August 4, 2025 • 24 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
Ever feel like there’s just not enough time to do everything—build your business, care for your family, and actually have a life?
I get it. As a physician, entrepreneur, wife, and mom of four, I used to think I had to choose between success and sanity. But not anymore. In this episode, I’m sharing exactly how I run five companies in just 20 hours a week—without burning out, sacrificing family time, or losing sleep.
I’ll walk you through the five core strategies I use to protect my time and maximize impact. These are the same strategies I teach inside the EntreMD Business School, and they’ve helped countless doctors reclaim 5, 10—even 20 hours a week.
Tune in and discover how you can take back your time, scale smarter, and build a business and life you love!
P.S. Ready to build your million-dollar physician business? Download your FREE worksheet today: https://entremd.com/worksheet/Â
—
Key Takeaways:Â
- 00:00 IntroÂ
- 03:18 Clarity and focus
- 06:22 Operating in your zone of geniusÂ
- 13:20 Ruthless time managementÂ
- 15:40 Prioritizing team buildingÂ
- 18:30 System buildingÂ
- 22:11 Your worksheetÂ
- 23:20 OutroÂ
—
Additional Resources:
- Learn more about my 12-month program.
- Interested in 1-on-1 coaching? Apply here.
- Grab a copy of the "The EntreMD Method" book.
When you are ready to work with us, here are three ways:
- EntreMD Business School Accelerator - If you are looking to make a 180 turnaround in your business in 90 days, this is the program for you.
- EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!
- EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.
To get on a call with my team to determine your next best step, go here ...
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
I am ruthless when it comes to how I spend my time.
If I can spend most of my timedoing my zone of genius things,
a little time doing the otherstuff, then guess what will
happen.
I get more done by doing less.
Speaker 2 (00:14):
Hi docs, Welcome to the EntreMD podcast, where it's
all about helping amazingphysicians just like you embrace
entrepreneurship so you canhave the freedom to live life
and practice medicine on yourterms.
I'm your host, Dr Una.
Speaker 1 (00:33):
One of the questions I get asked all the time is Dr
Una, where do you find the timeto do all the things you do?
Okay, and today I am going toshow you how I run five
companies on 20 hours a week.
Okay, all right, now let's putall of this in perspective.
So, first of all, I am a wife.
(00:54):
I've been married for 19 years.
At this point, I have fourchildren.
They are 17, 15, 11, and 10 atthe time of this recording.
All four of them arehomeschooled.
So I have that going on and Irun five companies.
One of the companies is myprivate practice.
Second company is Entrez MD,the company that is hosting this
podcast YouTube channel.
(01:14):
I have a marketing firm.
The marketing firm is a firmthat serves.
It serves about six of ourcompanies, like between me and
my husband and I, and so it's aninternal company, if you will.
We haven't used it for externalthings much.
I have Practice Pilot.
Practice Pilot is a financialSaaS product for private
(01:35):
practice owners which we usewhere you can track everything,
like your revenues, theproductivity of your team, where
you are compared to your goals,all of those things Like.
It's fantastic.
It's called Practice Pilot.
And then my fifth company is anonprofit and from there, I do
mentorship for thousands ofpeople every single day.
It's a lot of fun.
(01:55):
It has this own YouTube channeland all of those things.
So five companies, okay, youknow, and I do this and I have a
life, I have a life, I havetime for myself, I have time to
think, I have time to go onfamily vacations.
I have.
I'm not stressed out.
I love what I do, I love thepeople I have the privilege of
serving and I keep looking forhow to do more.
Okay, so I want to share withyou the things that I do and I
(02:19):
want to give this disclaimerMaybe, maybe that's what I'll
call it this is not aboutperfection.
I probably don't do any ofthese things perfectly, but I do
it enough for it to work.
And as you listen into this, Idon't want you to feel like this
is something that you must do.
I just want you to take one,two, three great ideas and
(02:40):
implement it in your ownbusiness and your own life.
So at the end of this episode,after you implement these things
, you would have bought backmaybe five hours a week, two
hours a week, 10 hours a week,20 hours a week, depending on
how you can use this, okay, soin the Entree into Business
School, the way we put it is wesay we observe, we don't judge
right.
And so I want you to observethis and kind of take what works
(03:02):
for you at this stage, thisphase of your business and your
life, and just go make it better.
You see what I'm saying Justmake it better.
Okay, so there are five thingsthat I do.
I took some time to think aboutthis and I'm going to give you
the five things.
The first thing that I do thatmakes this possible is I am very
(03:24):
clear on what my goals are andI'm very clear on the pathway I
need to be on to get there.
The more clarity you have withthis.
The reason why this is soimportant is that it eliminates
waste.
When shiny objects come yourway, it's very easy to say no,
because you're like this doesn'tline up with my goal and this
(03:46):
doesn't line up with my path.
So I'm going to pass Right, andthat is something that I've
been really good at, becausewhat makes it possible for me to
do that is a high level offocus, high, high, high level of
focus.
Okay, so, for instance, for myprivate practice, I'm very clear
on the goals.
I'm very clear on how muchrevenue I want us to bring in.
(04:06):
I'm very clear what I want ouronline reputation to look like.
I'm very clear on what I wantthe team to look like.
I'm very clear and for our topobjectives for the year, I'm
very clear on how we get there.
Very clear.
I want you know becauseremember I said, this is not
perfect.
I need to understand this.
It means that I have theclearest vision of the practice,
(04:27):
where we're going to be at theend of the year, and I have the
clearest vision of the pathwayto get us there at the time.
So, of course, week to week,month to month, we're looking
like what's working, what's notworking, what do we remove, what
do we do more of.
And so I'm not saying it waslike, oh, we figured it out and
we're done.
We're still working it, but Ihave the clear version that I'm
(04:48):
working with right now.
It's very important weunderstand that, because
sometimes people tell me, oh, Idon't have any clarity, and
these are people running anestablished business.
I'm like chances are that's notnecessarily true Like you have
some clarity, but you want toget clear, right.
But because we think, oh, Idon't have any clarity, then
we're not able to capture withany kind of precision what it is
(05:09):
we're trying to do.
For me, I capture it, I'm veryclear.
So I'm clear for my privatepractice.
I'm clear for a marketingcompany.
I'm clear for practice pilot.
I'm clear for entrepreneur MD.
I'm clear for all of thesethings.
And so, because of that, Idon't wake up wondering what are
we going to do?
How are we going to get there?
All of these things?
I don't wonder about thosethings.
If there's a shiny object thatpresents itself, I look, I'm
(05:30):
like this doesn't line up withanything I'm trying to do or
anything I want to choose whichone is going to be right, like I
have to choose which one isgoing to be, and I start working
the path.
So because of that, I do a lotless things.
(05:51):
I do a lot less things.
I'm not fuzzy, I'm notdistracted by what other people
are doing.
I can literally look at it andgo like, wow, that is so nice,
I'm happy for them, and I keepit moving.
It never occurs to me, oh,should I add this to my business
?
Except it's something that's inline with where I'm trying to
go, but if it's not, it's not.
And I'm just like, wow, amazingfor you.
And so what that does is thatit eliminates so many time
(06:14):
wasters, so many time wasters.
So I'm very clear this is thegoal, this is the pathway that
will get me to the goal.
That's number one, number two,wow, now number two I'm so
grateful I get to do, and thatis, I operate in my zone of
genius.
I operate in my zone of genius.
(06:34):
It's such a gift that I'm ableto do that, but I know what it
is and I operate in it.
Now I'm going to give you someexamples.
But what makes this very, veryimportant is that it puts me in
a position where I am able toget a whole lot more done by
(06:56):
doing a lot less right, like awhole lot done, the amount of
stuff I can get done in half aday.
I promise you will take somepeople weeks to a month to do it
, but it's because of where Isit, okay, so let me tell you.
Let me tell you what that is.
And zone of genius I startedlearning this a long time ago.
I think the first person Ilearned it from was Brian Tracy,
and then, after that, I learnedit from Michael Hyatt.
(07:18):
You know this whole concept ofthe zone of genius, but I'll
tell you what mine is currentlyokay, because it's been evolving
.
It's not entirely different,but it's been evolving, okay.
So the first one is engineeringcoaching systems, right, and so
I could be a coach and I couldbe very good at coaching, or I
(07:41):
could be someone who engineers,builds coaching systems.
So I'm building literallysystems of transformation, right
?
So the Entree Indie BusinessSchool, for instance, is not
quite a coaching program.
You know what I mean.
It's not just that, becausethere's so many other things
that happen, right.
We're like okay, how do webuild the coaching piece?
(08:02):
How do we build the curriculumpiece?
How do we build activities thatwill drive implementation?
How do we build other systemsof accountability?
How do we build the communitythat will be the environment
that is required for the doctorsto thrive?
It's a whole engineeringproject, right, and so that
(08:23):
ability to create containersthat will make people experience
radical transformation, that'sthe zone of genius for me.
Now, when you say zone of genius, it's not just something you
like to do, it is something thathas the potential to have the
biggest impact in your business.
Right and you're good at it andyou like it.
(08:47):
So it's a high value activityand you have competence there
and you like it.
So, for me, coaching systems, Icould do that all day, every
day, like all day, every day.
And what is the potentialimpact Now?
In the Entrepreneurial BusinessSchool, we have it started in
every day.
And what is the potentialimpact Now?
In the Entrepreneurial BusinessSchool, we have decided in June
of 2020, okay, june of 2020.
And there are people who'vebeen in it since June of 2020.
(09:08):
We have a very high renewalrates.
We have a very high rate ofpeople who've been there two
years, three years, four years,five years.
And the reason for that is thecoaching system right, like so,
between the accountability andthe community and the mentorship
calls and all of these things.
It's a place where they get thesupport they need and they're
getting wild results and, likeyou know what we do, more of
what works and less of whatdoesn't.
(09:29):
So if you aren't joining thebusiness school, it's working,
let's go right.
So it's very high value, right?
The next thing that is my zoneof genius is creating thing.
That is my zone of genius iscreating transformational
content, whether that is onsocial media, email, podcast,
youtube, all of that stuff.
Now, what is the value of that?
(09:49):
Well, my assignment is todisrupt the physician community
and rewrite the narrative.
Okay, the new norm forphysicians now being this place,
where we're free to practicemedicine on our terms, free to
live life on our terms, we havefinancial freedom, time freedom
and freedom to pursue purpose.
Like, we have the freedom to dothat.
And in order to do that, I'mgoing to need to have content
(10:15):
that can change the mindsets,the ideologies, the philosophies
, the way of acting, the way ofgetting results, the
possibilities for physicians,whether they work with me or not
, right?
And so I do that through thepodcast, I do that through a
YouTube channel, I do thatthrough social media, and it's
such a game changer.
Okay, so many stories I've heardover the years.
(10:37):
Actually, why don't we do this?
Take a screenshot of thispodcast episode and then post it
on your social media and justsay, hey, this is what this
podcast has made possible for me.
Okay, and whatever that is,just put your story there and
tag us hashtag EntreeMD.
I'll come amplify it, I'll comemake some noise, but I really
want my heart to know likeyou're listening to the podcast.
(10:59):
How is it making a differencein your life, in your business?
Right?
So it's very high value and itis one of the best employees in
my business, because when peoplelisten to the podcast, they're
like, oh my goodness, if I'mgetting all these wins from the
podcast, what will happen if Iactually work with Dr Una?
They come in, everythingchanges.
Okay, so it's very high valueand I'm good at it and I like it
(11:22):
, right, and so that's thesecond zone of genius.
I want you to think about thisalready.
If I build a coaching systemthat is able to create six,
seven or multiple seven-figureentrepreneurs and I create this
content, that's changing thelives of everybody who listens
to it.
And it's a nurturing tool,right, inviting people to come
into the Ontario Empty BusinessSchool.
Think about the results it'screating.
(11:44):
It's two activities.
It's two areas, okay, and thenthe third one.
The third one is collaboration.
Okay, and that has two parts toit.
In a way, it's collaboratingwith my team.
How am I creating resultsthrough my team?
I have, you know, great teamsacross all of these companies.
I don't work in any of them bymyself and I have people who do
(12:05):
phenomenal work or people whocan you know, like, for instance
, people who could invite me tobe a guest on a certain podcast
(12:25):
or open a door for me to speakat a conference, or they're like
, oh, I have a community of, youknow, 10,000 private practice
owners.
Would you come talk to them?
And things like that.
These are all people that I cancollaborate with right, and so
these three activities are veryhigh level.
I'm really good at them and Ilike doing them.
I love doing them most of themright and so I operate from
(12:48):
there.
I spend a lot of time there.
I spend most of my time workingon the things within my zone of
genius, and that leads to highlevel impact in less time, not
more time, because we're talkingthree things Now.
It's not only three activities,but it's three categories of
activities.
This is huge and you may not beable to find it right away, but
you want to start thinking whatis my zone of genius?
(13:10):
You ask the people around you,like, if somebody asked you what
your my zone of genius is, whatwould you say?
And it's worth exploring it,and it's okay if you can't
figure it out right away.
That's okay, worth exploring it, and it's okay if you can't
figure it out right away.
That's okay, okay.
The third thing is I am ruthlesswhen it comes to how I spend my
time.
I'm ruthless about how I spendmy time.
(13:30):
So let me explain what thatmeans.
It means a number of things.
It means that I spend most ofmy time doing my highest level
activities.
Okay, so my zone of geniusactivities.
I spend most of my time doingthat.
That's what that means.
It also means I'm clear on the80% activities.
Right?
These are the activities thatyou know other people can do.
Maybe they should be thrownaway altogether or they move the
(13:53):
needle very little.
I am ruthless about keepingthose things off my calendar.
Ruthless, ruthless, ruthlessabout keeping them off.
Because if I can spend most ofmy time doing my zone of genius
things, a little time doing theother stuff, then guess what
will happen?
I get more done by doing less.
Right?
So I'm very rootless.
And so when I get invitationsto do things that I'm not
(14:16):
supposed to do, my answer is no.
My answer is no.
You might be thinking well, drUna, like, I'm not at a place
where I can spend most of mytime operating in my zone of
genius, because I'm just notthere.
I don't have the team, I don'thave all of those things.
Remember what we said in thebeginning this is a progressive
thing, right?
And so I want you to think ofit in this way.
(14:37):
Could I spend one more hour onmy zone of genius?
Could I get this off my plateto a team member?
I already have, because what Ihave found in talking to
physicians is many physiciansare paying team members to do
things and the physicians arestill doing them.
Okay, so let me get this oneyou know this one thing off my
(14:58):
plate so that I can spend moretime.
It could be an hour, it couldbe two hours, it could be three
hours in this zone of geniusactivity.
Maybe for you.
I mean, the big win is you findwhat your zone of genius is
right, like, yeah, okay, somaybe that's even the thing.
But the way I like to thinkabout it is if I was a savvy
billion dollar investor, howwould I think about spending
(15:21):
money?
How would I think aboutinvesting money?
That's the same way I want tothink about investing my time,
because time is more valuablethan money, right, and if
someone can be diligent inmanaging money, I can be
diligent in managing my time.
Okay, I like to use the wordinvest better.
Okay, all right, so that'snumber three.
Okay, what are the things I do?
(15:43):
Number four I treat teambuilding as a top, top, top
priority.
Okay, so it's either number one, number two or number three,
but it's all the way up there,okay.
When I started off, teambuilding was like oh man, you
know, like building this team,you know, talking to people,
telling them what to do,coaching them to do it properly,
training them to do it properly, holding them accountable,
(16:04):
evaluating them.
I don't want to do, probably,holding them accountable,
evaluating them.
I don't want to do any of thosestuff.
So it was like this thing thatwas on the side, that was a
bother, that was optional, andall of that stuff.
Let me tell you something Itreat team building as
importantly as I treated salesin the earlier days of my
business.
When I say that, please don'tthink I mean I don't sell.
I sell all day, every day.
It doesn't know what I mean.
What I do mean is that it's atop, top, top level activity.
(16:29):
I prioritize it.
I spent, literally I was workingwith my office man, my practice
administrator for my privatepractice, and we had a one hour
training session and the entiresession was co-creating her
calendar, like troubleshootingher calendar, so we can discover
how she can spend most of hertime functioning on her highest
(16:51):
level activity.
So that means what do we needto delegate?
In order to delegate, what teammember do we need to train?
All of this stuff?
We worked on it for an hour andto me that was some of my most
important work, because, thinkabout it If she's not able to
use 80% of her time in her zoneof genius, what does that mean
for the company?
What does that mean for her,like her feeling about how she's
(17:14):
doing and what she's bringingto the table, and the level of
significance and all that?
Of course, the way you do onething is the way you do
everything, so of course, theripple effect is going to be
seen in her personal life, right?
So I spent a whole hour andthat's what we did just working
on that.
Right, I see team building,whether it's recruiting, whether
it's interviewing, whether it'sonboarding, doing their ongoing
trainings, the evaluations, allof those things high, high, top
(17:37):
level activity.
Why?
Because the more highlycompetent team members I have,
the more I'm able to get donewithout it being tied to my time
.
So I spend time.
I train my EA, I train mysalespeople, I train my office
manager, I train my contentproduction team.
I train everybody and I don'tsee it as a waste of time and I
(17:59):
don't see it as a bother and Idon't see it as an aside.
It is some of my most importantwork.
So because of that, I can thenhave little to do or a lot less
to do in the day to day, becauseI've trained so many people.
But it's work.
It's a whole lot of work, okay,okay, but it's fun, it's good
(18:20):
work.
The return on investment ishuge.
So the reason why that'simportant is because your team
will be a multiplier.
They will help you have moreimpact, more financial freedom,
more time freedom.
They're multipliers, okay.
And number five is just like it.
I treat system building as a toplevel activity Top, top, top,
top, top, right.
So again, I identify as anengineer.
I treat it that way because, mygoodness, okay.
(18:41):
So think about it this wayright Before there were many
trees, there was a tree, andthat tree let's use like a fruit
tree, okay.
So let's say an orange tree ora mango tree.
Now that tree had fruit, thathad seeds, and those seeds had
more trees in them, that hadmore fruits, that had more seeds
, and on and on and on.
(19:01):
And then you get this forestand get this thing that just
keeps going, and thousands ofyears later, there's still trees
making trees.
What if, every year, we had tobuild trees from scratch, like
you have to start from the verybeginning.
You see how much of a problemthat is.
Think about the amount ofeffort it would take.
And so I like to think aboutsystems as a tree principle.
(19:26):
And it's like when I dosomething, what do I need to do
so I never have to start fromscratch.
When I do something, what do Ineed to do?
So it's a one and done andsomebody else can run it right.
And so you start thinking aboutSOPs, standard operating
principles, procedures, sorry,and you start thinking of those
(19:48):
things and start creating them,because it reduces the amount of
time it will take tore-engineer everything else from
the scratch.
And so if you're onboarding ateam member, are you recording
some of that stuff so you don'thave to start over the next time
that you do it?
If you help somebody create atransformation, so this is for
(20:08):
me, or if you're a coach, thatyou do it.
If you help somebody create atransformation, so this is for
me.
Or if you're a coach, you'relike did you document what
happened?
So this becomes a framework youcan use over and over again.
Because in the entrepreneurialbusiness, I have frameworks, I
have formula, I have all ofthese things.
So we're not coming up withstuff from the beginning every
single time, and so the more Ican build systems, the more I
(20:29):
can get my time back right, andso I tend to think in that way
Okay, so if I'm onboardingsomebody, I'm documenting the
whole process.
It's a one and done.
If I'm thinking this is the waywe create revenue, I'm
codifying that into a framework.
Right?
So we have, like, the revenuegeneration framework In the
Profitable Private PracticeMovement, which is, you know,
(20:50):
specifically for privatepractice owners.
I taught them the profitableteam meeting templates.
Like you want to meet with yourteam, you're not just oh, what
do we talk about?
The weather is nice.
What you did yesterday wasamazing.
No, there's these things whatdid we do with 567?
And you can just run throughthem, run through them, and it's
kind of like your soap note,it's like your ACLS.
Once you've done it a number oftimes.
(21:11):
It's stuck in your brain andyou can run a high level,
profitable meeting with yourteam without even referring to
it.
What is that?
It's a system, so we're nottrying to engineer it from the
ground up every single time,because that is such a time
waster, such a time waster.
So these are some of the thingsI do.
Okay, I'm clear on my goals.
(21:32):
Oh, clarity will save you somuch time.
I'm clear on my goals and thepath I operate in my zone of
genius.
I'm ruthless, ruthless,ruthless about how I spend my
time.
I treat team building as a toplevel activity.
I treat system building as atop level activity.
And then what it does is itputs me in this position where I
can get a whole lot done.
A whole lot done right, becausethose five companies, I mean
(21:56):
those are some of the things Ido.
Some of the things I do.
I mean I co -pastor a churchwith my husband, which is a
whole other thing on its own.
I homeschool my kids, which isa whole other thing on its own
right.
But how do I get to do all ofthese things?
Is some of these systems and Iuse them professionally.
I use them at home as well,right?
Okay, so what I want you to dowe created a worksheet for you
on this one, so entremedycomforward slash worksheet, and I
(22:18):
want you to kind of walk throughthe activity.
And the goal of the activity isto get you to where you're able
to say, oh, I'm going to dothese three things and this is
actually saving me.
Two hours a week, five hours aweek, 10 hours a week, 20 hours
a week right, and I'm not makingup these numbers.
These are things doctors in theentrepreneurial business will
experience all the time.
(22:39):
Like we had a doc who came inand within her first two weeks
she was like oh my goodness, Ijust bought back 10 hours a week
.
10 hours a week, that's 520hours a year.
That's a whole lot of hours.
It's a whole lot of hours.
So I want you to do that,because this is still like.
Think about it with me for asecond.
Just think about it.
Five extra hours a week, 10extra hours a week.
(23:01):
Think of it.
Think of being able to sleepbetter.
Think of being able to maybefinally work out, because that's
what you want to do.
Think of being able to spendquality time with your family
because you bought your timeback.
I would love that for you.
And it all starts with you'velistened to the episode.
Now go do the worksheet.
(23:21):
Okay, do the workshop thingright there and buy back your
time.
Don't believe the lie thatbecause you're a physician or a
physician entrepreneur, you'velost your life.
You haven't.
But skills are required.
A new way of thinking, a newway of operating is required,
and you can do it and I'mrooting for you.
Okay, all right, I will see youwith your worksheet.
See you on the next episode.
I am ruthless when it comes to how I spend my time.
If I can spend most of my timedoing my zone of genius things,
a little time doing the otherstuff, then guess what will
happen.
I get more done by doing less.
Speaker 2 (00:14):
Hi docs, Welcome to the EntreMD podcast, where it's
all about helping amazingphysicians just like you embrace
entrepreneurship so you canhave the freedom to live life
and practice medicine on yourterms.
I'm your host, Dr Una.
Speaker 1 (00:33):
One of the questions I get asked all the time is Dr
Una, where do you find the timeto do all the things you do?
Okay, and today I am going toshow you how I run five
companies on 20 hours a week.
Okay, all right, now let's putall of this in perspective.
So, first of all, I am a wife.
(00:54):
I've been married for 19 years.
At this point, I have fourchildren.
They are 17, 15, 11, and 10 atthe time of this recording.
All four of them arehomeschooled.
So I have that going on and Irun five companies.
One of the companies is myprivate practice.
Second company is Entrez MD,the company that is hosting this
podcast YouTube channel.
(01:14):
I have a marketing firm.
The marketing firm is a firmthat serves.
It serves about six of ourcompanies, like between me and
my husband and I, and so it's aninternal company, if you will.
We haven't used it for externalthings much.
I have Practice Pilot.
Practice Pilot is a financialSaaS product for private
(01:35):
practice owners which we usewhere you can track everything,
like your revenues, theproductivity of your team, where
you are compared to your goals,all of those things Like.
It's fantastic.
It's called Practice Pilot.
And then my fifth company is anonprofit and from there, I do
mentorship for thousands ofpeople every single day.
It's a lot of fun.
(01:55):
It has this own YouTube channeland all of those things.
So five companies, okay, youknow, and I do this and I have a
life, I have a life, I havetime for myself, I have time to
think, I have time to go onfamily vacations.
I have.
I'm not stressed out.
I love what I do, I love thepeople I have the privilege of
serving and I keep looking forhow to do more.
Okay, so I want to share withyou the things that I do and I
(02:19):
want to give this disclaimerMaybe, maybe that's what I'll
call it this is not aboutperfection.
I probably don't do any ofthese things perfectly, but I do
it enough for it to work.
And as you listen into this, Idon't want you to feel like this
is something that you must do.
I just want you to take one,two, three great ideas and
(02:40):
implement it in your ownbusiness and your own life.
So at the end of this episode,after you implement these things
, you would have bought backmaybe five hours a week, two
hours a week, 10 hours a week,20 hours a week, depending on
how you can use this, okay, soin the Entree into Business
School, the way we put it is wesay we observe, we don't judge
right.
And so I want you to observethis and kind of take what works
(03:02):
for you at this stage, thisphase of your business and your
life, and just go make it better.
You see what I'm saying Justmake it better.
Okay, so there are five thingsthat I do.
I took some time to think aboutthis and I'm going to give you
the five things.
The first thing that I do thatmakes this possible is I am very
(03:24):
clear on what my goals are andI'm very clear on the pathway I
need to be on to get there.
The more clarity you have withthis.
The reason why this is soimportant is that it eliminates
waste.
When shiny objects come yourway, it's very easy to say no,
because you're like this doesn'tline up with my goal and this
(03:46):
doesn't line up with my path.
So I'm going to pass Right, andthat is something that I've
been really good at, becausewhat makes it possible for me to
do that is a high level offocus, high, high, high level of
focus.
Okay, so, for instance, for myprivate practice, I'm very clear
on the goals.
I'm very clear on how muchrevenue I want us to bring in.
(04:06):
I'm very clear what I want ouronline reputation to look like.
I'm very clear on what I wantthe team to look like.
I'm very clear and for our topobjectives for the year, I'm
very clear on how we get there.
Very clear.
I want you know becauseremember I said, this is not
perfect.
I need to understand this.
It means that I have theclearest vision of the practice,
(04:27):
where we're going to be at theend of the year, and I have the
clearest vision of the pathwayto get us there at the time.
So, of course, week to week,month to month, we're looking
like what's working, what's notworking, what do we remove, what
do we do more of.
And so I'm not saying it waslike, oh, we figured it out and
we're done.
We're still working it, but Ihave the clear version that I'm
(04:48):
working with right now.
It's very important weunderstand that, because
sometimes people tell me, oh, Idon't have any clarity, and
these are people running anestablished business.
I'm like chances are that's notnecessarily true Like you have
some clarity, but you want toget clear, right.
But because we think, oh, Idon't have any clarity, then
we're not able to capture withany kind of precision what it is
(05:09):
we're trying to do.
For me, I capture it, I'm veryclear.
So I'm clear for my privatepractice.
I'm clear for a marketingcompany.
I'm clear for practice pilot.
I'm clear for entrepreneur MD.
I'm clear for all of thesethings.
And so, because of that, Idon't wake up wondering what are
we going to do?
How are we going to get there?
All of these things?
I don't wonder about thosethings.
If there's a shiny object thatpresents itself, I look, I'm
(05:30):
like this doesn't line up withanything I'm trying to do or
anything I want to choose whichone is going to be right, like I
have to choose which one isgoing to be, and I start working
the path.
So because of that, I do a lotless things.
(05:51):
I do a lot less things.
I'm not fuzzy, I'm notdistracted by what other people
are doing.
I can literally look at it andgo like, wow, that is so nice,
I'm happy for them, and I keepit moving.
It never occurs to me, oh,should I add this to my business
?
Except it's something that's inline with where I'm trying to
go, but if it's not, it's not.
And I'm just like, wow, amazingfor you.
And so what that does is thatit eliminates so many time
(06:14):
wasters, so many time wasters.
So I'm very clear this is thegoal, this is the pathway that
will get me to the goal.
That's number one, number two,wow, now number two I'm so
grateful I get to do, and thatis, I operate in my zone of
genius.
I operate in my zone of genius.
(06:34):
It's such a gift that I'm ableto do that, but I know what it
is and I operate in it.
Now I'm going to give you someexamples.
But what makes this very, veryimportant is that it puts me in
a position where I am able toget a whole lot more done by
(06:56):
doing a lot less right, like awhole lot done, the amount of
stuff I can get done in half aday.
I promise you will take somepeople weeks to a month to do it
, but it's because of where Isit, okay, so let me tell you.
Let me tell you what that is.
And zone of genius I startedlearning this a long time ago.
I think the first person Ilearned it from was Brian Tracy,
and then, after that, I learnedit from Michael Hyatt.
(07:18):
You know this whole concept ofthe zone of genius, but I'll
tell you what mine is currentlyokay, because it's been evolving
.
It's not entirely different,but it's been evolving, okay.
So the first one is engineeringcoaching systems, right, and so
I could be a coach and I couldbe very good at coaching, or I
(07:41):
could be someone who engineers,builds coaching systems.
So I'm building literallysystems of transformation, right
?
So the Entree Indie BusinessSchool, for instance, is not
quite a coaching program.
You know what I mean.
It's not just that, becausethere's so many other things
that happen, right.
We're like okay, how do webuild the coaching piece?
(08:02):
How do we build the curriculumpiece?
How do we build activities thatwill drive implementation?
How do we build other systemsof accountability?
How do we build the communitythat will be the environment
that is required for the doctorsto thrive?
It's a whole engineeringproject, right, and so that
(08:23):
ability to create containersthat will make people experience
radical transformation, that'sthe zone of genius for me.
Now, when you say zone of genius, it's not just something you
like to do, it is something thathas the potential to have the
biggest impact in your business.
Right and you're good at it andyou like it.
(08:47):
So it's a high value activityand you have competence there
and you like it.
So, for me, coaching systems, Icould do that all day, every
day, like all day, every day.
And what is the potentialimpact Now?
In the Entrepreneurial BusinessSchool, we have it started in
every day.
And what is the potentialimpact Now?
In the Entrepreneurial BusinessSchool, we have decided in June
of 2020, okay, june of 2020.
And there are people who'vebeen in it since June of 2020.
(09:08):
We have a very high renewalrates.
We have a very high rate ofpeople who've been there two
years, three years, four years,five years.
And the reason for that is thecoaching system right, like so,
between the accountability andthe community and the mentorship
calls and all of these things.
It's a place where they get thesupport they need and they're
getting wild results and, likeyou know what we do, more of
what works and less of whatdoesn't.
(09:29):
So if you aren't joining thebusiness school, it's working,
let's go right.
So it's very high value, right?
The next thing that is my zoneof genius is creating thing.
That is my zone of genius iscreating transformational
content, whether that is onsocial media, email, podcast,
youtube, all of that stuff.
Now, what is the value of that?
(09:49):
Well, my assignment is todisrupt the physician community
and rewrite the narrative.
Okay, the new norm forphysicians now being this place,
where we're free to practicemedicine on our terms, free to
live life on our terms, we havefinancial freedom, time freedom
and freedom to pursue purpose.
Like, we have the freedom to dothat.
And in order to do that, I'mgoing to need to have content
(10:15):
that can change the mindsets,the ideologies, the philosophies
, the way of acting, the way ofgetting results, the
possibilities for physicians,whether they work with me or not
, right?
And so I do that through thepodcast, I do that through a
YouTube channel, I do thatthrough social media, and it's
such a game changer.
Okay, so many stories I've heardover the years.
(10:37):
Actually, why don't we do this?
Take a screenshot of thispodcast episode and then post it
on your social media and justsay, hey, this is what this
podcast has made possible for me.
Okay, and whatever that is,just put your story there and
tag us hashtag EntreeMD.
I'll come amplify it, I'll comemake some noise, but I really
want my heart to know likeyou're listening to the podcast.
(10:59):
How is it making a differencein your life, in your business?
Right?
So it's very high value and itis one of the best employees in
my business, because when peoplelisten to the podcast, they're
like, oh my goodness, if I'mgetting all these wins from the
podcast, what will happen if Iactually work with Dr Una?
They come in, everythingchanges.
Okay, so it's very high valueand I'm good at it and I like it
(11:22):
, right, and so that's thesecond zone of genius.
I want you to think about thisalready.
If I build a coaching systemthat is able to create six,
seven or multiple seven-figureentrepreneurs and I create this
content, that's changing thelives of everybody who listens
to it.
And it's a nurturing tool,right, inviting people to come
into the Ontario Empty BusinessSchool.
Think about the results it'screating.
(11:44):
It's two activities.
It's two areas, okay, and thenthe third one.
The third one is collaboration.
Okay, and that has two parts toit.
In a way, it's collaboratingwith my team.
How am I creating resultsthrough my team?
I have, you know, great teamsacross all of these companies.
I don't work in any of them bymyself and I have people who do
(12:05):
phenomenal work or people whocan you know, like, for instance
, people who could invite me tobe a guest on a certain podcast
(12:25):
or open a door for me to speakat a conference, or they're like
, oh, I have a community of, youknow, 10,000 private practice
owners.
Would you come talk to them?
And things like that.
These are all people that I cancollaborate with right, and so
these three activities are veryhigh level.
I'm really good at them and Ilike doing them.
I love doing them most of themright and so I operate from
(12:48):
there.
I spend a lot of time there.
I spend most of my time workingon the things within my zone of
genius, and that leads to highlevel impact in less time, not
more time, because we're talkingthree things Now.
It's not only three activities,but it's three categories of
activities.
This is huge and you may not beable to find it right away, but
you want to start thinking whatis my zone of genius?
(13:10):
You ask the people around you,like, if somebody asked you what
your my zone of genius is, whatwould you say?
And it's worth exploring it,and it's okay if you can't
figure it out right away.
That's okay, worth exploring it, and it's okay if you can't
figure it out right away.
That's okay, okay.
The third thing is I am ruthlesswhen it comes to how I spend my
time.
I'm ruthless about how I spendmy time.
(13:30):
So let me explain what thatmeans.
It means a number of things.
It means that I spend most ofmy time doing my highest level
activities.
Okay, so my zone of geniusactivities.
I spend most of my time doingthat.
That's what that means.
It also means I'm clear on the80% activities.
Right?
These are the activities thatyou know other people can do.
Maybe they should be thrownaway altogether or they move the
(13:53):
needle very little.
I am ruthless about keepingthose things off my calendar.
Ruthless, ruthless, ruthlessabout keeping them off.
Because if I can spend most ofmy time doing my zone of genius
things, a little time doing theother stuff, then guess what
will happen?
I get more done by doing less.
Right?
So I'm very rootless.
And so when I get invitationsto do things that I'm not
(14:16):
supposed to do, my answer is no.
My answer is no.
You might be thinking well, drUna, like, I'm not at a place
where I can spend most of mytime operating in my zone of
genius, because I'm just notthere.
I don't have the team, I don'thave all of those things.
Remember what we said in thebeginning this is a progressive
thing, right?
And so I want you to think ofit in this way.
(14:37):
Could I spend one more hour onmy zone of genius?
Could I get this off my plateto a team member?
I already have, because what Ihave found in talking to
physicians is many physiciansare paying team members to do
things and the physicians arestill doing them.
Okay, so let me get this oneyou know this one thing off my
(14:58):
plate so that I can spend moretime.
It could be an hour, it couldbe two hours, it could be three
hours in this zone of geniusactivity.
Maybe for you.
I mean, the big win is you findwhat your zone of genius is
right, like, yeah, okay, somaybe that's even the thing.
But the way I like to thinkabout it is if I was a savvy
billion dollar investor, howwould I think about spending
(15:21):
money?
How would I think aboutinvesting money?
That's the same way I want tothink about investing my time,
because time is more valuablethan money, right, and if
someone can be diligent inmanaging money, I can be
diligent in managing my time.
Okay, I like to use the wordinvest better.
Okay, all right, so that'snumber three.
Okay, what are the things I do?
(15:43):
Number four I treat teambuilding as a top, top, top
priority.
Okay, so it's either number one, number two or number three,
but it's all the way up there,okay.
When I started off, teambuilding was like oh man, you
know, like building this team,you know, talking to people,
telling them what to do,coaching them to do it properly,
training them to do it properly, holding them accountable,
(16:04):
evaluating them.
I don't want to do, probably,holding them accountable,
evaluating them.
I don't want to do any of thosestuff.
So it was like this thing thatwas on the side, that was a
bother, that was optional, andall of that stuff.
Let me tell you something Itreat team building as
importantly as I treated salesin the earlier days of my
business.
When I say that, please don'tthink I mean I don't sell.
I sell all day, every day.
It doesn't know what I mean.
What I do mean is that it's atop, top, top level activity.
(16:29):
I prioritize it.
I spent, literally I was workingwith my office man, my practice
administrator for my privatepractice, and we had a one hour
training session and the entiresession was co-creating her
calendar, like troubleshootingher calendar, so we can discover
how she can spend most of hertime functioning on her highest
(16:51):
level activity.
So that means what do we needto delegate?
In order to delegate, what teammember do we need to train?
All of this stuff?
We worked on it for an hour andto me that was some of my most
important work, because, thinkabout it If she's not able to
use 80% of her time in her zoneof genius, what does that mean
for the company?
What does that mean for her,like her feeling about how she's
(17:14):
doing and what she's bringingto the table, and the level of
significance and all that?
Of course, the way you do onething is the way you do
everything, so of course, theripple effect is going to be
seen in her personal life, right?
So I spent a whole hour andthat's what we did just working
on that.
Right, I see team building,whether it's recruiting, whether
it's interviewing, whether it'sonboarding, doing their ongoing
trainings, the evaluations, allof those things high, high, top
(17:37):
level activity.
Why?
Because the more highlycompetent team members I have,
the more I'm able to get donewithout it being tied to my time
.
So I spend time.
I train my EA, I train mysalespeople, I train my office
manager, I train my contentproduction team.
I train everybody and I don'tsee it as a waste of time and I
(17:59):
don't see it as a bother and Idon't see it as an aside.
It is some of my most importantwork.
So because of that, I can thenhave little to do or a lot less
to do in the day to day, becauseI've trained so many people.
But it's work.
It's a whole lot of work, okay,okay, but it's fun, it's good
(18:20):
work.
The return on investment ishuge.
So the reason why that'simportant is because your team
will be a multiplier.
They will help you have moreimpact, more financial freedom,
more time freedom.
They're multipliers, okay.
And number five is just like it.
I treat system building as a toplevel activity Top, top, top,
top, top, right.
So again, I identify as anengineer.
I treat it that way because, mygoodness, okay.
(18:41):
So think about it this wayright Before there were many
trees, there was a tree, andthat tree let's use like a fruit
tree, okay.
So let's say an orange tree ora mango tree.
Now that tree had fruit, thathad seeds, and those seeds had
more trees in them, that hadmore fruits, that had more seeds
, and on and on and on.
(19:01):
And then you get this forestand get this thing that just
keeps going, and thousands ofyears later, there's still trees
making trees.
What if, every year, we had tobuild trees from scratch, like
you have to start from the verybeginning.
You see how much of a problemthat is.
Think about the amount ofeffort it would take.
And so I like to think aboutsystems as a tree principle.
(19:26):
And it's like when I dosomething, what do I need to do
so I never have to start fromscratch.
When I do something, what do Ineed to do?
So it's a one and done andsomebody else can run it right.
And so you start thinking aboutSOPs, standard operating
principles, procedures, sorry,and you start thinking of those
(19:48):
things and start creating them,because it reduces the amount of
time it will take tore-engineer everything else from
the scratch.
And so if you're onboarding ateam member, are you recording
some of that stuff so you don'thave to start over the next time
that you do it?
If you help somebody create atransformation, so this is for
(20:08):
me, or if you're a coach, thatyou do it.
If you help somebody create atransformation, so this is for
me.
Or if you're a coach, you'relike did you document what
happened?
So this becomes a framework youcan use over and over again.
Because in the entrepreneurialbusiness, I have frameworks, I
have formula, I have all ofthese things.
So we're not coming up withstuff from the beginning every
single time, and so the more Ican build systems, the more I
(20:29):
can get my time back right, andso I tend to think in that way
Okay, so if I'm onboardingsomebody, I'm documenting the
whole process.
It's a one and done.
If I'm thinking this is the waywe create revenue, I'm
codifying that into a framework.
Right?
So we have, like, the revenuegeneration framework In the
Profitable Private PracticeMovement, which is, you know,
(20:50):
specifically for privatepractice owners.
I taught them the profitableteam meeting templates.
Like you want to meet with yourteam, you're not just oh, what
do we talk about?
The weather is nice.
What you did yesterday wasamazing.
No, there's these things whatdid we do with 567?
And you can just run throughthem, run through them, and it's
kind of like your soap note,it's like your ACLS.
Once you've done it a number oftimes.
(21:11):
It's stuck in your brain andyou can run a high level,
profitable meeting with yourteam without even referring to
it.
What is that?
It's a system, so we're nottrying to engineer it from the
ground up every single time,because that is such a time
waster, such a time waster.
So these are some of the thingsI do.
Okay, I'm clear on my goals.
(21:32):
Oh, clarity will save you somuch time.
I'm clear on my goals and thepath I operate in my zone of
genius.
I'm ruthless, ruthless,ruthless about how I spend my
time.
I treat team building as a toplevel activity.
I treat system building as atop level activity.
And then what it does is itputs me in this position where I
can get a whole lot done.
A whole lot done right, becausethose five companies, I mean
(21:56):
those are some of the things Ido.
Some of the things I do.
I mean I co -pastor a churchwith my husband, which is a
whole other thing on its own.
I homeschool my kids, which isa whole other thing on its own
right.
But how do I get to do all ofthese things?
Is some of these systems and Iuse them professionally.
I use them at home as well,right?
Okay, so what I want you to dowe created a worksheet for you
on this one, so entremedycomforward slash worksheet, and I
(22:18):
want you to kind of walk throughthe activity.
And the goal of the activity isto get you to where you're able
to say, oh, I'm going to dothese three things and this is
actually saving me.
Two hours a week, five hours aweek, 10 hours a week, 20 hours
a week right, and I'm not makingup these numbers.
These are things doctors in theentrepreneurial business will
experience all the time.
(22:39):
Like we had a doc who came inand within her first two weeks
she was like oh my goodness, Ijust bought back 10 hours a week
.
10 hours a week, that's 520hours a year.
That's a whole lot of hours.
It's a whole lot of hours.
So I want you to do that,because this is still like.
Think about it with me for asecond.
Just think about it.
Five extra hours a week, 10extra hours a week.
(23:01):
Think of it.
Think of being able to sleepbetter.
Think of being able to maybefinally work out, because that's
what you want to do.
Think of being able to spendquality time with your family
because you bought your timeback.
I would love that for you.
And it all starts with you'velistened to the episode.
Now go do the worksheet.
(23:21):
Okay, do the workshop thingright there and buy back your
time.
Don't believe the lie thatbecause you're a physician or a
physician entrepreneur, you'velost your life.
You haven't.
But skills are required.
A new way of thinking, a newway of operating is required,
and you can do it and I'mrooting for you.
Okay, all right, I will see youwith your worksheet.
See you on the next episode.
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