September 1, 2025 • 25 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
Burnout doesn’t just come from toxic workplaces, it can also come from the business you built to escape them.
In this episode, I discuss a pattern I see far too often: physicians leave medicine to reclaim their time and sanity and then accidentally build a business that takes over their life and runs them into the ground.
If this sounds like you, then you don't want to miss this episode!
In it, I break down the three biggest mistakes that cause entrepreneurs to burn out. I also share stories and lessons from my own journey as well as powerful mindset shifts that will help you build a business that doesn’t own you.
If you’re growing fast but feeling more overwhelmed than ever, this is your sign: tune in now!
—
Key Takeaways:Â
- 00:00 IntroÂ
- 00:44 Are you experiencing burnout?
- 04:34 Don’t be the only revenue generator!
- 12:07 Stop being the only problem-solver
- 15:54 Don’t let work time bleed into life time
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):
You can't be the only person creating revenue.
You want to create otherrevenue creators.
That way, you can expand theirroles and stuff like that.
If you needed to walk away, youcould walk away.
If you needed a breather, youcould leave the breather.
If you needed to take a longnap and you needed a day off,
you could do it.
Speaker 2 (00:15):
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 (00:34):
Burnout is terrible, but burnout that you create by
yourself as an entrepreneur hasto be the absolute worst.
Okay, One of the things that Isee as physician entrepreneurs
that happens is you know, maybewe work a job or we're partners
in a practice or you knowwhatever that is, and you know,
(00:55):
the demands become so much, theadministrative burden becomes so
much, then we get burned outand then our solution is I
cannot work in this system.
This system is toxic, thissystem is not supportive, this
system does not allow me to livelife on my terms and all of
these things.
So I'm going to become anentrepreneur and usually, when
(01:16):
you start playing theentrepreneurial cards right,
things start to fall in place.
Where you're in control of yourtime, you're in control of your
calendar.
You're in control of yourcalendar.
You determine how much or howlittle you want to work, the
revenue starts coming in, youstart getting in team members
and we're like, oh my goodness,this is amazing.
And then your business startsto really grow and then what I
have found that people find isthat they're like I feel a
(01:41):
certain way and I don't like theway I feel, and it feels
exactly the way I felt when Iwas burned out and left where I
was to start my business.
Anyway.
They go from burnout tohoneymoon, back to burnout.
Okay, and today, what I want todo is I want to show you how to
(02:01):
stop building a business, stopbuilding a practice that owns
you, because when you build abusiness that owns you, burnout
is inevitable.
I'm going to make this superpractical.
I'm going to give you threethings.
I could give you five, I couldgive you seven, but I'm going to
give you my best three.
And what I really want you todo is I want you to treat this
(02:24):
like a workshop.
I want you to take these threethings.
I want you to audit yourbusiness, get them out of your
business so you find yourselfbuilding a business that is
sustainable, where, whetheryou're growing, whether you're
scaling, you have a life.
You're not living in burnout,you're not wishing you could
throw your business away,because this is the deal.
(02:45):
I have seen many people throwtheir businesses away.
Right, it started working, allthat stuff.
They're like I can't take itbecause I don't have my time,
I'm not able to work out, I'mnot able to spend time with my
children, I'm not able to spendtime with my family.
This is no fun, I don't want it, right, and then they throw it
all away.
But when I look at it, I'm like, man, this had so much
potential and not potential,like maybe somewhere in the
(03:07):
sweet by and by.
I do the math, I run theequation.
I'm like this has so muchpotential but the owner didn't
know to protect himself orprotect herself from the things
that will turn this into anightmare.
So I'm giving you this.
So, as you take your businessto seven figures, multiple seven
figures, eight figures, allthat, you're putting yourself in
(03:28):
a position where you can enjoythe journey and the bigger your
business grows, the happier youare.
Okay, let's look at three thingsthat now.
There are three things.
When I see them in a business,I know this person is like full
speed ahead, heading to abusiness that's going to burn
out.
They're building a businessthat cannot survive without them
(03:49):
, right, which means burnouts,which means they can never exit
it, and stuff like that.
You know I train my people, forinstance, in the on-train
business school, the frameworksI give the students.
These frameworks are designedto help them build businesses
they can exit from, and manypeople in the beginning I'm
talking about exit they're likeI haven't even, like I'm only a
year in.
I don't think I'm going to wantto exit.
(04:09):
I'm not exiting now or whatever.
But as they go on their journeyand they find that they're
needing time and they find that,oh my God, I need to take this
time off, life happened, I needto take that time off, or
whatever.
It then dawns on them thebeauty of what they've built.
They built a business that doesnot own them.
They built a business thatdoesn't depend on only them.
(04:30):
All right, so let me give youthose three things and I'll give
you the solution for all three.
The first thing that sets you upto have a business that owns
you.
The first thing is you're theonly revenue generator.
Okay, you are the only revenuegenerator.
The day you don't show up,there's no revenue to be had,
and many people build theirbusinesses this way.
Many people build theirbusinesses where the only person
bringing in money, the onlyperson doing the heavy lifting,
(04:53):
is the owner.
Everybody else is kind of justthere, right, either they're
doing random, unrelated tasks orthey're doing important tasks,
but they're serving the patientsand clients.
They're not necessarilycreating revenue and stuff like
that, and you're not intentionalabout this.
You can build a business doing500 in revenue.
You're strong enough.
(05:15):
You can build a business doingseven figures and you are the
only revenue generator.
This is called the beginning ofa nightmare.
It's not one of those thingsthat are urgent and important.
This is not urgent andimportant, but if you don't
address it, it becomes urgentand important, okay, okay.
What is the solution for this?
If you're the only revenuegenerator and I want you to
(05:35):
think about this and they'll say, oh yeah, there are many of us.
No, if I was gone from mybusiness for a week, if I was
gone for two weeks, wouldeverything come to a halt or
would things be able to still goon Right, okay, so what do you
want to do with this?
What is the solution?
You want to start thinkingabout replacement from day one,
and when I say day one, I meanfrom the beginning of your
(05:57):
business.
But if you didn't think aboutit in the beginning of your
business and you're 10 years inand you're 15 years in, you're
20 years in today's day one foryou, okay, you start thinking
about it.
What is my replacement?
And it may not necessarily befor your role.
It could be for your role, butit's it's.
It's also like how can everyperson in my company be a
(06:18):
revenue generator?
So I will give you two examples.
Okay, so one.
This was a doctor in the entremebusiness school who was like
okay, so I need to make up forthe fact that we're not going to
have any revenue because I'mgoing to go on vacation.
I'm like what?
Like no, you have a whole teamand they're still going to be
earning money and they're goingto be coming to the office.
And so I said to her I saidokay, you have team members.
(06:39):
What revenue generatingactivities can they be engaged
in while you're not there?
What could they be engaged inso that they are creating
revenue, even though, in thiscircumstance is probably going
to be like revenue, you willstill have to do the delivery,
but they can drum up thebusiness, right?
I said what could they do?
And initially she was like youknow, I don't know.
(06:59):
You know, usually I just youknow, I have them, you know,
attend some trainings, I havethem clean.
I was like there is no revenueto be had from training or
cleaning, right, so they shouldtrain, they should clean and
create revenue.
What could they do?
And then so she started thinkingabout it.
She's like, well, I have anumber of referral sources.
They could go deep in thoserelationships with those
referral sources and there'ssome people who don't refer to
(07:20):
us yet.
They can go meet with them.
I'm like perfect.
Then she says there are somepeople who have outstanding
balances.
They can call to collect onthose outstanding balances.
I'm like wonderful.
And she says, oh, we havepeople who are overdue for
appointment.
They can call all those peopleso that by the time I get back
my schedule will be full.
I'm like fantastic, right.
And she says, oh, we have thisvertical that does not require a
(07:42):
physician.
They can execute on it so theycan fill their schedule and do
that.
Then I'm like, there we go,there we go.
And so here she is.
She goes on vacation for twoweeks and for those two weeks
her team members are theregenerating revenue every single
day.
So she can have her two weeksin peace, so she's not setting
herself up for burnout.
So in a way, her practice canwork without her herself up for
(08:06):
burnout.
So in a way, her practice canwork without her.
And then she comes back and thepeople that were there created
revenue.
It's a way of thinking.
Now for my private practice.
I've had a private practice forthe last 15 years and when I
started, I started with theintent that I was going to give
this 10 years and after 10 yearsI was going to retire.
Okay, and it's not arecommendation, it's just that
for me, I knew that I had, therewere so many things that I
(08:28):
needed to do with my life that Iwas not going to be in an exam
room nine to five till I was 60or 70.
I just knew that was not athing.
How did I know?
I knew All right.
So I'm not recommending it, I'mjust sharing my story.
What I did was, you know, fromthe beginning I started thinking
and I think part of it was youknow, I read E-Myth Physician
and just got this whole conceptof you know.
(08:49):
There's you the technician,which is what I do as a
clinician, seeing patients, andthen you the manager right,
managing the team, all of thosekinds of things, and then
there's you the entrepreneur,the owner, right, and there are
three different roles and yourjob is to kind of build a
business assets, not to build ajob, okay, so I think I learned
that pretty early on.
I started thinking about thatearly.
(09:09):
But, mind you, at this time,when I started thinking about
this number one, I didn't eventhink I could build a seven
figure practice.
I had been an employedphysician.
I was this person who was likeI'm going to be really smart,
I'm going to be a great doctorand I'll have a great salary.
Entrepreneurship was notsomething I thought about.
At this point I didn't think Icould build a seven figure
practice and at this point I didnot think I could pay another
physician.
(09:30):
The reason I'm telling you thisis I'm telling you this so you
can start from where you are.
So, even though I had thoselimitations in my mind, I had
those limiting beliefs.
What I then said was like, okay, regardless, I set a date.
I was like I'm not 10 years, I'mdone 10 years, I retired and
I'm so grateful.
I mean, we hit that at yearnine.
But I was like I'm retired,okay, and I also want to point
(09:52):
this out right, like I hearpeople say to me, this is a
total sidebar.
I hear people say to me oh, mypractice is driving me nuts, I
want to, I want to retireyesterday, okay, and I always
say this and you give it therunway that it requires.
This is a multi-year process.
(10:12):
It will not take 10 years.
Okay, I told you where Istarted from, but this is
different.
Like on Trendy, we have so manyresources to help you and stuff
.
It does not need to take 10years, but you do need to give
it some runway.
It could be three years, itcould be five years, depending
on how strategic, intentionalyou choose to be and how willing
you are to eat really big frogs, okay.
(10:38):
So, cause they're frogsinvolved, okay, the first thing
I did was I was like, okay, Ican't pay a whole physician, so
I could not even conceptualizehaving a six figure, multiple
six figure salary on my payroll.
I was just like, forget it.
But what I did do was I knew Icould pay a doctor for a day
right, I knew I could pay adoctor for a day.
So I found a doctor who didn'treally want to do all this stuff
.
She wanted to work a day a week, right, and so she wanted to
work a day a week.
I was like that is fantastic,and so I hired her really early
(11:01):
on this must have been the first12 to 18 months of my practice.
I hired her and she came andshe worked every Friday, but
guess what that did for me?
It meant every Friday, everyweek, I had a long weekend.
My practice didn't own me.
I could travel, for you know,for three days.
I could travel, for four days,I could, you know.
I could spend time with my kids.
I could do all of these things.
(11:22):
And I started training myselfto bring other people on right,
and so I did that.
I brought somebody on one day aweek, then I brought a nurse
practitioner I think it was onthree days a week before I then
hired my first physician and allof those things, and I just
started creating multiplerevenue generators.
So I was not the only personcreating revenue.
Okay, so you can't be the onlyperson creating revenue.
(11:45):
You want to create otherrevenue creators so that that
way you can expand their role,their roles and stuff like that.
If you needed to walk away, youcould walk away.
If you needed a breather, youcould be in a breather.
If you needed to take a notlong nap and you needed the day
off, you could do it.
So that's really important.
The mistake here is being theonly revenue generator, and the
fix is start thinkingreplacement from day one.
(12:06):
Okay, all right.
Number two is this is subtleand many people miss this.
Oh, but it's such a drain.
It's almost like every time youmove away, your business will
come to a standstill, right, ifyou don't understand this
concept, and it will be somentally draining.
I cannot explain how mentallydraining this is.
And that mistake is being theonly problem solver Okay, being
(12:29):
the only problem solver.
So, whenever anything breaks,dr Una, how do we do this?
Somebody else saw a patient anda patient's parent is upset and
the only person who can do theconflict resolution is you, dr
Una.
This mom is mad.
You have to call her.
There was a shipment of vaccinesthat needed to come in and the
shipment didn't come in.
Dr Una, the shipment didn'tcome in.
What do we do?
Even thinking about it is sodraining, it's so tiring, right.
(12:55):
The way you fix this this is aproblem.
Okay.
The way you fix this is youtrain your people to think.
You train your people to beproblem solvers.
You don't make all theirproblems go away.
Okay, so I learned this fromBrian Tracing.
Okay, if you have not read thebook, eat that Frog 21 Ways to
(13:16):
Overcome Procrastinationexcellent book.
I recommend it everywhere.
In fact, it's a bestseller onAmazon and I think I'm the
reason because I've alwaysrecommended it to hundreds and
hundreds and hundreds andthousands of people.
Okay, he talked about like whensomebody comes in with a problem
that see them as if they had amonkey.
Right, they had a monkey ontheir shoulder and they came to
you and told you about it andthey took their monkey and left
(13:37):
their monkey on your table.
So imagine people keep doingthat and doing that and doing
that.
At the end of the day, you have25 monkeys on your table
driving you nuts.
My approach then became whensomebody comes and says the
vaccine shipment didn't come,what do we do?
I'm like what would you like todo?
And so when I started doingthat with my team, they're like
I don't know.
That's why I'm asking you.
I'm like perfect, so why don'tyou go think about it?
(13:59):
Come up with three solutions,okay, and come tell me and I'll
tell you which one and why.
Now, it takes more time.
Quote I don't do that, and themore you do it, the more
(14:20):
stressful your life will become.
I don't do that.
Now, what does that do?
Number one it makes them think.
And if you can have people whohave hands that work and brains
that think you are a blessedemployer.
Okay, number one is it helpsthem think.
Number two if you aredisciplined enough to tell them
what you would do and why, theneveryone becomes a masterclass
you're giving them in problemsolving.
You are transferring the wayyou think and the way you
problem solve to your team,which is a magical thing because
(14:43):
it gets to the point wherethey're like I know what Dr Una
will say, I know what Dr Georgewill say, I know what they'll
say because they've done thiswith you time and time again.
So when they come in and say, oh, I don't know this, blah, blah,
blah, blah, blah, I see it as amonkey.
I'm like you stay right there,you hold your monkey.
Okay, you hold your monkey, I'mnot taking your monkey, I don't
want your monkey on my table,okay.
And then I'm like you go figureit out.
(15:04):
You come back, you tell,execute.
And so I did this in mypractice and did it and did it.
I did it with my team andEntreeMD and did it and did it.
I do it with PMT, all mycompanies, so much so that I'm
surrounded by problem solvers,I'm surrounded with people with
high quality thinking.
I'm surrounded with that.
(15:26):
Okay, so being the only problemsolver is a nightmare.
And so the bigger your teamgets, the more stressed out you
are, the more mental clutter youhave, the more you want to
throw your entire business away.
The problem is not the business, the problem is you're the only
problem solver.
Okay.
So the builder has a problem,it's you.
Okay.
(15:46):
The coach has a problem, it'syou.
The VA has a problem, it's you.
Like, no, have them think, havethem think, okay.
Number three, third problem, isthat we create a culture.
So this is a personal culturefor the owner.
We create a culture where worktime bleeds into lifetime.
Okay, work time bleeds intolifetime.
(16:07):
So what does that mean?
What does that look like?
Okay, you're at work in yourpractice or in your, in your, in
your, whichever type ofbusiness you have, and you see
the patients all day.
This happened to me.
It was a turning point for me,right?
I see the patients all day.
I was gone in the morningbefore my kids came, you know,
got up.
(16:27):
I hadn't seen them all day.
I got home and my kids came tohang out with me and you, you
know these.
Hi, mom.
I'm like okay, hang on, let mego take a shower.
So I do all of that stuff and Icome out and I settle in
because I still have 20 undonenotes and I start charting.
And they come back in, theywant to come hang with mommy and
all that stuff, and I'm likeshoo, shoo, go away, I'm working
(16:49):
.
In that moment I thought I said,okay, they woke up in the
morning, I wasn't there, theywent through their day, I wasn't
there.
I got back home and I'm alsonot there and I'm like there is
something terribly wrong withthis.
(17:10):
And he said that if you don'tfocus I'm really paraphrasing
here If you don't focus, ifyou're not diligent, if you're
not a good steward of your hardtime, which is when you're at
work, then you're going to haveto give up your soft time, which
is your lifetime when you're athome.
Now I'm going to tell you thesolution.
I'll tell you what I did, butI'm going to break it down in a
(17:31):
way that you can get it, becauseit's again, it's a way of
thinking.
So for me, I had to start askingmyself the question, and you
know I'm a big fan of askingbetter questions.
The question then became howcan I do all my work at work so
that when I come home I can beat home.
And usually the answer to thatis you can't, because there's so
many patients, you can't finishall your notes.
(17:52):
Blah, blah, blah, da, da, da,da.
Okay, but the truth of thematter is, when there's a will,
there's a way, okay.
So for me, my solution thenbecame I would get to the office
and, as I saw the patients, Iwould chart, and I had an hour
for lunch and I would use 30minutes of that hour and 30
minutes of that hour and ifthere are any outstanding notes,
any administrative stuff Ineeded to do, whatever, I would
(18:15):
do it in that time.
I would document as I went,document as I went, and the goal
would be when I'm done, I'mdone, and if, for any reason,
I'm not done, my office opens at9.30.
That's a conversation for avery different day.
I would rather go into theoffice 30 minutes earlier and
finish thin than chart at home,and that became the end of me
(18:36):
charting at home.
I think after that I probablycharted at home three or four
times.
I would not chart at home.
And when doctors would comework with me, I'm like let me
show you how not to chart athome.
In fact, they would fight mefor access to the EHR, like for
remote access, so they can chartat home.
I'm like guy, it's better foryou to learn how to not need the
access.
They're asking me for theaccess, right, and to be fair,
(18:59):
you may say but, dr Una, I needtime for whatever.
Fine, you may say I need anextra hour after work to finish
everything I'm doing, that I'mgoing home, that's fine.
But you've made the decision.
You've made the decision thatthis is when I'm going to end my
workday and this is when I'mgoing to start my lifetime.
Whatever that is, then justdon't allow the work time to
bleed into the lifetime.
(19:19):
It's not about stopping at five, it's about stopping when you
determined you're going to stopNow.
Another way this shows up,especially for my cash pay
people, is when they start theirbusiness.
They say call me anytime.
I'm like what do you mean?
Call me anytime?
You don't want people to callyou anytime.
What are you talking about?
Right, call me anytime.
So people are calling them fornon-urgent things, you know,
(19:42):
late at night and all thesethings, and they feel obliged
that they have to do all thisstuff and so they're working all
the time, all the time.
So when you do that, you're notgiving yourself time to be
separate from your business.
You're not giving yourself timeto lean into family and truly
be present.
You're not giving yourself timeto be on vacation it's truly a
(20:03):
vacation.
You're not giving yourself thetime, the space to do any of
that.
You start feeling like you'rehandcuffed to your business.
That's the way it will startfeeling and I don't want that
for you.
That's what makes people throwaway their businesses.
Same thing with a coach, andpeople may tell you the only
time I'm available to be coachedis at night.
Now, in the beginning, you maybe available at night and maybe
that's what you want to do, buthello, you got to choose.
(20:26):
If it's not working for you,it's not working Right, okay.
So what is the solution to this?
It's boundaries, it'sboundaries, it's boundaries.
Tell people when you'reavailable for what and hold to
it for you.
Okay, entremdcom, forward slashmovement, you need to be in it
because this is where we focuson the three things that will
(21:00):
make any practice profitable.
We focus on filling yourschedule, helping you get paid
for the work you do and buildinga profitable team.
Okay, so three major things,major, major.
But anyway, the meeting we haveevery week is at 12 noon and
people are like why isn't it inthe evening?
Because I'm like, because Iwant you to be trained to do
your work at work.
(21:20):
I don't want you coming tolearn about your business in the
evening, I don't want you to dothat, I want you to do it in
the middle of the day.
It's a discipline, it's a newway of thinking, right?
Okay, so when we talk aboutefficiency, so in this time
block, how do I use this timeblock For you?
That may mean you leverage ascribe For you, that may mean
you leverage your team andyou're really only doing what
(21:42):
you do, what you can do, and theother stuff your team is taking
care of it.
So you can get more done inless time.
Right, you want to startthinking efficiency.
How can I do this in less time?
How can I do this in less time?
How can I do this in less time,so that my work time is my work
time and I'm able to spend mylifetime doing life stuff?
(22:03):
Right, and yes, of coursethere'll be the exception to the
rule someday when this happened, but it should be the exception
.
It should not be happeningoften and it should not be
routine.
So I want you to think aboutyour practice, your business,
your coaching business, whateverthat is right when you're not
the only revenue generator.
Multiple people have generatedrevenue.
(22:23):
For most people, this feelslike huh, I can breathe, right,
because now you're not the onlyperson doing it, and that's what
we teach you.
Like in the profitable privatepractice movement is building a
profitable team, like building ateam that is generating revenue
with you, okay.
So imagine a team where you'renot the only revenue generator.
You have multiple revenuegenerators, so if you decide to
stop and breathe, the businessdid not stop.
(22:43):
Imagine where you have multipleproblem solvers, where 80%, 90%
, 100% of your team members areproblem solvers, so you don't
have to bear the weight oftroubleshooting everything.
And then where you work hardwhen you're at work and you're
life hard when you're at life.
You know what I mean.
Like you get to do all that.
Think about how more yourpractice, your business, will be
(23:04):
more peaceful.
Your business most likely willbe more profitable because you
have more revenue generators andyou have more problem solvers.
Okay, you'll be able todisconnect, which most
entrepreneurs cannot disconnectfrom their.
Okay, you'll be able todisconnect which most
entrepreneurs cannot disconnectfrom their businesses.
You'll be able to disconnectfrom your businesses your
business to recharge and all ofthat stuff.
Just imagine what that will belike.
That is fantastic and it can beyours.
(23:26):
It can be yours.
I've done this with multiplecompanies.
It can be yours, okay.
So I want to invite you to do anaudit.
Who are the revenue generators,or am I the only revenue
generator?
Who are the problem solvers, oram I the only problem solver?
Like, do I have any boundaries?
Do I have a work time or am Ialways working Right?
I want you to do that and Iwant you to make the necessary
(23:46):
changes and I want you to startthat journey, okay, of building
a practice, of building abusiness that can work without
you.
Where you own the business thebusiness doesn't own you.
Where you don't create burnout,where you don't create a toxic
work environment, because youdeserve it.
Okay.
So I'm rooting for you.
Go implement these.
I can't wait to hear what youdo in your business with these
(24:10):
principles.
Rooting for you always.
See you on the next episode.
You can't be the only person creating revenue.
You want to create otherrevenue creators.
That way, you can expand theirroles and stuff like that.
If you needed to walk away, youcould walk away.
If you needed a breather, youcould leave the breather.
If you needed to take a longnap and you needed a day off,
you could do it.
Speaker 2 (00:15):
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 (00:34):
Burnout is terrible, but burnout that you create by
yourself as an entrepreneur hasto be the absolute worst.
Okay, One of the things that Isee as physician entrepreneurs
that happens is you know, maybewe work a job or we're partners
in a practice or you knowwhatever that is, and you know,
(00:55):
the demands become so much, theadministrative burden becomes so
much, then we get burned outand then our solution is I
cannot work in this system.
This system is toxic, thissystem is not supportive, this
system does not allow me to livelife on my terms and all of
these things.
So I'm going to become anentrepreneur and usually, when
(01:16):
you start playing theentrepreneurial cards right,
things start to fall in place.
Where you're in control of yourtime, you're in control of your
calendar.
You're in control of yourcalendar.
You determine how much or howlittle you want to work, the
revenue starts coming in, youstart getting in team members
and we're like, oh my goodness,this is amazing.
And then your business startsto really grow and then what I
have found that people find isthat they're like I feel a
(01:41):
certain way and I don't like theway I feel, and it feels
exactly the way I felt when Iwas burned out and left where I
was to start my business.
Anyway.
They go from burnout tohoneymoon, back to burnout.
Okay, and today, what I want todo is I want to show you how to
(02:01):
stop building a business, stopbuilding a practice that owns
you, because when you build abusiness that owns you, burnout
is inevitable.
I'm going to make this superpractical.
I'm going to give you threethings.
I could give you five, I couldgive you seven, but I'm going to
give you my best three.
And what I really want you todo is I want you to treat this
(02:24):
like a workshop.
I want you to take these threethings.
I want you to audit yourbusiness, get them out of your
business so you find yourselfbuilding a business that is
sustainable, where, whetheryou're growing, whether you're
scaling, you have a life.
You're not living in burnout,you're not wishing you could
throw your business away,because this is the deal.
(02:45):
I have seen many people throwtheir businesses away.
Right, it started working, allthat stuff.
They're like I can't take itbecause I don't have my time,
I'm not able to work out, I'mnot able to spend time with my
children, I'm not able to spendtime with my family.
This is no fun, I don't want it, right, and then they throw it
all away.
But when I look at it, I'm like, man, this had so much
potential and not potential,like maybe somewhere in the
(03:07):
sweet by and by.
I do the math, I run theequation.
I'm like this has so muchpotential but the owner didn't
know to protect himself orprotect herself from the things
that will turn this into anightmare.
So I'm giving you this.
So, as you take your businessto seven figures, multiple seven
figures, eight figures, allthat, you're putting yourself in
(03:28):
a position where you can enjoythe journey and the bigger your
business grows, the happier youare.
Okay, let's look at three thingsthat now.
There are three things.
When I see them in a business,I know this person is like full
speed ahead, heading to abusiness that's going to burn
out.
They're building a businessthat cannot survive without them
(03:49):
, right, which means burnouts,which means they can never exit
it, and stuff like that.
You know I train my people, forinstance, in the on-train
business school, the frameworksI give the students.
These frameworks are designedto help them build businesses
they can exit from, and manypeople in the beginning I'm
talking about exit they're likeI haven't even, like I'm only a
year in.
I don't think I'm going to wantto exit.
(04:09):
I'm not exiting now or whatever.
But as they go on their journeyand they find that they're
needing time and they find that,oh my God, I need to take this
time off, life happened, I needto take that time off, or
whatever.
It then dawns on them thebeauty of what they've built.
They built a business that doesnot own them.
They built a business thatdoesn't depend on only them.
(04:30):
All right, so let me give youthose three things and I'll give
you the solution for all three.
The first thing that sets you upto have a business that owns
you.
The first thing is you're theonly revenue generator.
Okay, you are the only revenuegenerator.
The day you don't show up,there's no revenue to be had,
and many people build theirbusinesses this way.
Many people build theirbusinesses where the only person
bringing in money, the onlyperson doing the heavy lifting,
(04:53):
is the owner.
Everybody else is kind of justthere, right, either they're
doing random, unrelated tasks orthey're doing important tasks,
but they're serving the patientsand clients.
They're not necessarilycreating revenue and stuff like
that, and you're not intentionalabout this.
You can build a business doing500 in revenue.
You're strong enough.
(05:15):
You can build a business doingseven figures and you are the
only revenue generator.
This is called the beginning ofa nightmare.
It's not one of those thingsthat are urgent and important.
This is not urgent andimportant, but if you don't
address it, it becomes urgentand important, okay, okay.
What is the solution for this?
If you're the only revenuegenerator and I want you to
(05:35):
think about this and they'll say, oh yeah, there are many of us.
No, if I was gone from mybusiness for a week, if I was
gone for two weeks, wouldeverything come to a halt or
would things be able to still goon Right, okay, so what do you
want to do with this?
What is the solution?
You want to start thinkingabout replacement from day one,
and when I say day one, I meanfrom the beginning of your
(05:57):
business.
But if you didn't think aboutit in the beginning of your
business and you're 10 years inand you're 15 years in, you're
20 years in today's day one foryou, okay, you start thinking
about it.
What is my replacement?
And it may not necessarily befor your role.
It could be for your role, butit's it's.
It's also like how can everyperson in my company be a
(06:18):
revenue generator?
So I will give you two examples.
Okay, so one.
This was a doctor in the entremebusiness school who was like
okay, so I need to make up forthe fact that we're not going to
have any revenue because I'mgoing to go on vacation.
I'm like what?
Like no, you have a whole teamand they're still going to be
earning money and they're goingto be coming to the office.
And so I said to her I saidokay, you have team members.
(06:39):
What revenue generatingactivities can they be engaged
in while you're not there?
What could they be engaged inso that they are creating
revenue, even though, in thiscircumstance is probably going
to be like revenue, you willstill have to do the delivery,
but they can drum up thebusiness, right?
I said what could they do?
And initially she was like youknow, I don't know.
(06:59):
You know, usually I just youknow, I have them, you know,
attend some trainings, I havethem clean.
I was like there is no revenueto be had from training or
cleaning, right, so they shouldtrain, they should clean and
create revenue.
What could they do?
And then so she started thinkingabout it.
She's like, well, I have anumber of referral sources.
They could go deep in thoserelationships with those
referral sources and there'ssome people who don't refer to
(07:20):
us yet.
They can go meet with them.
I'm like perfect.
Then she says there are somepeople who have outstanding
balances.
They can call to collect onthose outstanding balances.
I'm like wonderful.
And she says, oh, we havepeople who are overdue for
appointment.
They can call all those peopleso that by the time I get back
my schedule will be full.
I'm like fantastic, right.
And she says, oh, we have thisvertical that does not require a
(07:42):
physician.
They can execute on it so theycan fill their schedule and do
that.
Then I'm like, there we go,there we go.
And so here she is.
She goes on vacation for twoweeks and for those two weeks
her team members are theregenerating revenue every single
day.
So she can have her two weeksin peace, so she's not setting
herself up for burnout.
So in a way, her practice canwork without her herself up for
(08:06):
burnout.
So in a way, her practice canwork without her.
And then she comes back and thepeople that were there created
revenue.
It's a way of thinking.
Now for my private practice.
I've had a private practice forthe last 15 years and when I
started, I started with theintent that I was going to give
this 10 years and after 10 yearsI was going to retire.
Okay, and it's not arecommendation, it's just that
for me, I knew that I had, therewere so many things that I
(08:28):
needed to do with my life that Iwas not going to be in an exam
room nine to five till I was 60or 70.
I just knew that was not athing.
How did I know?
I knew All right.
So I'm not recommending it, I'mjust sharing my story.
What I did was, you know, fromthe beginning I started thinking
and I think part of it was youknow, I read E-Myth Physician
and just got this whole conceptof you know.
(08:49):
There's you the technician,which is what I do as a
clinician, seeing patients, andthen you the manager right,
managing the team, all of thosekinds of things, and then
there's you the entrepreneur,the owner, right, and there are
three different roles and yourjob is to kind of build a
business assets, not to build ajob, okay, so I think I learned
that pretty early on.
I started thinking about thatearly.
(09:09):
But, mind you, at this time,when I started thinking about
this number one, I didn't eventhink I could build a seven
figure practice.
I had been an employedphysician.
I was this person who was likeI'm going to be really smart,
I'm going to be a great doctorand I'll have a great salary.
Entrepreneurship was notsomething I thought about.
At this point I didn't think Icould build a seven figure
practice and at this point I didnot think I could pay another
physician.
(09:30):
The reason I'm telling you thisis I'm telling you this so you
can start from where you are.
So, even though I had thoselimitations in my mind, I had
those limiting beliefs.
What I then said was like, okay, regardless, I set a date.
I was like I'm not 10 years, I'mdone 10 years, I retired and
I'm so grateful.
I mean, we hit that at yearnine.
But I was like I'm retired,okay, and I also want to point
(09:52):
this out right, like I hearpeople say to me, this is a
total sidebar.
I hear people say to me oh, mypractice is driving me nuts, I
want to, I want to retireyesterday, okay, and I always
say this and you give it therunway that it requires.
This is a multi-year process.
(10:12):
It will not take 10 years.
Okay, I told you where Istarted from, but this is
different.
Like on Trendy, we have so manyresources to help you and stuff
.
It does not need to take 10years, but you do need to give
it some runway.
It could be three years, itcould be five years, depending
on how strategic, intentionalyou choose to be and how willing
you are to eat really big frogs, okay.
(10:38):
So, cause they're frogsinvolved, okay, the first thing
I did was I was like, okay, Ican't pay a whole physician, so
I could not even conceptualizehaving a six figure, multiple
six figure salary on my payroll.
I was just like, forget it.
But what I did do was I knew Icould pay a doctor for a day
right, I knew I could pay adoctor for a day.
So I found a doctor who didn'treally want to do all this stuff
.
She wanted to work a day a week, right, and so she wanted to
work a day a week.
I was like that is fantastic,and so I hired her really early
(11:01):
on this must have been the first12 to 18 months of my practice.
I hired her and she came andshe worked every Friday, but
guess what that did for me?
It meant every Friday, everyweek, I had a long weekend.
My practice didn't own me.
I could travel, for you know,for three days.
I could travel, for four days,I could, you know.
I could spend time with my kids.
I could do all of these things.
(11:22):
And I started training myselfto bring other people on right,
and so I did that.
I brought somebody on one day aweek, then I brought a nurse
practitioner I think it was onthree days a week before I then
hired my first physician and allof those things, and I just
started creating multiplerevenue generators.
So I was not the only personcreating revenue.
Okay, so you can't be the onlyperson creating revenue.
(11:45):
You want to create otherrevenue creators so that that
way you can expand their role,their roles and stuff like that.
If you needed to walk away, youcould walk away.
If you needed a breather, youcould be in a breather.
If you needed to take a notlong nap and you needed the day
off, you could do it.
So that's really important.
The mistake here is being theonly revenue generator, and the
fix is start thinkingreplacement from day one.
(12:06):
Okay, all right.
Number two is this is subtleand many people miss this.
Oh, but it's such a drain.
It's almost like every time youmove away, your business will
come to a standstill, right, ifyou don't understand this
concept, and it will be somentally draining.
I cannot explain how mentallydraining this is.
And that mistake is being theonly problem solver Okay, being
(12:29):
the only problem solver.
So, whenever anything breaks,dr Una, how do we do this?
Somebody else saw a patient anda patient's parent is upset and
the only person who can do theconflict resolution is you, dr
Una.
This mom is mad.
You have to call her.
There was a shipment of vaccinesthat needed to come in and the
shipment didn't come in.
Dr Una, the shipment didn'tcome in.
What do we do?
Even thinking about it is sodraining, it's so tiring, right.
(12:55):
The way you fix this this is aproblem.
Okay.
The way you fix this is youtrain your people to think.
You train your people to beproblem solvers.
You don't make all theirproblems go away.
Okay, so I learned this fromBrian Tracing.
Okay, if you have not read thebook, eat that Frog 21 Ways to
(13:16):
Overcome Procrastinationexcellent book.
I recommend it everywhere.
In fact, it's a bestseller onAmazon and I think I'm the
reason because I've alwaysrecommended it to hundreds and
hundreds and hundreds andthousands of people.
Okay, he talked about like whensomebody comes in with a problem
that see them as if they had amonkey.
Right, they had a monkey ontheir shoulder and they came to
you and told you about it andthey took their monkey and left
(13:37):
their monkey on your table.
So imagine people keep doingthat and doing that and doing
that.
At the end of the day, you have25 monkeys on your table
driving you nuts.
My approach then became whensomebody comes and says the
vaccine shipment didn't come,what do we do?
I'm like what would you like todo?
And so when I started doingthat with my team, they're like
I don't know.
That's why I'm asking you.
I'm like perfect, so why don'tyou go think about it?
(13:59):
Come up with three solutions,okay, and come tell me and I'll
tell you which one and why.
Now, it takes more time.
Quote I don't do that, and themore you do it, the more
(14:20):
stressful your life will become.
I don't do that.
Now, what does that do?
Number one it makes them think.
And if you can have people whohave hands that work and brains
that think you are a blessedemployer.
Okay, number one is it helpsthem think.
Number two if you aredisciplined enough to tell them
what you would do and why, theneveryone becomes a masterclass
you're giving them in problemsolving.
You are transferring the wayyou think and the way you
problem solve to your team,which is a magical thing because
(14:43):
it gets to the point wherethey're like I know what Dr Una
will say, I know what Dr Georgewill say, I know what they'll
say because they've done thiswith you time and time again.
So when they come in and say, oh, I don't know this, blah, blah,
blah, blah, blah, I see it as amonkey.
I'm like you stay right there,you hold your monkey.
Okay, you hold your monkey, I'mnot taking your monkey, I don't
want your monkey on my table,okay.
And then I'm like you go figureit out.
(15:04):
You come back, you tell,execute.
And so I did this in mypractice and did it and did it.
I did it with my team andEntreeMD and did it and did it.
I do it with PMT, all mycompanies, so much so that I'm
surrounded by problem solvers,I'm surrounded with people with
high quality thinking.
I'm surrounded with that.
(15:26):
Okay, so being the only problemsolver is a nightmare.
And so the bigger your teamgets, the more stressed out you
are, the more mental clutter youhave, the more you want to
throw your entire business away.
The problem is not the business, the problem is you're the only
problem solver.
Okay.
So the builder has a problem,it's you.
Okay.
(15:46):
The coach has a problem, it'syou.
The VA has a problem, it's you.
Like, no, have them think, havethem think, okay.
Number three, third problem, isthat we create a culture.
So this is a personal culturefor the owner.
We create a culture where worktime bleeds into lifetime.
Okay, work time bleeds intolifetime.
(16:07):
So what does that mean?
What does that look like?
Okay, you're at work in yourpractice or in your, in your, in
your, whichever type ofbusiness you have, and you see
the patients all day.
This happened to me.
It was a turning point for me,right?
I see the patients all day.
I was gone in the morningbefore my kids came, you know,
got up.
(16:27):
I hadn't seen them all day.
I got home and my kids came tohang out with me and you, you
know these.
Hi, mom.
I'm like okay, hang on, let mego take a shower.
So I do all of that stuff and Icome out and I settle in
because I still have 20 undonenotes and I start charting.
And they come back in, theywant to come hang with mommy and
all that stuff, and I'm likeshoo, shoo, go away, I'm working
(16:49):
.
In that moment I thought I said,okay, they woke up in the
morning, I wasn't there, theywent through their day, I wasn't
there.
I got back home and I'm alsonot there and I'm like there is
something terribly wrong withthis.
(17:10):
And he said that if you don'tfocus I'm really paraphrasing
here If you don't focus, ifyou're not diligent, if you're
not a good steward of your hardtime, which is when you're at
work, then you're going to haveto give up your soft time, which
is your lifetime when you're athome.
Now I'm going to tell you thesolution.
I'll tell you what I did, butI'm going to break it down in a
(17:31):
way that you can get it, becauseit's again, it's a way of
thinking.
So for me, I had to start askingmyself the question, and you
know I'm a big fan of askingbetter questions.
The question then became howcan I do all my work at work so
that when I come home I can beat home.
And usually the answer to thatis you can't, because there's so
many patients, you can't finishall your notes.
(17:52):
Blah, blah, blah, da, da, da,da.
Okay, but the truth of thematter is, when there's a will,
there's a way, okay.
So for me, my solution thenbecame I would get to the office
and, as I saw the patients, Iwould chart, and I had an hour
for lunch and I would use 30minutes of that hour and 30
minutes of that hour and ifthere are any outstanding notes,
any administrative stuff Ineeded to do, whatever, I would
(18:15):
do it in that time.
I would document as I went,document as I went, and the goal
would be when I'm done, I'mdone, and if, for any reason,
I'm not done, my office opens at9.30.
That's a conversation for avery different day.
I would rather go into theoffice 30 minutes earlier and
finish thin than chart at home,and that became the end of me
(18:36):
charting at home.
I think after that I probablycharted at home three or four
times.
I would not chart at home.
And when doctors would comework with me, I'm like let me
show you how not to chart athome.
In fact, they would fight mefor access to the EHR, like for
remote access, so they can chartat home.
I'm like guy, it's better foryou to learn how to not need the
access.
They're asking me for theaccess, right, and to be fair,
(18:59):
you may say but, dr Una, I needtime for whatever.
Fine, you may say I need anextra hour after work to finish
everything I'm doing, that I'mgoing home, that's fine.
But you've made the decision.
You've made the decision thatthis is when I'm going to end my
workday and this is when I'mgoing to start my lifetime.
Whatever that is, then justdon't allow the work time to
bleed into the lifetime.
(19:19):
It's not about stopping at five, it's about stopping when you
determined you're going to stopNow.
Another way this shows up,especially for my cash pay
people, is when they start theirbusiness.
They say call me anytime.
I'm like what do you mean?
Call me anytime?
You don't want people to callyou anytime.
What are you talking about?
Right, call me anytime.
So people are calling them fornon-urgent things, you know,
(19:42):
late at night and all thesethings, and they feel obliged
that they have to do all thisstuff and so they're working all
the time, all the time.
So when you do that, you're notgiving yourself time to be
separate from your business.
You're not giving yourself timeto lean into family and truly
be present.
You're not giving yourself timeto be on vacation it's truly a
(20:03):
vacation.
You're not giving yourself thetime, the space to do any of
that.
You start feeling like you'rehandcuffed to your business.
That's the way it will startfeeling and I don't want that
for you.
That's what makes people throwaway their businesses.
Same thing with a coach, andpeople may tell you the only
time I'm available to be coachedis at night.
Now, in the beginning, you maybe available at night and maybe
that's what you want to do, buthello, you got to choose.
(20:26):
If it's not working for you,it's not working Right, okay.
So what is the solution to this?
It's boundaries, it'sboundaries, it's boundaries.
Tell people when you'reavailable for what and hold to
it for you.
Okay, entremdcom, forward slashmovement, you need to be in it
because this is where we focuson the three things that will
(21:00):
make any practice profitable.
We focus on filling yourschedule, helping you get paid
for the work you do and buildinga profitable team.
Okay, so three major things,major, major.
But anyway, the meeting we haveevery week is at 12 noon and
people are like why isn't it inthe evening?
Because I'm like, because Iwant you to be trained to do
your work at work.
(21:20):
I don't want you coming tolearn about your business in the
evening, I don't want you to dothat, I want you to do it in
the middle of the day.
It's a discipline, it's a newway of thinking, right?
Okay, so when we talk aboutefficiency, so in this time
block, how do I use this timeblock For you?
That may mean you leverage ascribe For you, that may mean
you leverage your team andyou're really only doing what
(21:42):
you do, what you can do, and theother stuff your team is taking
care of it.
So you can get more done inless time.
Right, you want to startthinking efficiency.
How can I do this in less time?
How can I do this in less time?
How can I do this in less time,so that my work time is my work
time and I'm able to spend mylifetime doing life stuff?
(22:03):
Right, and yes, of coursethere'll be the exception to the
rule someday when this happened, but it should be the exception
.
It should not be happeningoften and it should not be
routine.
So I want you to think aboutyour practice, your business,
your coaching business, whateverthat is right when you're not
the only revenue generator.
Multiple people have generatedrevenue.
(22:23):
For most people, this feelslike huh, I can breathe, right,
because now you're not the onlyperson doing it, and that's what
we teach you.
Like in the profitable privatepractice movement is building a
profitable team, like building ateam that is generating revenue
with you, okay.
So imagine a team where you'renot the only revenue generator.
You have multiple revenuegenerators, so if you decide to
stop and breathe, the businessdid not stop.
(22:43):
Imagine where you have multipleproblem solvers, where 80%, 90%
, 100% of your team members areproblem solvers, so you don't
have to bear the weight oftroubleshooting everything.
And then where you work hardwhen you're at work and you're
life hard when you're at life.
You know what I mean.
Like you get to do all that.
Think about how more yourpractice, your business, will be
(23:04):
more peaceful.
Your business most likely willbe more profitable because you
have more revenue generators andyou have more problem solvers.
Okay, you'll be able todisconnect, which most
entrepreneurs cannot disconnectfrom their.
Okay, you'll be able todisconnect which most
entrepreneurs cannot disconnectfrom their businesses.
You'll be able to disconnectfrom your businesses your
business to recharge and all ofthat stuff.
Just imagine what that will belike.
That is fantastic and it can beyours.
(23:26):
It can be yours.
I've done this with multiplecompanies.
It can be yours, okay.
So I want to invite you to do anaudit.
Who are the revenue generators,or am I the only revenue
generator?
Who are the problem solvers, oram I the only problem solver?
Like, do I have any boundaries?
Do I have a work time or am Ialways working Right?
I want you to do that and Iwant you to make the necessary
(23:46):
changes and I want you to startthat journey, okay, of building
a practice, of building abusiness that can work without
you.
Where you own the business thebusiness doesn't own you.
Where you don't create burnout,where you don't create a toxic
work environment, because youdeserve it.
Okay.
So I'm rooting for you.
Go implement these.
I can't wait to hear what youdo in your business with these
(24:10):
principles.
Rooting for you always.
See you on the next episode.
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