there any distilled down
lesson from everything we'vetalked about today that you
think could inspire clinic?
Speaker 1 (25:39):
owners or practitioners.
I mean it's nice for me to havethe opportunity to maybe speak
to the front desk audiencebecause I just want to say thank
you, like I think that it'ssuch a privilege for us at Jane
to be part of the work that allthese practices are doing out in
the world and maybe trying tofind a delightful way to bring
that technology or bring thathelp, and so I like that.
(26:01):
When you join Jane you get asoftware but you also get like
cheerleaders, like people whoare really here trying to make
your work life better, like ourmission is help the helpers and
they're doing that real work,caring for their communities,
like making people's livesbetter, and we just get to be
maybe hopefully a small likeamplifier of making that work
easier or more efficient or moreenjoyable the stuff that people
(26:22):
don't like to do.
So I always feel when peoplethank us, I'm like thank you,
why are you thanking us?
You're the one doing the actualamazing work out there building
these practices, supportingyour communities.
I really feel like it's an honorto get to be part of that,
especially as someone who's nota health care provider myself.
So I'm proud of you all.
That's well.
(26:42):
That's what I want to say I'mproud of you.
It's hard work and it can feelvery stressful at times and very
lonely and like kind of likeyou're doing something the
business side of something thatisn't super familiar or
comfortable, and you're alldoing a good job thanks for
tuning in to radio front desk.
Speaker 2 (27:00):
If you found this episode helpful, it would mean
so much to me if you gave it arating and leave a review
letting me know what you think.
And if you're a fan, you cansubscribe to Radio Front Desk on
Apple Music, Spotify andwherever you get your podcasts.
like when I was working the front desk, it used
to drive me absolutely up thewall.
When someone would come out andI'd say, when, when does you
know so-and-so practitioner, Iwant to see you again.
And they'd be like, oh, I don'tknow.
Like I don't know if I'msupposed to come back, I don't
know if they want to see meagain.
And one of my pet peeves isalways just like, oh, just if
you think you need it.
(00:20):
And I'm like that person doesnot know the answer to that
question.
They want you to say here'swhen you should come back and
here's when you don't need toLike what does, if you think you
need it, even mean, and so Iwould have to go back.
I'd knock on the door.
I'd be like when do you want tosee this person again?
Because part of feeling caredfor when someone's an expert is
knowing what.
What am I supposed to be doinghere?
(00:41):
What are the next steps?
What am I supposed to be doinghere?
What?
Speaker 2 (00:43):
are the next steps.
Welcome back to Radio FrontDesk by Jane App.
I'm your host, denzel Ford.
Today's guest is a special one,allison Taylor, the co-founder
and co-CEO of Jane.
Before creating a go-tosoftware for over 200,000
practitioners, allie was in thethick of it herself.
She was running her clinic,managing a multidisciplinary
(01:07):
team, scrubbing floors betweenappointments, and doing it all
while starting a family.
Like so many of you, she wastrying to build something better
, not just for her patients, butfor her team and her own peace
of mind.
When the right tools didn'texist, she decided to build them
herself.
That's where Jane began, in themessy behind-the-scenes moments
(01:31):
of real clinic life.
In this episode we're goingback to those early days the
scrappy lessons, turning pointsand the qualities Ali believes
make a successful practitioner.
Let's get into it, ali.
Welcome to Radio Front Desk.
It's such a joy to have youhere with us.
(01:51):
I would love to kick things offwith some rapid fire, fun
warm-up questions to get to knowyou better.
So here we go.
Speaker 1 (02:00):
Is a hot dog, a sandwich?
Oh my gosh.
I actually think about this allthe time.
I am going to say no, becauseif someone says, do you want a
sandwich, no part of me isthinking like.
So I think, contextually, wordsor communication is just like
what the hearer hears, and whensomeone says, do you want a
sandwich, they're not saying,they're not thinking a hot dog
(02:22):
is part of that list.
Speaker 2 (02:27):
So I'm going to say that because of the functional
use of the word sandwich.
They're not saying they're notthinking a hot dog is part of
that list.
So I'm going to say thatbecause of the functional use of
the word sandwich, the answeris no.
This is a question I ask a lotof people not everybody, but a
lot of people in a job interview.
Speaker 1 (02:38):
If you were an animal , what animal would you be and
why?
Oh, I have a very thoughtthrough answer for this.
I actually call myself likesometimes I'll say I'm head
jogging like a head jog.
And it's like sometimes I'llsay I'm head jogging like a head
jog, and it's because sometimesI feel like I can put off like
this spiky exterior, but it'sjust to protect a soft
underbelly.
And so, especially when I'mstressed, I can get, I can head
jog, which means that I like Iget, kind of I go inside.
It's like rolling yourself up,but also I'm like I don't see
(02:59):
myself as big and scary sothat's why I chug a cold plunge
or hot sauna neither.
Okay.
First of all, slightlyridiculous.
I think I have a temperatureregulation problem, and so both
extremes are bad for me.
But I would do a steam roomover either okay, because I need
(03:20):
the like room with the.
Speaker 2 (03:23):
What do they put in?
Speaker 1 (03:24):
it e Eucalyptus, but yeah, neither.
And the whole like longevityextreme lifestyle thing is just
it feels like a lot.
It feels like a lot yeah.
Speaker 2 (03:34):
All right, this one, I feel, is hard, but I'm going
to go with it anyway.
If you could trade places withsomebody, who would it be?
Speaker 1 (03:42):
I actually would say my daughter, and it's because
I'm a little bit fascinated bythe way that the teenage
generation right now isexperiencing the world
differently than it wasexperienced when I was in high
school, because the way theyview technology and the way that
(04:07):
they interact as peers andsocial media like growing up in
this world.
Speaker 2 (04:09):
I'd love to know what that feels like from inside a
brain.
Yeah yeah, they also have somuch access to information that
I didn't have All right.
Thanks for playing our littlegame with me.
Let's dive into the heart ofthe conversation.
So you're the co-founder andco-CEO of Jane an amazing
accomplishment.
But what many might not realizeis that you were also a clinic
owner for many years before Janeexisted.
Can you take us back to thatchapter in your life?
(04:31):
What was it like owning aclinic?
Speaker 1 (04:34):
So my parents were both physiotherapists.
So I grew up in the clinicworld doing my homework on
treadmills and filing andputting the color-coded stickers
on the charts and all all thatwas very fun and helping out
with reception work.
And then I thought I was goingto be a physio for a little bit
until I realized that I thattype of schooling was not a
(04:57):
great fit for me and I ended upsucceeding in English and so
then I was like, okay, I'm, I'mgoing to become a high school
English teacher.
And then, as I was going toschool, my dad's clinic, their
manager, was quitting verysuddenly in the summer and he
was like, please, can you justtake this over, just for the
summer, just do me a favor.
And I'm like, okay, okay, fine,I'll just do it for the summer.
So I went in and I learned theway that this, the clinic, was
(05:20):
being managed, was just verylike nothing had ever evolved
over time with technology.
So I was like you know what wecould probably like update some
of this?
So I took a job that was beingdone five days a week and I
turned it into a three day aweek job.
I was like I can do this whileI finish my degree.
So I was at school, so Icontinued to run the practice,
finished my degree and then Iwas just really enjoying running
(05:40):
the practice and I ended upbrokering a second location to
expand into.
And then I was having childrenat the same time.
When I graduated from university, I was pregnant with my
daughter, avery, and then mymidwives needed a place to work,
and so this is where I was like, well, I know how to run a
clinic and I could just open apractice where you could work.
(06:02):
And I had some physios thatneeded space, that had gone off
on mat leaves and wanted to comeback into a slower style.
One of the things that wasn'thappening at the time was this
multidisciplinary type ofpractice.
I didn't know anything aboutthat, and so I tried to find
people that had some experiencein that and meet up with them
and say, hey, how does that workfor you?
And look for space and try tobuild out a business model, and
(06:23):
then just decided to go for it,and then I ran that for 10 years
until I just transitioned outof that a couple of years ago.
And I will say for thelisteners, running a small
business was always morestressful and more difficult
than running a tech company.
So I have like deep empathy forthe experience and for how
tricky it can be to the marginsare tight and the work is lonely
(06:47):
.
Speaker 2 (06:47):
It can be lonely yeah , yeah, you mentioned
multidisciplinary practicesearlier.
I'm curious what exactly youmean by that and why it's such a
valuable business model.
Speaker 1 (06:58):
Yeah, well, I didn't even seem like an option, like
it wasn't an optional decision Imade at the time.
It was a necessary one, andthat was partially because, well
, I was already starting withmidwives and physios, but I also
knew that I couldn't have allof one.
It's a large space.
You can't have all of a singletype of discipline working there
, and then I also was hopingthat I would have
(07:19):
cross-pollination across thedisciplines.
So obviously, if you have allphysios or all chiros or all
massage therapists, one patientis only going to be able to see
one person or they're not goingto be coming back multiple times
in a month.
The interesting thing is, Ithink people who tend to attend
healthcare practitioners, likethey tend to go to lots of them,
like there's a type of personthat does preventative care or
(07:39):
that seeks this type ofhealthcare, and so generally
it's just it's there's like asymbiotic relationship that can
happen by having lots ofdifferent practitioners in the
same space.
And we saw that even with themidwives working out of the
space.
Then we had like lactationconsultants that we were
interested in, a lot of pelvicphysio and, and actually now the
midwives took over thatpractice and it's fully turned
(08:01):
into kind of a women's healthpractice in a really lovely way.
They have nurse practitionersand doulas and it's really like
magical how that all can worktogether so well.
Speaker 2 (08:11):
Do you think that's common, that when somebody goes
into a multidisciplinarybusiness that it's sort of like
a need or do you think thatthere's other reasons?
Speaker 1 (08:23):
you would do it.
So in my experience, people,their networks, are in their own
discipline.
So when they think I have aroom or I have a space I want to
rent out or I want to someoneto join and expand in my
practice, that that's who theyknow.
And not only do they know thepeople personally, but they also
understand that style oftherapy.
So when I was putting in someextra practitioners, there were
(08:47):
some types of therapists I'dnever worked with before and one
of my favorite things was I'dgo for coffee.
I'd be like tell me everything,like how did you even know about
this type?
Like one in particular standsout I had coffee with an
osteopath and I had never beento an osteo and I didn't really
know what an osteopath did.
And I'm like tell me yourorigin story, how did you even
(09:08):
discover this and why was thissomething you were interested in
?
How did you get into it?
And then I'd say and how is itdifferent?
How is it different from theseother types of disciplines that
maybe have some sort of overlapin the way that they think about
the body or think about healing?
And it was just so fascinatingto actually realize you can
learn this stuff.
And then I would have to saywhen you want to find a job,
(09:30):
where do you go, where does yourdiscipline go, to learn about
employment?
It's hard to know even where togo when you're looking for
different types of practitioners.
So you have to really expandand learn.
So there's a lot of reasons whypeople don't go in this
direction Like you have to learn, you have to do, you have to
broaden your understanding ofall the different types of
(09:52):
practitioners and sometimes thedifferent disciplines.
They're protective of theirscope of care, and so it can
take a little bit of kind ofrelaxing your understanding of
patient choice and how differenttypes of practitioners can
serve different people indifferent ways and then finding
people who are part of thatdiscipline but in a way that
aligns with the way that youpractice, so that everyone in
(10:13):
the practice is working together.
If you're treating the samepatient, you'd all be working
together, kind of in a teamapproach.
Speaker 2 (10:23):
How do you like facilitate that within the
clinic?
As a clinic owner, you did this.
Do you have to like educate thepractitioners and have
expectations that they refer toone another?
Speaker 1 (10:32):
or how does that work ?
As an owner, you get to makethe call on who you think fits
with your style.
So, I say clinics all have likea soul and I grew up in one
practice and brokered thepurchase of a second and
actually opening my own practice.
I was really, really unsure ofwhat the soul would be Like.
How do we create the vibe of apractice?
(10:53):
And the practices that I grewup in and that I was managing
were very like community basedphysiotherapy clinics that had
an open gym space, there was alot of talking, a lot of people
that would come in, like we usedto have people who were doing
knee rehabs, like after kneereplacements, and three patients
started booking in all at thesame time and then they would do
a circuit together and theywould cheer each other on and
you know it was like it was sosocial.
(11:15):
But the practice I opened wasmuch more individual treatment
rooms, closed off, kind of spavibe.
And it's not that they'rebetter or worse, it's just that
they're different.
And I also had to decide howfar did I go as far as the
different approaches to healthcare.
So I guess typically likeconsidered Western or Eastern,
and where do I want to draw myown line for what type of
(11:36):
practitioner I'll put into thepractice?
And that's because I'mprotecting the brand and the
vibe and I want to createsomething very intentionally.
It's like you have to haveintention or it'll just get away
from you.
You'll build something youdon't mean to build, and then
now you can see that also.
It just kind of happensnaturally in between the teams,
so they'll start chatting in thebreak room like wherever, and
(11:57):
then they'll find people thatwork in their style and start
referring patients back andforth, and so, as a clinic owner
, you put the people in thatprotects what you're trying to
create as a brand, and theninternally, your team will
naturally align more or lesswith certain people and then
they'll start working together,and that can just happen very
organically.
Speaker 3 (12:18):
Hey there, christina, here Just a quick moment to
share that this episode isbrought to you by Jane.
We know how much heart you putinto building a practice you're
proud of, and that's why we'rehere to make things like
scheduling, charting andpayments run a little smoother.
If you'd like to take a peekhead to janeapp forward, slash
pricing, because we love a goodbonus don't forget to use the
code radiofrontdesk for aone-month grace period.
(12:39):
Okay, I'll keep it short andsweet.
Back to the episode.
Speaker 2 (12:44):
Yeah, let's talk about that group of people.
So the practitioners.
What makes a good practitioner?
Speaker 1 (12:53):
A great practitioner.
So there's sort of like apersonality side to being a good
practitioner and sometimes Iwould interview people right out
of school and I'd be like Iknow that you're going to be
great, you're going to beengaging with patients, you're
going to build relationship andpeople are going to want to come
back to see you.
And the confidence does rollinto that.
So why?
Why is a confident practitionera better practitioner?
(13:13):
And part of it is just theirability to make people feel
cared for and to have an opinionon care and then to get people
to come back.
So a lot of times people thinkthat you need to be good at
advertising and when you launcha practice, you do have to let
people know.
People need to know you existand you need to get your initial
customer base, your patientbase.
(13:35):
But really every small businessand any service business, most
of your business, will come fromword of mouth, referrals and
repeat business, and whatcreates that environment is a
delightful and effective service.
So it means that when they comein, they're enjoying the
experience of coming in, even ifit's when they're in pain or
not doing well, and that you areactually helping them get
(13:55):
better, and I find that one ofthe places that I've noticed
practitioners the lack ofconfidence can affect, that is,
practitioners who don't knowthat they're the experts.
Like the patient coming in isnot the expert, you are the
expert.
And when someone comes in, theywant to be cared for and in
this, I think in this world inparticular, we don't get cared
(14:17):
for a lot and most of us areactually doing a lot of caring
for other people and so, nomatter what discipline you are,
when someone comes in, you arecreating a space where you get
someone can feel cared for, andI think that's really a magical
place to start Like.
When I was working the frontdesk, it used to drive me
absolutely up the wall whensomeone would come out and I
(14:38):
would say when, when does youknow so-and-so practitioner, I
want to see you again?
And they'd be like oh, I don'tknow.
Like I don't know if I'msupposed to come back, I don't
know if they want to see meagain, and one of my pet peeves
is always just like oh, just ifyou think you need it, and I'm
like that person does not knowthe answer to that question.
They want you to say here'swhen you should come back and
(15:00):
here's when you don't need toLike what does, if you think you
need it, even mean?
And so I would have to go back.
I'd knock on the door.
I'd be like when do you want tosee this person again?
Because part of feeling caredfor when someone's an expert is
knowing what.
What am I supposed to be doinghere?
What are the next steps?
And so there's a couple ofreasons I see people not having
confidence in that.
One is health care providersoften feel like I'm going into
(15:24):
this because I want to helppeople, and sometimes there's a
bit of a rub against thefinancial side of that.
I'm like well, I don't want totell them to come back.
If they can't afford to comeback, and I'm like they can make
that decision.
You just need to tell them thisis what's going to be the best,
or give them multiple optionslike here's what I think would
be the best possible outcome,but here's if you want to do
some more of that at homeinstead.
(15:44):
But people want.
People want to be cared for.
And then the second thing thatcreated really incredible
practitioners was always whenthey were really excited and
learning, and so it didn'tmatter what they were learning
like, they'd be out on a courselearning about whatever
technique it was, and I know alot of people.
You have to do learning in yourcareer.
A lot of professions require itin order to keep your
(16:07):
certification and qualifications.
But a lot of people just checkthe box on that, like they just
do whatever the fastest thing isthat they can do.
And I know it's hard like it'shard to find time to do
intentional learning, but thepractitioners that were really
passionate about it would bringit into their treatment in a way
that was so enthusiastic thatthe patients and clients become
enthusiastic too and they reallydo feel like this person is
(16:29):
continuing to learn and grow andthey're becoming more of an
expert and I'm going to reallybenefit from that.
And so the ones that are fullybooked weeks and weeks in
advance, they're ones that areconfident that they can help.
They set a plan for people.
They're not unclear on whatthat looks like and then they
also continue to learn and bringthat into their practice.
(16:49):
What about?
Speaker 2 (16:50):
some of the practical nuts and bolts underneath
building those relationships,like time management, I know
it's.
Speaker 1 (16:57):
It's tricky I especially for newer
practitioners.
It's hard because it's it'stricky I especially with your
newer practitioners.
It's hard because it's reallybalancing, like, your own life
with your career and yourprofession.
But the practitioners that werewilling to fit people in at the
end of the day when they werein pain, or meet that, meet
people where they were, werealways ones that and I don't
(17:17):
know if it's chicken or egg likemaybe it's because those are
the people that were morecapable at seeing the human side
that would have the compassionto fit people in at the end of
the day.
Who knows, who knows whatcreated that environment.
And then I would also talk aboutschedule management with our
new practitioners, where, if youespecially if you have the type
of service where people need tocome multiple times a week and
(17:38):
they need to spread that out,make sure that your schedule
accommodates that, having someevenings and weekend spots so
that it's not just during thework day, like when you're newer
, you sometimes need to workthose times that are more
convenient for people becausethat's where you're going to
build up your case load.
And once you have this verystrong following, you can be a
little bit more prescriptivebecause people will alter their
(17:59):
life to come see you, but when?
When you don't?
You have to alter your life sothat people can conveniently fit
themselves in.
So there is a schedulingcomponent to it, for sure.
Speaker 2 (18:12):
What can the practitioners learn from front
desk staff?
Speaker 1 (18:15):
So admin staff typically know why someone is
not rebooking, and oftenactually your admin staff.
They want your is not rebooking, and often actually your admin
staff.
They want your patients tosucceed too.
So they will prioritize puttingpeople with the people that
they think are going to providethe best experience.
So I'm always like, oh, youbefriend your admin, like you
need them to like you if youwant to fill up.
I had a massage therapist onceat my practice that was not
(18:38):
rebooking, it just could notbuild his caseload, but all the
other massage therapists werefull and he'd worked other
places before.
And I went up to my admin staffand I'm like, hey, what's going
on?
Like why do people not return?
Like why don't they book backin?
And they told me they were likeyou know what?
He tells a story that makesthem uncomfortable.
(18:58):
And they didn't know what thestory was, but they knew
something somehow.
I don't know how they knew this, but they can glean.
Like they don't book in.
This is why and I was like weird.
So I was like I wonder ifanyone's ever told him that.
I was like I'm gonna go andtell him.
So I went in and I said youknow, it seems like you're
having trouble getting people torebook.
(19:19):
And I was talking to the frontdesk and they said that they've
heard that maybe it's becauseyou tell a story that maybe
makes people uncomfortable.
And he thought for a minute andhe's like, oh my gosh, I know
what it is.
And so he told me the story andhe told me how he thought how
it would be perceived and thenhe realized the flip side and
how it's probably beingperceived.
In a way he didn't realize theflip side and how it's probably
being perceived.
(19:39):
In a way he didn't realize andthen I was like, yeah, I think
that's probably it.
And he stopped telling thatstory and he started getting
rebookings.
And I was just like you.
I could have just said you know, it's not working out, you're
not succeeding, and he couldhave ended up going off and
working somewhere else andcontinuing to tell that story
and never succeeding.
And I just feel like sometimesit's true.
Your admin staff know.
Speaker 2 (20:04):
How important is it really for practitioners to show
up well online?
Speaker 1 (20:08):
So I did obviously support for all of Jane's
accounts.
For many, many, many years Iwas the only support person and
there was a practice and therewas two practitioners in the
practice and I got this featurerequest like we really need to
be able to reorder wherepractitioners are if they're
first or second on the onlinebooking.
(20:28):
And I was like weird, okay,okay, like let's look into this.
And it turns out that thisperson it was like an older
clinic owner whose photo wasjust like really terrible.
It just did not lookprofessional, kind of looked
like almost mean in the photo.
And then they'd hired anassociate and the associate was
smiling, had a beautifully litphoto, and so her feature
(20:53):
request was like we need tochange the order of these,
because it's because she's firston the list that she's getting
all the people and I'm notgetting anyone.
And I was like, oh, okay, Imean we could change the order
of these, but that's not goingto fix why people are choosing
her over you when new patientsare booking in, and so 100% the
way that you show up online isgoing to affect the way people
(21:17):
book.
And then I think one of themistakes that people sometimes
make too is being too inclusivein like I treat 8000 different
things and I always thinkthere's this store.
I drive by when I drive my sonto school every morning and it's
like.
It's like we make the bestpizza, hot pot and tacos in the
world and I'm like pretty sureyou can't make the best pizza,
(21:37):
hot pot and tacos.
I'm like the fact that you'resaying all of those makes me
believe that you're not good atany of them.
And so there's something to besaid for recognizing that less
can be more, and decide on anarea you're interested in, and
then I think it goes to thatwhole you can continue to
educate yourself in that realm.
You can be really excited aboutit.
Speaker 2 (21:57):
Yeah, so back to where we were at the beginning.
You are now in the world oftechnology.
I wonder what you think therole of technology is in helping
build that patient practitioner?
Speaker 1 (22:09):
relationship.
I mean, I think you know that,like Jane, the original version
of Jane was for my clinic.
So I opened Canopy in February.
It actually opened, and Jonahwas born in June.
My midwives needed he wassideways and they needed him to
turn, and so they're like youhave to spend time on your hands
and knees like to turn the babyand I just opened, just opened
(22:29):
the practice.
I was like, don't worry, I'mlike literally cleaning the
bathroom floors.
So I'm like on my hands andknees.
I'm like this is perfect, likeI'm doing my homework, which I
don't do with a practical use ofcleaning the bathroom floors in
the clinic.
So it was, it was a busy time,um, but I also knew that for me
as a mom and working, likeworking, I'm like the only time
(22:50):
I have to do this sort of work,like setting appointments or
thinking about my own healthcare or anything, is in the
evening, and if you're doingonline research and you're
phoning people, you're leavingmessages, you're not actually
like accomplishing what you needto accomplish.
So Jane was invented for thisreason was that there was no
online booking or electronicdocumentation that would work
(23:10):
for my practice, and so Trevor,who's now co-founder of Jane, he
was doing the website andbranding of the practice and we
were talking about buildingsomething beautiful and I was
also needing this function of Ineed someone to get to that
beautiful website and then Ineed them to book an appointment
so that these practitionersthat I'm convincing to join this
clinic will end up havingactual patients.
(23:31):
And so I was showing him allthe options.
They were all terrible.
So he was like, let's justbuild it into your website.
So we built the online bookingand electronic documentation,
which electronic documentationalso was to solve a problem that
I couldn't afford papercharting.
I needed eight treatment roomsthat had income generating space
.
Like paper records take up ahuge amount of space and then
same with.
Even when I was thinking back tomanaging the practice, taking
(23:53):
it from, I just took things thatwere done manually and put them
in excel and the number ofhuman hours of work that that
can save.
So I think technology it canboth help you with your patient
care, but also, obviously, yourthe administration of a practice
can be extremely morestreamlined if you're open to
using technology, and I thinkthat's only going to get more
(24:14):
and more powerful now astechnology continues to evolve
and we find ways to adopt itinto our practices.
So I think I mean, obviously Ilove technology since I got into
this world, but I think it's anunderutilized skill because
often practitioners are nothugely into technology because
they're they're hands-on humanhelpers and so the direction
(24:37):
that they've gone is justdifferent.
Usually it's very much more onthat manual side of things.
So it takes some, it takes abit of a stretch to go into like
really being thoughtful abouthow technology can help.
Speaker 2 (24:47):
What would you say to kind of encourage or inspire
people who are still in thatworld of hands-on paper or some
version of light technology, tokind of move and adopt
technology?
Speaker 1 (25:00):
Unknown is the scariest thing.
So when you don't knowsomething, it's always scarier
than when you do.
I would say just getting overthe hurdle of not knowing is
actually the hardest part aboutadoption technology and finding
the time to think.
If I take some time to do thisdifferently, even though I might
know how to do it and it seemsfast to me, you have to get
(25:22):
through the transition processand then life will it's.
It can be so much easier and somuch more efficient.
Speaker 2 (25:30):
As we wrap up here, is there any distilled down
lesson from everything we'vetalked about today that you
think could inspire clinic?
Speaker 1 (25:39):
owners or practitioners.
I mean it's nice for me to havethe opportunity to maybe speak
to the front desk audiencebecause I just want to say thank
you, like I think that it'ssuch a privilege for us at Jane
to be part of the work that allthese practices are doing out in
the world and maybe trying tofind a delightful way to bring
that technology or bring thathelp, and so I like that.
(26:01):
When you join Jane you get asoftware but you also get like
cheerleaders, like people whoare really here trying to make
your work life better, like ourmission is help the helpers and
they're doing that real work,caring for their communities,
like making people's livesbetter, and we just get to be
maybe hopefully a small likeamplifier of making that work
easier or more efficient or moreenjoyable the stuff that people
(26:22):
don't like to do.
So I always feel when peoplethank us, I'm like thank you,
why are you thanking us?
You're the one doing the actualamazing work out there building
these practices, supportingyour communities.
I really feel like it's an honorto get to be part of that,
especially as someone who's nota health care provider myself.
So I'm proud of you all.
That's well.
(26:42):
That's what I want to say I'mproud of you.
It's hard work and it can feelvery stressful at times and very
lonely and like kind of likeyou're doing something the
business side of something thatisn't super familiar or
comfortable, and you're alldoing a good job thanks for
tuning in to radio front desk.
Speaker 2 (27:00):
If you found this episode helpful, it would mean
so much to me if you gave it arating and leave a review
letting me know what you think.
And if you're a fan, you cansubscribe to Radio Front Desk on
Apple Music, Spotify andwherever you get your podcasts.
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