February 9, 2026 • 23 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
What if there was a way to take the thing that’s most stressful in your business right now and make it… not stressful?
Maybe there’s someone you need to hire. Maybe there’s someone you need to fire. Maybe you need to raise your prices or build a referral base.
What if you could finally tackle all these things you’ve been procrastinating on and just do them by default?
In this episode, I show you exactly how a client of mine did this just last week. I break down the strategy she used so you can create peace, clarity, and unstoppable forward momentum in your own business.
If you want to stop stressing over the hard stuff and start running your practice like a well-oiled system, this episode is for you.
Tune in!
—
Key Takeaways:Â
- 00:00 Intro
- 01:00 The Inside Scoop with Dr. UnaÂ
- 02:29 The most important mindset shiftÂ
- 03:52 How my client responded to a resignationÂ
- 09:46 Building a system for hiring and onboardingÂ
- 13:39 Practical steps to building systemsÂ
- 21:01 My challenge for youÂ
- 21:39 OutroÂ
Additional Resources:
- Learn more about my 12-month program.Â
- Interested in 1-on-1 coaching? Apply here.
- Grab a copy of the "The 7-Figure Physician CEO" book.Â
When you are ready to work with us, here are three ways:
- Â The Profitable Private Practice Movement - If you want to build a thriving private practice that serves a lot of patients, while creating time and financial freedom for you, come join us here.Â
- 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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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (01:07):
What if there was a way to take the thing that was
most stressful in your businessright now and make it not
stressful?
What if you are able to take thethings that you keep
procrastinating andprocrastinating on and you
become this person who just doesit by default?
Well, this is the deal.
You can do that, and I am gonnashow you on this episode how a
(01:28):
client of mine did this just aweek ago, and it is going to
blow your mind and it's going togive you a strategy you can use
to create so much peace andquiet and forward momentum in
your business.
You will absolutely love it.
SPEAKER_00 (01:41):
Hi, dogs.
Welcome to the Entre MD Podcast,where it's all about helping
amazing physicians just like youembrace entrepreneurship so you
can have the freedom to livelife and practice medicine on
your terms.
I'm your host, Dr.
Una.
SPEAKER_01 (01:59):
Before we get into that, I am so excited about a
project that is going to reallyhelp you in your business.
As we got into the new year, Istarted thinking about how I
could support physicians at thehighest level.
And one of the things that Idecided to do is to relaunch an
email newsletter.
(02:20):
And this email newsletter iscalled The Inside Scoop with Dr.
Una.
And what I'm going to do in thatnewsletter is every single week,
I am going to come on and I amgoing to share with you things
I'm working on actively in mybusinesses, right?
So I have a private practice, Ihave entree MD, I have a SaaS
company, I have a nonprofit,right?
(02:42):
And I have a marketing agency.
I have so many differentbusinesses, so many different
models, and we're constantlytrying new things.
And the reason for that is Iunderstand that I need to be in
the trenches in order to servethe physician community the way
I'm supposed to serve thephysician community, right?
I have to be doing it, right?
And so I am going to sharebehind the scenes the wins, the
(03:07):
missteps, the things I'm tryingout, the things that, you know,
created big results for us, allof that stuff, right?
And I want you to sign up tocome join us.
It is ontramd.com forward slashscoop.
Okay.
So it's called Insight theInsight Scoop.
So onTramD.com forward slashscoop.
It is going to be something thatwill be so powerful for you to
(03:28):
read every single week.
So it would kind of be from mydesk to your desk.
Okay.
Just like we were having coffeeand we're chatting.
All right.
Okay.
So this story that I'm about totell you, I think it got me
really excited because it wasn'tan isolated story.
In the entrepreneurial businessschool scale, which is the tier
for doctors doing over a millionin revenue, we were having a
(03:51):
meeting.
And in the beginning, they weresharing, you know, what was
going on in their businesses,the wins they were having, and
all of those things.
And it was so fascinatingbecause three people on the same
call celebrated what everybodyelse will call a challenge.
One of the docs said, you know,that a clinician in her practice
resigned.
Another person said she had beenthinking about, you know,
(04:13):
dehiring this person who was nota good fit for their role, and
she did it.
And the third person was like,yeah, I had to fire somebody
else.
So I want you to think aboutthis.
And then they didn't say itlike, oh, my life sucks.
This is what is going on.
Business sucks.
This is what is going on.
They were sharing it like theseare wins and we're proud of
ourselves and all of thesethings.
And I said, okay.
I said, I don't know if you guysnoticed, but I've been looking
(04:33):
forward to this day.
I've been looking forward to theday where things that seemed so
challenging in the past, we'reable to handle them like bosses,
and we're proud of the way wehandled them.
So anyway, let's talk about thisdoc, okay?
And then we're gonna deconstructwhat happened here.
And I like telling this storybecause these are the kind of
things that are gonna behappening on inside the scoop
(04:54):
with Dr.
Una, where we talk, not insidethe scoop, the inside scoop with
Dr.
Una, where we're gonna talkabout all these things.
And so this doctor came on andshe said that a clinician had
turned in their resignation.
And when we say the one line,it's like, yeah, yeah, they
turned in their resignation, butlet's think about it, right?
I know her.
So I know what happened was shehad done a good job of
(05:17):
interviewing this person,interviewing other people,
screening and choosing her,onboarding her, training her in
her role, and training her onthe clinical side as well, the
ongoing training, all of thosethings.
Okay.
And so when you do all of that,and then a team member says, I'm
done, like here's my notice,that hurts.
(05:42):
Okay.
And that hurts so much so that Iknow of many clinicians who,
because it was, you know, hardto hire, hard to keep people,
and things like that, they quiton it.
I know pediatricians who work uptheir own patients, give their
own vaccines, and all they'drather do that than build a
robust team.
I know people who, you know,there's certain types of people
(06:05):
they would not hire.
They would not hire doctors orthey would not hire office
managers, they will hire, youknow, support staff, and they do
that because they've been burnedbefore, right?
Okay, so what happened waspretty significant, right?
Where you trained somebody allthis time and you made plans
based on the person.
I'm sure the year, the goals forthe year, the calculations
included this person, all ofthat stuff.
(06:26):
And so it's challenging.
This is what happened.
And you may not be in a positionwhere it's a resignation, but I
want you to think aboutsomething else that is stressful
in your business, maybesomething you've been afraid of.
It's something that you're like,I can't handle this.
This is too much.
Okay.
So when she shared it, she thensaid, but it's okay.
(06:48):
She was like, I'm so proud ofmyself because I was like,
that's okay.
You know, she didn't have anymind drama around it.
She was somewhat shocked, butshe didn't have any mind drama
about it.
And she was like, we'll be okay.
Okay.
And she shared her win to say,this is a mindset win.
I'm so proud of myself.
The way I responded a year ago,two years ago, three years ago,
(07:10):
I would not have responded likethis.
And we celebrated her, right?
We acknowledged that and all ofthat.
And I said, okay, well, this isthe deal.
I know you said it's a mindsetwin, but I want to point out
some other things you said foryou to understand that it's a
lot more than a mindset win.
So let's start from the mindsetwin.
There are some things that, youknow, as we understand them, as
(07:32):
we run our businesses, it makesbusiness a lot better.
For instance, can we hope thatnobody leaves our practices, our
businesses?
No.
Is there going to be someturnover?
Yes.
Is that okay?
Yes.
If you think about the biggestcompanies, Starbucks, Pepsi,
Coca-Cola, Amazon, all thisstuff, they have vice presidents
(07:55):
leave.
Right?
Like, yes, it may be challengingto replace a nurse practitioner,
replace a doctor, or replace anoffice manager, or replace an
OBM, or place a VA and all ofthose things, but we're talking
vice president.
Like, I'm sure it's a short listof people who could be a vice
president of Pepsi, of Pepsi orCoca-Cola or any of these
(08:15):
companies, right?
And the companies do just fine.
And the companies have had todeal with this for decades, and
they're doing just fine, right?
And so, yes, will people leave?
People will leave.
Can you control that?
No.
Can you control how you respond?
Yes, right?
Are there ways to make this moreseamless?
Yes.
So we focus on that, right?
So anyway, so she has this wholemindset win.
(08:37):
But I said to her, I said, letme point out some things you
said and let me show you why itwas drama-free for you.
Okay.
And as I talk about this, I wantyou to think about the challenge
I'm facing now.
If I were to face it again twoyears from now, what would need
to happen for this to bedrama-free?
Okay.
So the first thing is she said,well, we have a number of people
(09:00):
who have reached out to us whosaid, if you're ever looking to
hire a clinician for this role,I would love to be considered.
So, first of all, she had apipeline of qualified potential
clinicians, right?
She had a pipeline of them.
Why?
Because she had built the brandas a place that is a good place
(09:21):
to work, as a place where, youknow, we're constantly hiring
and things like that.
And so, because of that, shekept getting offers.
I know she speaks on a lot ofstages, she's active in her
community and all of that.
So now she doesn't like thinkabout it for patients or for
clients, if you're a coach andstuff like that, you could have
a pipeline of clients, but shehas a pipeline of potential
(09:44):
employees.
And so, because of that, yes,yes, if someone says, okay, this
is my resignation, you know thatyou don't have to start the
process from the beginning,right?
So, where do you need to createa pipeline?
Where do you need to create planB, plan C, plan D?
And this for some of you, it maynot even be with hiring, it may
(10:05):
be with, you know, with howpatients find you.
It may be your patient pipelinebecause you started and you got
away with word of mouth alone.
But one is always a dangerousnumber in business, right?
So, what is your plan B?
What if this person, yourbiggest referral source,
determine decides, I'm no longersending patients to you?
We got acquired by the hospitaland we need to send everybody to
(10:27):
the hospital.
What are you going to do then?
What are you going to do then?
Right.
So we don't want to wait andthen just see what's what
happens.
We want to be proactive.
So was she actively looking tohire?
Not necessarily, but what didshe build a pipeline?
Yes.
Yes, she did.
Right.
So do you see why I was sayingit was not just mindset.
There were things that she didto bring herself to the place
(10:49):
where something that should beso stressful was not stressful
at all.
Okay.
Okay.
The second thing she did, andthis is something we work so
hard on in the entrepreneurialbusiness school, is that she
built a hiring system.
Okay.
Notice I didn't say she learnedhow to hire, which of course she
learned how to hire, but shebuilt a hiring system.
(11:09):
So what does that mean?
Okay.
There is a system for how wefind people to interview.
There is a system for how weinterview these people.
There is a system for how wescreen them after we're done
interviewing them.
And there is a system foronboarding them.
Okay.
(11:30):
So let's break this down.
So as far as where do we findthem from, okay, they have the
pipeline that they've alreadybuilt of people who are
interested.
They have organizations they cantalk to.
She's built a nice social mediafollowing.
She can post that on socialmedia, post that on LinkedIn,
right?
So it's not like, oh, where arewe going to find these people
from?
This is a predetermined thing.
(11:51):
Okay.
This is where we will find them.
So now that this person has putin their resignation, they know
exactly where to go to startreaching out to say, we are
hiring.
So that's that's the first partof this system.
Okay.
The second part of the system isthe interview, right?
Now we are very, you know, likeif you follow the entrepreneur B
(12:11):
model, you'll realize that whenwe talk about hiring, we talk,
we start from the key resultareas, like what do we want this
person to do?
So now they're not justinterviewing to interview and
ask questions and you know,magically see if this person is
a good fit.
No, they know exactly what theywant this role to do.
They know exactly who will be agood fit for the role, they know
who will not be a good fit forthe role and all of these
(12:32):
things.
They understand the pet peevesof who they've liked working
with or who they've not likedworking with.
So guess what happens in theinterview?
They're looking for thesethings.
Will this person be able tohandle these outcomes?
Will that does this person fitthe mold of who is a good fit
for this job?
Does this person maybe theydon't?
They fit the mold for a personwho's not a good job.
Are there pet peeves that wejust don't want to deal with
(12:53):
that this person has?
So it is exploration, it's notrandom questions that are being
asked.
Okay?
So they know how to find thesepeople, they know how to
interview these people, theyknow how to onboard these
people.
And it's a system, it's notreinvented every single time.
I know for a fact that she hastons of trainings that are
(13:14):
recorded and they have a portaland all these things.
So it's so much easier toonboard somebody else, right?
Okay, so they have that.
And then they have thescreening.
So when we're done with all thisstuff, this is how we select.
Like all these things are done.
The ongoing trainings, all thesethings are done.
They've supported so many peoplethat they're like, these are the
ways to support our people sothat they can show up at the
(13:35):
highest level and serve ourpatients in the highest possible
way.
She had built a system.
So again, the question you haveto ask yourself is what system
do I need to build so that theheavy, ginormous heavy lifting
that I'm doing, I don't have todo it over and over again.
Okay, now I will tell yousomething funny.
(13:56):
In 2025, I made the decisionthat I'm going to make the
transition from being a coach tobeing an engineer.
And you'll say, What are youtalking about, Dr.
Una?
I made the transition fromsomebody who gets people results
to somebody who builds a systemthat gets people results.
(14:17):
Now, on the outside, it won'tlook any different.
I'm still running my calls, I'mdoing my podcasts, I'm doing all
these things, but I'm alsobuilding assets and systems and
tech leverage tools and all ofthese things to make sure that
my frameworks and the way Isupport people has been put into
a system, right?
It's not random.
It's not, oh, whatever I feellike when I wake up in the
(14:38):
morning.
No, everything is put into asystem so I can help people get
results faster, easier, cheaper,bigger, right?
Okay.
So where do you need to build asystem?
Maybe you need a hiring system,maybe you need an interviewing
system, right?
Maybe you need an onboardingsystem, maybe you need a system
around your team meetings.
Think about the things you doover and over and over again.
(14:59):
Are you always reinventing thewill or have you built a system?
Now, these things I'm talkingabout, right?
You build pipelines, you buildsystems.
There's so many things thatyou've always worried about and
always had an issue with thatthey just go away.
You've procrastinated, they justgo away.
You have mind drama around, theyjust go away.
Okay.
So systems are awesome.
(15:19):
Systems are awesome.
They're just flat out, amazing.
Okay.
So I broke it down to her.
So I was like, okay, you havethis pipeline, you have this
hiring system, you have thisonboarding system.
So because of these threethings, when somebody tells you,
I resign, this is myresignation, all right?
I'll be gone in whatever twoweeks, one month, two months,
(15:39):
whatever it is.
You're like, okay, I know whereto find the next person from.
I understand how we're going tohire this person, right?
Like what we're going to do withthe interview, what we're going
to do with the screening processand all of those things.
And I know how to onboard thisperson and get this person up to
speed in X number of days.
It's almost like you were in amild accident and you had your
(16:02):
seatbelt on, right?
It's like we're going to beokay, right?
Because you have your plan B,you have your plan C, you have
your plan D.
And if you can learn to run yourbusiness this way, it will put
you in a position whereeverything is more peaceful.
So in all the programs I run,okay, so we have the profitable
(16:23):
private practice movement, whichis specifically for private
practice owners, and we have theentrepreneur business school
grow and scale.
Okay, so we have two tiersthere.
One tier is for the doctors whoare doing over a million in
revenue.
And in all of them, what I tryto help people to do is to
install systems in theirbusinesses, right?
What is your overarchingmarketing system?
(16:46):
What is your content system?
What is your referral-basedsystem?
What is your getting paidsystem, right?
And so in the on-tramed businessschool, we call that the revenue
generation framework, right?
Like how do you install that in?
We don't want to start from thebeginning from scratch every
single time.
We want to build systemsperiodically, right?
(17:11):
And as we do that, every timeyou install a new system,
there's more peace and quiet andconfidence in your business
every single time.
So this is really cool.
What it does is building thesesystems, it removes guesswork,
it removes chaos.
Okay.
It removes it removes chaos.
So how would I build a system?
(17:31):
Well, for instance, I need tobuild a referral base for my
business.
I know this is the thing thatwill make the biggest
difference.
We have to have a doctor in theentrepreneur business school.
She's so clear that this is herzone of genius and she is
working it.
I'm like, nobody is ready forwhere she's going to be 12
months from now.
Okay.
Okay.
So how do you build a system?
And I could give you complicatedstuff with graphs and pie charts
(17:53):
and all these things, but I wantyou to hear this.
It's so simple.
The way I'm going to describe itis so simple.
What do I want you to do?
I want you to learn how to dosomething.
I want you to do it until youget competent at it.
And I want you to iterate everytime you do it.
Once you document that, that'sthe system.
So, for instance, for thisdoctor with her team, like I
(18:15):
know she has a really niceonboarding system.
What did she do?
She onboarded them and onboardedthem and onboarded them.
And she could see like a yellowbrick road.
Like, this is what we need to doto onboard them because she was
iterating each time.
She documented that.
That is now an onboardingsystem, right?
(18:35):
You want to build a referralbase, but you're scared of
talking to people.
You haven't even done it.
You come into one of ourprograms, you're in PPPM, you're
in the on-training businessschool.
You learn how to build areferral system.
So you learn it, right?
You learn it.
Then you go out there and you doit.
In the beginning, yes, you'll benervous.
Yes, it'll be, you know, and allthose things.
And it's fine.
So you start doing it.
(18:57):
You start talking to the people.
When you talk to a number ofpeople, you feel you get a feel
for okay, these are the bestkind of referrals to me for me.
This is the best way to followup.
This is the best way to stay intouch.
This is the best way to keep theno, like, and trust factor on
all-time high.
This is the best way to get onereferral source to give me
another referral source.
You keep iterating and then youdocument that, and that becomes
(19:18):
your custom system.
Okay, how do we do teammeetings?
Like somebody asked me thatquestion.
Let me think of how they put it.
Oh, I have these team meetings.
How do I stop them from gettingaway from me?
Like, you know, do did weactually do what we set out to
do and all of those things?
And I said, Oh my goodness, thisis how you do that.
You make it a formula.
What did I mean by that?
You make it a system, right?
(19:39):
Okay, so you learn how to runthese meetings.
We teach this in all ourprograms, right?
Like, this is how you run teammeetings.
Okay, so you learn it, then yougo start doing it.
And every time you do it, youiterate, you do it better,
you're more confident with it.
You it resonates with your teambetter.
You know how to gather theattention of your team and all
of those things.
You understand how to do it andmake it metrics-based.
(20:01):
You do it and do it and iterateand iterate, and then it becomes
a system.
Like this is the way we do teammeetings here.
So imagine the doctor who has tocome, oh, I have a team meeting.
What am I gonna talk about?
How are we gonna do it?
And they do that every week.
Do you know the amount of mentalclutter?
If you did your meetings onMonday, from Thursday, the week
before, you're already thinkingabout what's the meeting, what
(20:22):
am I gonna talk about?
I talked about that already orwhatever.
Veras, if you learned how to doit and you did it until you were
competent, and then you keptiterating as you were doing it,
you have a system.
This is our meeting, this is howlong it lasts, this is what we
start with, this is where we gowith this, this is where we have
our discussion.
The and then at the end of it,we have our next steps for
(20:43):
everybody.
Boom, we're done.
And you have the most impactful60-minute meaning that you
didn't have to think about,right?
Okay, so I'm going to come backto where we started from.
And that is this.
What if I could show you how totake the things that are most
stressful in your business andmake them not stressful?
Take the places where you hadmind drama and replace it with
(21:05):
peace.
And take the places where you'reconstantly procrastinating
because it's too much work, andyou're right, it's too much work
if you need to reinvent the willevery single time.
What if you could take up allthose places and become and you
just become this person who doeswhat needs to be done when it
needs to be done, whether youfeel like it or not, by default?
You could be there, but it willrequire that you become a system
(21:26):
builder.
And it is more a mindset than anactivity.
You just think that way.
I can't keep doing this over andover.
Like imagine if trees needed tobe created every single year,
like from scratch.
No, you have the tree, you putthe reproductive system in the
tree, and that tree makes newtrees forever.
I want to invite you to become asystem builder.
(21:48):
Be an engineer like me.
You're a system builder, and youbuild systems that will help
your business be more consistentwith the way it delivers,
deliver at the highest level,and it brings you, the owner, so
much peace.
So much peace, so much timesaved, so much mental clutter
gotten rid of.
Okay.
Okay.
(22:08):
So, what do I want you to do?
I want you to decide that thisis who you are now.
Okay.
I want you to sign up for theinside scoop with Dr.
Una, my new email newsletter.
If you haven't done thatalready, okay, on framd.com
forward slash scoop, becausethese are the kind of things
we're going to talk about, thewins and deconstruct it.
Like how did this happen?
(22:29):
Okay, this is what we're goingto do.
And then I want you to go andplay around with your first
system.
Find something, anything,because it's about developing a
mindset and a way of doingthings.
Find anything.
Build a system, start building asystem around it.
Learn, do it to your competent,iterate each time, document it,
boom, system is here.
Okay.
I am rooting for you.
And I love celebrating that youget time back, that you get
(22:53):
mental clarity back, that youget bigger results with more
peace and calm.
Okay.
Rooting for you.
I'll see you on the next episodeof the On Friendly Podcast.
What if there was a way to take the thing that was
most stressful in your businessright now and make it not
stressful?
What if you are able to take thethings that you keep
procrastinating andprocrastinating on and you
become this person who just doesit by default?
Well, this is the deal.
You can do that, and I am gonnashow you on this episode how a
(01:28):
client of mine did this just aweek ago, and it is going to
blow your mind and it's going togive you a strategy you can use
to create so much peace andquiet and forward momentum in
your business.
You will absolutely love it.
SPEAKER_00 (01:41):
Hi, dogs.
Welcome to the Entre MD Podcast,where it's all about helping
amazing physicians just like youembrace entrepreneurship so you
can have the freedom to livelife and practice medicine on
your terms.
I'm your host, Dr.
Una.
SPEAKER_01 (01:59):
Before we get into that, I am so excited about a
project that is going to reallyhelp you in your business.
As we got into the new year, Istarted thinking about how I
could support physicians at thehighest level.
And one of the things that Idecided to do is to relaunch an
email newsletter.
(02:20):
And this email newsletter iscalled The Inside Scoop with Dr.
Una.
And what I'm going to do in thatnewsletter is every single week,
I am going to come on and I amgoing to share with you things
I'm working on actively in mybusinesses, right?
So I have a private practice, Ihave entree MD, I have a SaaS
company, I have a nonprofit,right?
(02:42):
And I have a marketing agency.
I have so many differentbusinesses, so many different
models, and we're constantlytrying new things.
And the reason for that is Iunderstand that I need to be in
the trenches in order to servethe physician community the way
I'm supposed to serve thephysician community, right?
I have to be doing it, right?
And so I am going to sharebehind the scenes the wins, the
(03:07):
missteps, the things I'm tryingout, the things that, you know,
created big results for us, allof that stuff, right?
And I want you to sign up tocome join us.
It is ontramd.com forward slashscoop.
Okay.
So it's called Insight theInsight Scoop.
So onTramD.com forward slashscoop.
It is going to be something thatwill be so powerful for you to
(03:28):
read every single week.
So it would kind of be from mydesk to your desk.
Okay.
Just like we were having coffeeand we're chatting.
All right.
Okay.
So this story that I'm about totell you, I think it got me
really excited because it wasn'tan isolated story.
In the entrepreneurial businessschool scale, which is the tier
for doctors doing over a millionin revenue, we were having a
(03:51):
meeting.
And in the beginning, they weresharing, you know, what was
going on in their businesses,the wins they were having, and
all of those things.
And it was so fascinatingbecause three people on the same
call celebrated what everybodyelse will call a challenge.
One of the docs said, you know,that a clinician in her practice
resigned.
Another person said she had beenthinking about, you know,
(04:13):
dehiring this person who was nota good fit for their role, and
she did it.
And the third person was like,yeah, I had to fire somebody
else.
So I want you to think aboutthis.
And then they didn't say itlike, oh, my life sucks.
This is what is going on.
Business sucks.
This is what is going on.
They were sharing it like theseare wins and we're proud of
ourselves and all of thesethings.
And I said, okay.
I said, I don't know if you guysnoticed, but I've been looking
(04:33):
forward to this day.
I've been looking forward to theday where things that seemed so
challenging in the past, we'reable to handle them like bosses,
and we're proud of the way wehandled them.
So anyway, let's talk about thisdoc, okay?
And then we're gonna deconstructwhat happened here.
And I like telling this storybecause these are the kind of
things that are gonna behappening on inside the scoop
(04:54):
with Dr.
Una, where we talk, not insidethe scoop, the inside scoop with
Dr.
Una, where we're gonna talkabout all these things.
And so this doctor came on andshe said that a clinician had
turned in their resignation.
And when we say the one line,it's like, yeah, yeah, they
turned in their resignation, butlet's think about it, right?
I know her.
So I know what happened was shehad done a good job of
(05:17):
interviewing this person,interviewing other people,
screening and choosing her,onboarding her, training her in
her role, and training her onthe clinical side as well, the
ongoing training, all of thosethings.
Okay.
And so when you do all of that,and then a team member says, I'm
done, like here's my notice,that hurts.
(05:42):
Okay.
And that hurts so much so that Iknow of many clinicians who,
because it was, you know, hardto hire, hard to keep people,
and things like that, they quiton it.
I know pediatricians who work uptheir own patients, give their
own vaccines, and all they'drather do that than build a
robust team.
I know people who, you know,there's certain types of people
(06:05):
they would not hire.
They would not hire doctors orthey would not hire office
managers, they will hire, youknow, support staff, and they do
that because they've been burnedbefore, right?
Okay, so what happened waspretty significant, right?
Where you trained somebody allthis time and you made plans
based on the person.
I'm sure the year, the goals forthe year, the calculations
included this person, all ofthat stuff.
(06:26):
And so it's challenging.
This is what happened.
And you may not be in a positionwhere it's a resignation, but I
want you to think aboutsomething else that is stressful
in your business, maybesomething you've been afraid of.
It's something that you're like,I can't handle this.
This is too much.
Okay.
So when she shared it, she thensaid, but it's okay.
(06:48):
She was like, I'm so proud ofmyself because I was like,
that's okay.
You know, she didn't have anymind drama around it.
She was somewhat shocked, butshe didn't have any mind drama
about it.
And she was like, we'll be okay.
Okay.
And she shared her win to say,this is a mindset win.
I'm so proud of myself.
The way I responded a year ago,two years ago, three years ago,
(07:10):
I would not have responded likethis.
And we celebrated her, right?
We acknowledged that and all ofthat.
And I said, okay, well, this isthe deal.
I know you said it's a mindsetwin, but I want to point out
some other things you said foryou to understand that it's a
lot more than a mindset win.
So let's start from the mindsetwin.
There are some things that, youknow, as we understand them, as
(07:32):
we run our businesses, it makesbusiness a lot better.
For instance, can we hope thatnobody leaves our practices, our
businesses?
No.
Is there going to be someturnover?
Yes.
Is that okay?
Yes.
If you think about the biggestcompanies, Starbucks, Pepsi,
Coca-Cola, Amazon, all thisstuff, they have vice presidents
(07:55):
leave.
Right?
Like, yes, it may be challengingto replace a nurse practitioner,
replace a doctor, or replace anoffice manager, or replace an
OBM, or place a VA and all ofthose things, but we're talking
vice president.
Like, I'm sure it's a short listof people who could be a vice
president of Pepsi, of Pepsi orCoca-Cola or any of these
(08:15):
companies, right?
And the companies do just fine.
And the companies have had todeal with this for decades, and
they're doing just fine, right?
And so, yes, will people leave?
People will leave.
Can you control that?
No.
Can you control how you respond?
Yes, right?
Are there ways to make this moreseamless?
Yes.
So we focus on that, right?
So anyway, so she has this wholemindset win.
(08:37):
But I said to her, I said, letme point out some things you
said and let me show you why itwas drama-free for you.
Okay.
And as I talk about this, I wantyou to think about the challenge
I'm facing now.
If I were to face it again twoyears from now, what would need
to happen for this to bedrama-free?
Okay.
So the first thing is she said,well, we have a number of people
(09:00):
who have reached out to us whosaid, if you're ever looking to
hire a clinician for this role,I would love to be considered.
So, first of all, she had apipeline of qualified potential
clinicians, right?
She had a pipeline of them.
Why?
Because she had built the brandas a place that is a good place
(09:21):
to work, as a place where, youknow, we're constantly hiring
and things like that.
And so, because of that, shekept getting offers.
I know she speaks on a lot ofstages, she's active in her
community and all of that.
So now she doesn't like thinkabout it for patients or for
clients, if you're a coach andstuff like that, you could have
a pipeline of clients, but shehas a pipeline of potential
(09:44):
employees.
And so, because of that, yes,yes, if someone says, okay, this
is my resignation, you know thatyou don't have to start the
process from the beginning,right?
So, where do you need to createa pipeline?
Where do you need to create planB, plan C, plan D?
And this for some of you, it maynot even be with hiring, it may
(10:05):
be with, you know, with howpatients find you.
It may be your patient pipelinebecause you started and you got
away with word of mouth alone.
But one is always a dangerousnumber in business, right?
So, what is your plan B?
What if this person, yourbiggest referral source,
determine decides, I'm no longersending patients to you?
We got acquired by the hospitaland we need to send everybody to
(10:27):
the hospital.
What are you going to do then?
What are you going to do then?
Right.
So we don't want to wait andthen just see what's what
happens.
We want to be proactive.
So was she actively looking tohire?
Not necessarily, but what didshe build a pipeline?
Yes.
Yes, she did.
Right.
So do you see why I was sayingit was not just mindset.
There were things that she didto bring herself to the place
(10:49):
where something that should beso stressful was not stressful
at all.
Okay.
Okay.
The second thing she did, andthis is something we work so
hard on in the entrepreneurialbusiness school, is that she
built a hiring system.
Okay.
Notice I didn't say she learnedhow to hire, which of course she
learned how to hire, but shebuilt a hiring system.
(11:09):
So what does that mean?
Okay.
There is a system for how wefind people to interview.
There is a system for how weinterview these people.
There is a system for how wescreen them after we're done
interviewing them.
And there is a system foronboarding them.
Okay.
(11:30):
So let's break this down.
So as far as where do we findthem from, okay, they have the
pipeline that they've alreadybuilt of people who are
interested.
They have organizations they cantalk to.
She's built a nice social mediafollowing.
She can post that on socialmedia, post that on LinkedIn,
right?
So it's not like, oh, where arewe going to find these people
from?
This is a predetermined thing.
(11:51):
Okay.
This is where we will find them.
So now that this person has putin their resignation, they know
exactly where to go to startreaching out to say, we are
hiring.
So that's that's the first partof this system.
Okay.
The second part of the system isthe interview, right?
Now we are very, you know, likeif you follow the entrepreneur B
(12:11):
model, you'll realize that whenwe talk about hiring, we talk,
we start from the key resultareas, like what do we want this
person to do?
So now they're not justinterviewing to interview and
ask questions and you know,magically see if this person is
a good fit.
No, they know exactly what theywant this role to do.
They know exactly who will be agood fit for the role, they know
who will not be a good fit forthe role and all of these
(12:32):
things.
They understand the pet peevesof who they've liked working
with or who they've not likedworking with.
So guess what happens in theinterview?
They're looking for thesethings.
Will this person be able tohandle these outcomes?
Will that does this person fitthe mold of who is a good fit
for this job?
Does this person maybe theydon't?
They fit the mold for a personwho's not a good job.
Are there pet peeves that wejust don't want to deal with
(12:53):
that this person has?
So it is exploration, it's notrandom questions that are being
asked.
Okay?
So they know how to find thesepeople, they know how to
interview these people, theyknow how to onboard these
people.
And it's a system, it's notreinvented every single time.
I know for a fact that she hastons of trainings that are
(13:14):
recorded and they have a portaland all these things.
So it's so much easier toonboard somebody else, right?
Okay, so they have that.
And then they have thescreening.
So when we're done with all thisstuff, this is how we select.
Like all these things are done.
The ongoing trainings, all thesethings are done.
They've supported so many peoplethat they're like, these are the
ways to support our people sothat they can show up at the
(13:35):
highest level and serve ourpatients in the highest possible
way.
She had built a system.
So again, the question you haveto ask yourself is what system
do I need to build so that theheavy, ginormous heavy lifting
that I'm doing, I don't have todo it over and over again.
Okay, now I will tell yousomething funny.
(13:56):
In 2025, I made the decisionthat I'm going to make the
transition from being a coach tobeing an engineer.
And you'll say, What are youtalking about, Dr.
Una?
I made the transition fromsomebody who gets people results
to somebody who builds a systemthat gets people results.
(14:17):
Now, on the outside, it won'tlook any different.
I'm still running my calls, I'mdoing my podcasts, I'm doing all
these things, but I'm alsobuilding assets and systems and
tech leverage tools and all ofthese things to make sure that
my frameworks and the way Isupport people has been put into
a system, right?
It's not random.
It's not, oh, whatever I feellike when I wake up in the
(14:38):
morning.
No, everything is put into asystem so I can help people get
results faster, easier, cheaper,bigger, right?
Okay.
So where do you need to build asystem?
Maybe you need a hiring system,maybe you need an interviewing
system, right?
Maybe you need an onboardingsystem, maybe you need a system
around your team meetings.
Think about the things you doover and over and over again.
(14:59):
Are you always reinventing thewill or have you built a system?
Now, these things I'm talkingabout, right?
You build pipelines, you buildsystems.
There's so many things thatyou've always worried about and
always had an issue with thatthey just go away.
You've procrastinated, they justgo away.
You have mind drama around, theyjust go away.
Okay.
So systems are awesome.
(15:19):
Systems are awesome.
They're just flat out, amazing.
Okay.
So I broke it down to her.
So I was like, okay, you havethis pipeline, you have this
hiring system, you have thisonboarding system.
So because of these threethings, when somebody tells you,
I resign, this is myresignation, all right?
I'll be gone in whatever twoweeks, one month, two months,
(15:39):
whatever it is.
You're like, okay, I know whereto find the next person from.
I understand how we're going tohire this person, right?
Like what we're going to do withthe interview, what we're going
to do with the screening processand all of those things.
And I know how to onboard thisperson and get this person up to
speed in X number of days.
It's almost like you were in amild accident and you had your
(16:02):
seatbelt on, right?
It's like we're going to beokay, right?
Because you have your plan B,you have your plan C, you have
your plan D.
And if you can learn to run yourbusiness this way, it will put
you in a position whereeverything is more peaceful.
So in all the programs I run,okay, so we have the profitable
(16:23):
private practice movement, whichis specifically for private
practice owners, and we have theentrepreneur business school
grow and scale.
Okay, so we have two tiersthere.
One tier is for the doctors whoare doing over a million in
revenue.
And in all of them, what I tryto help people to do is to
install systems in theirbusinesses, right?
What is your overarchingmarketing system?
(16:46):
What is your content system?
What is your referral-basedsystem?
What is your getting paidsystem, right?
And so in the on-tramed businessschool, we call that the revenue
generation framework, right?
Like how do you install that in?
We don't want to start from thebeginning from scratch every
single time.
We want to build systemsperiodically, right?
(17:11):
And as we do that, every timeyou install a new system,
there's more peace and quiet andconfidence in your business
every single time.
So this is really cool.
What it does is building thesesystems, it removes guesswork,
it removes chaos.
Okay.
It removes it removes chaos.
So how would I build a system?
(17:31):
Well, for instance, I need tobuild a referral base for my
business.
I know this is the thing thatwill make the biggest
difference.
We have to have a doctor in theentrepreneur business school.
She's so clear that this is herzone of genius and she is
working it.
I'm like, nobody is ready forwhere she's going to be 12
months from now.
Okay.
Okay.
So how do you build a system?
And I could give you complicatedstuff with graphs and pie charts
(17:53):
and all these things, but I wantyou to hear this.
It's so simple.
The way I'm going to describe itis so simple.
What do I want you to do?
I want you to learn how to dosomething.
I want you to do it until youget competent at it.
And I want you to iterate everytime you do it.
Once you document that, that'sthe system.
So, for instance, for thisdoctor with her team, like I
(18:15):
know she has a really niceonboarding system.
What did she do?
She onboarded them and onboardedthem and onboarded them.
And she could see like a yellowbrick road.
Like, this is what we need to doto onboard them because she was
iterating each time.
She documented that.
That is now an onboardingsystem, right?
(18:35):
You want to build a referralbase, but you're scared of
talking to people.
You haven't even done it.
You come into one of ourprograms, you're in PPPM, you're
in the on-training businessschool.
You learn how to build areferral system.
So you learn it, right?
You learn it.
Then you go out there and you doit.
In the beginning, yes, you'll benervous.
Yes, it'll be, you know, and allthose things.
And it's fine.
So you start doing it.
(18:57):
You start talking to the people.
When you talk to a number ofpeople, you feel you get a feel
for okay, these are the bestkind of referrals to me for me.
This is the best way to followup.
This is the best way to stay intouch.
This is the best way to keep theno, like, and trust factor on
all-time high.
This is the best way to get onereferral source to give me
another referral source.
You keep iterating and then youdocument that, and that becomes
(19:18):
your custom system.
Okay, how do we do teammeetings?
Like somebody asked me thatquestion.
Let me think of how they put it.
Oh, I have these team meetings.
How do I stop them from gettingaway from me?
Like, you know, do did weactually do what we set out to
do and all of those things?
And I said, Oh my goodness, thisis how you do that.
You make it a formula.
What did I mean by that?
You make it a system, right?
(19:39):
Okay, so you learn how to runthese meetings.
We teach this in all ourprograms, right?
Like, this is how you run teammeetings.
Okay, so you learn it, then yougo start doing it.
And every time you do it, youiterate, you do it better,
you're more confident with it.
You it resonates with your teambetter.
You know how to gather theattention of your team and all
of those things.
You understand how to do it andmake it metrics-based.
(20:01):
You do it and do it and iterateand iterate, and then it becomes
a system.
Like this is the way we do teammeetings here.
So imagine the doctor who has tocome, oh, I have a team meeting.
What am I gonna talk about?
How are we gonna do it?
And they do that every week.
Do you know the amount of mentalclutter?
If you did your meetings onMonday, from Thursday, the week
before, you're already thinkingabout what's the meeting, what
(20:22):
am I gonna talk about?
I talked about that already orwhatever.
Veras, if you learned how to doit and you did it until you were
competent, and then you keptiterating as you were doing it,
you have a system.
This is our meeting, this is howlong it lasts, this is what we
start with, this is where we gowith this, this is where we have
our discussion.
The and then at the end of it,we have our next steps for
(20:43):
everybody.
Boom, we're done.
And you have the most impactful60-minute meaning that you
didn't have to think about,right?
Okay, so I'm going to come backto where we started from.
And that is this.
What if I could show you how totake the things that are most
stressful in your business andmake them not stressful?
Take the places where you hadmind drama and replace it with
(21:05):
peace.
And take the places where you'reconstantly procrastinating
because it's too much work, andyou're right, it's too much work
if you need to reinvent the willevery single time.
What if you could take up allthose places and become and you
just become this person who doeswhat needs to be done when it
needs to be done, whether youfeel like it or not, by default?
You could be there, but it willrequire that you become a system
(21:26):
builder.
And it is more a mindset than anactivity.
You just think that way.
I can't keep doing this over andover.
Like imagine if trees needed tobe created every single year,
like from scratch.
No, you have the tree, you putthe reproductive system in the
tree, and that tree makes newtrees forever.
I want to invite you to become asystem builder.
(21:48):
Be an engineer like me.
You're a system builder, and youbuild systems that will help
your business be more consistentwith the way it delivers,
deliver at the highest level,and it brings you, the owner, so
much peace.
So much peace, so much timesaved, so much mental clutter
gotten rid of.
Okay.
Okay.
(22:08):
So, what do I want you to do?
I want you to decide that thisis who you are now.
Okay.
I want you to sign up for theinside scoop with Dr.
Una, my new email newsletter.
If you haven't done thatalready, okay, on framd.com
forward slash scoop, becausethese are the kind of things
we're going to talk about, thewins and deconstruct it.
Like how did this happen?
(22:29):
Okay, this is what we're goingto do.
And then I want you to go andplay around with your first
system.
Find something, anything,because it's about developing a
mindset and a way of doingthings.
Find anything.
Build a system, start building asystem around it.
Learn, do it to your competent,iterate each time, document it,
boom, system is here.
Okay.
I am rooting for you.
And I love celebrating that youget time back, that you get
(22:53):
mental clarity back, that youget bigger results with more
peace and calm.
Okay.
Rooting for you.
I'll see you on the next episodeof the On Friendly Podcast.
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