June 9, 2025 • 30 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
Ever feel frustrated because you’re successfully attracting new clients, but your old clients are leaving?
I get it, it can be tough when you're gaining new clients, but still facing the challenge of losing others. So, in this episode, I’ll break down the steps I’ve taken to position my business in a way that keeps clients not just coming through the door, but coming back for more. I’m taking you behind the scenes of my own business to show you exactly what I do to make sure people continue to work with us.Â
Tune in!Â
—
Key Takeaways:
- 00:00 IntroÂ
- 02:24 The importance of continuous improvementÂ
- 03:29 Relentless focus on client resultsÂ
- 04:53 Understanding client needsÂ
- 07:30 Addressing the summer slumpÂ
- 12:21 Strategic action and time managementÂ
- 14:31 How to actually build and execute a winning planÂ
- 26:50 The EntreMD Business SchoolÂ
- 28:36 OutroÂ
—
Additional Resources:
- Learn more about my 12-month program.
- Interested in 1-on-1 coaching? Apply here.
- Grab a copy of the "The EntreMD Method" book.
When you are ready to work with us, here are three ways:
- EntreMD Business School Accelerator - If you are looking to make a 180 turnaround in your business in 90 days, this is the program for you.
- EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!
- EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.
To get on a call with my team to determine your next best step, go here ...
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Every single time you say, oh, I want that, something
that is different, somethingthat is a preferred future,
something that is a quantum leapfrom where you are right now.
I want you to start thinking.
For me to have that, somethingneeds to change.
For me to have that, I need toshow up differently, I need to
connect differently.
I need to do somethingdifferent.
There's something needs tohappen.
That's the prize.
Speaker 2 (00:20):
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 Imna.
Speaker 1 (00:39):
Have you ever found yourself frustrated because you
know you think your business isgrowing because you're getting
more patients and getting moreclients, but you also have a
significant number of people whohave been patients and clients
who are leaving.
Have you ever wondered, likewhat do I need to do?
So, year to year, my clientbase, my audience base, my
patient base, continues to grow?
(01:00):
Or maybe you have patients orclients who they've worked with
you, they've kind of gotten usedto you, and you're like, how do
I continue to position myselfas a person who is the answer
for whatever problem it is yourbusiness solves for them?
Well, in this episode of theEntreMD podcast, I am going to
show you what I do.
I'm actually going to take youbehind the scenes to show you
(01:20):
what I do to put my business ina position where, year after
year, people continue to workwith us.
So the EntreMD Business Schoolat the time of this recording is
about to be five years old.
Okay, so the EntreMD BusinessSchool started in on June, the
27th of 2020.
It's about to hit its fifthbirthday and we have people who
(01:41):
have been in the EntreMDBusiness School since day one
and are still in and are notplanning to leave.
So we have people who have beenin the Entree MD Business
School since day one and arestill in and are not planning to
leave.
So we have doctors who havebeen in the school for five
years, four years, three years,two years, one year.
I mean we have some doctors whojoined, just you know, last
week.
So we have all of that.
But we have these doctorswho've been on and they came up
with the hashtag, you know,hashtag EBS for life, and things
like that.
(02:05):
Why do they do that?
Okay, First of all, what willbe required?
And then I'm going to give youa very practical example.
Okay, so, first of all, thinkabout your business.
As this business that continuesto grow, People continue to
come into your audience, peoplecontinue to re-up with you, even
when you get them results.
You've positioned yourself tocontinue to get them results,
and things like that is going torequire three things.
One of them is you're going tobe the kind of entrepreneur that
(02:28):
believes in continuousimprovement, which means your
product or your service is neverdone.
I want you to start thinkingabout your product or your
service like the iPhone, right?
And so what that means is,every single year, if you think
about what the iPhone does.
You know they spend time inresearch and development and
prototyping and all of thosethings to come up with a better
(02:51):
version of the iPhone.
So their goal is not perfection.
Their goal is not a phone thatdoesn't need improvement.
Their goal is just a better, isa better version.
And that's the same thing thatI have done with my business,
with EntreeMD.
Whether it is on the podcast,whether it's with the books we
write, whether it was theEntreeMD business school, we're
constantly looking like how canwe make this better?
(03:12):
How can we help our people, youknow, get better results?
How can we make this a betterexperience?
But we know that we neverarrive.
We have never arrived.
The EntreeMD Business School hasbeen changing consistently from
day one, from day one.
So that's the first thing thatwill be required of you.
The second thing that will berequired of you is a relentless
focus on getting your clientsresults right, because sometimes
(03:37):
you know there is the trap of,you know, thinking about your
business as the final product orthe final service, and so we're
all in.
You know, what fires do we needto put out in our business?
What do we need to make ourbusinesses better.
What is it that we need to doto hit this revenue goal?
And all of those things andwhile, yes, I talk about revenue
a lot and, you know, like awhole lot, it cannot be the
(03:58):
leader.
It is not enough of a leader,it is not motivating enough, it
will not spark enough creativity, it will make you feel stalled.
You also always want to have afocus on how do I get my people
results, and so a lot of theprogramming you see, if there's
a book we wrote, if there's apodcast episode that we did, if
(04:19):
there's new programming we'veadded into the EntreeMD Business
School and all of that it isall because we are focused on
results and we want to help ourpeople get results.
So we do not acquire bells andwhistles to have bells and
whistles.
We do not add new programmingto what we do just to do it
because it looks good.
Everything we do because we'vethought what is it that our
(04:40):
clients need for them to getresults, and then we go create
that Okay, and that becomes thething.
So we have this relentlessfocus on getting people results
and I'm going to give you aperfect example, like really
perfect.
We just did this last week.
Now.
The third thing you want to dois you want to have a pulse on
your clients, or your patients,because you need to understand
(05:00):
what it is that is theirperceived need, right?
So, for me, as an entrepreneur,there are many things I know
that my clients need okay.
So, for instance, I know, likeyou're building a business,
marketing needs to be on point,sales needs to be on point.
I know you need to build abrand.
I know, as a physician, youneed to make that transition
from physician to physicianentrepreneur, you need to learn
(05:21):
to manage your time.
You need to understand the 20%so you can spend most of your
time doing 20% activities.
I understand that you need toknow how to hire great team
members, how to lead them, howto hold them accountable, how to
evaluate them, how to determinehow each role makes revenue.
Like, I have a ton of thingsthat I know.
These are the things you needif you're going to build a
successful business.
(05:42):
So I know these things thingsyou need if you're going to
build a successful business.
So I know these things.
But I also have to know what theperceived needs of my clients
are.
Like, I know they need thesethings, but what do they feel
they need?
What do they think is gettingin their way?
What do they feel is the thinglike, ooh, if I had this, it
would really help me, right?
Because a magical place to beis where there's that overlap
(06:04):
with the principles.
Like you know, this is whatthis person needs, but you're
able to communicate it throughthe filter and through the lens
of what they feel that they need, because they're not going to
respond to what I think theyneed.
They're going to respond towhat they think they need, right
, and so the more far away I amfrom my clients, the less
(06:25):
relevant I can be, the lessresults I can give them, the
less I position myself as aperson who can help them.
Okay, so this is reallyimportant to know.
So, continuous improvements wenever arrive.
We never, ever arrive.
This is why I'm constantlylearning, this is why I'm
constantly evolving out.
Because we don't arrive.
Okay, relentless focus ongetting the client's results,
(06:45):
because that's the whole purposeof the business.
The business gets peopleresults and it does it in a
profitable way.
It gets people results and theygive a thank you note called
money, right, and so we need toremember that as your business
gets busier.
There is this trap to startbuilding the business and you
focus on that more than gettingpeople results, and that is
always a mistake, okay.
And then the third thing is apulse on the clients.
(07:06):
You need to know what feelslike an urgent need to them.
Okay, let's bring this home,okay.
So I was thinking about thedoctors in the entre MD business
school and you know, at thetime of this recording, we have
the summer coming up, okay, andthe summer coming up.
This presented some things,okay.
So I'm going to walk youthrough what I have four things
here, okay, so.
So I would just want to walkyou through the way I thought
(07:27):
about it and what we did andwhat I anticipate will happen.
So the first thing I startedlooking at was the problem.
So what was the problem?
The summer was here.
A lot of businesses have asummer slump.
A lot of them have a summerslump.
The people, the entrepreneurs,get so distracted that they stop
taking the critical steps thatwill make sure their businesses
(07:47):
keep moving forward.
And if you think about it,we're talking about you know
almost we're talking about a 90day period and your results in
your businesses lag.
So what that means is theresults I'm seeing now are
results of things that I did 90days ago.
Okay, of course it's not anexact formula, but right.
So so it's 90 days ago and so Imay say, ooh, everything is
(08:08):
working now and I can take myfoot off the gas for the next 90
days and I'll still be creatingresults, because I'm still
living off the results I created90 days ago.
But guess what happens 90 daysfrom now?
Now I have no results becausethe previous 90 days I did
nothing.
I did nothing that reallymattered for the business.
So a lot of times this is whathappens over the summer.
(08:29):
So come the fall, it's likenothing is happening, like my
business has come to astandstill.
I don't have the patients, theclients are not coming in, but
when you check in the summer,nothing happened.
Okay, so this is so critical.
It is something that needs tobe fixed, right, because it's
such a problem.
Now, does that mean don't havea summer?
(08:50):
No, that's not what that means.
But how can we do it?
Where we leverage the summer sothat we still create the
results and have a summer?
So, anyway, so the problem thesummer slump, the fact that a
lot of people don't execute inthe summer, so the fall is like
an absolute disaster.
And then there's this otherthing when they're working on
their businesses, now they feelguilty because they're like, oh
man, I could have been on thistrip with my family.
(09:11):
And when they're on a trip withtheir family, I'm like, oh man,
I feel so guilty because Ishould have been working on my
business.
And so we have this thing ofpeople are just generally I mean
, the pictures are nice, butthere's a lot of dissatisfaction
and there's a lot of, you know,conflict internally and all
this stuff.
So this is what I'm thinkingabout.
Like I'm thinking about myclients.
I'm thinking this is whathappens in the summer, so that's
(09:33):
the problem.
So I said, okay, well, whatcould it look like?
Like what is a preferred futurethat they could have, right?
And so when I think about it,I'm like what if?
And not what if?
From a standpoint is of this ispossible, because I've done
this many times and many of myclients have done this many
times.
But I'm looking for a way tomake it a culture, and it's a
thing that we all do in theEntremet Business School.
(09:53):
So I'm like, what could it looklike instead of having a
disaster of a fall and feelingguilty through the summer and
feeling stressed out because youdidn't travel, or feeling
stressed out because you didtravel.
Right, like, what could it be?
And I said, well, you couldhave a summer where, at the end
of the summer, when you lookback, you're like, okay, did my
business move forward?
Yes, it did, and did I get tohave a dream summer?
(10:15):
So I, you know, I spent timewith myself, I spent time with
my family, maybe I was able totravel or whatever that is Like,
could I have those two things?
And the answer to that is yes.
Right, this is the preferredfuture.
And I want to be very clear.
When I talk about dream summer,I'm not talking about Instagram
stuff.
I'm talking about the thingsthat are important to you and a
version of the summer that is asignificant upgrade from your
(10:36):
last summer.
Right Like, it was a betterexperience, maybe had more time
off, or maybe you have to havemore meaningful connections and
trips and stuff like that, orwhatever that is for you.
So there's no way to do thesummer right Like, for instance,
you know, we have some thingsgoing on in our family and
businesses and church and all ofthose things and we realized we
(10:58):
would be better off traveling,saving our travel for the second
half of the year, rather thantrying to fit it in the summer.
And so we're not traveling thissummer.
But guess what we're going tohave?
We're going to have a dreamsummer, because we've built the
summer that works for us.
It's going to be a lot of fun,it will be a summer to remember,
it will be absolutelyphenomenal.
But that's our definition,that's our version.
I just wanted to throw that outthere.
(11:19):
Okay, so we've looked at theproblem and the reason I'm
walking through this is becauseI want you to do this in your
business as well.
So we've looked at the problem,we've looked at the preferred
future, and so then, numberthree then I was like okay, so
what is the prize for that?
And this is a very powerfulquestion to ask yourself.
Every single time you say, ooh,I want that, like something
that is different, somethingthat is a preferred future,
(11:41):
something that is a quantum leapfrom where you are right now.
I want you to start thinkingokay, for me to have that,
something needs to change.
For me to have that, I need toshow up differently, I need to
connect differently, I need todo something different.
There's something needs tohappen.
That's the price, okay, so wetalked about this summer, where,
(12:03):
at the end of the summer, thebusiness moved forward
significantly and we had a dreamsummer.
What is the price for that?
What do I need to quote unquotepay for that?
What do I need to change forthat?
Okay, and as I thought about it,I thought about a few things.
Okay, what it means is that,ultimately, we're going to do
we're going to get a lot moredone by doing less.
Right, that's what will need tohappen.
We'll get a lot more done bydoing less.
Now, what is the secret forthat?
I know that one of the secretsis strategic action, right, and
(12:28):
so we don't have time to messaround with the things that are
not moving the needle.
We don't have time to activelyprocrastinate, and what I mean
by that is you're very busy butyou're procrastinating on all
the most important things thatwill get you the results.
This is a time where we show up.
We do the most significant work, like the work that moves the
(12:49):
needle the most.
We do that because those areyour 20% activities, and your
20% activities are always fewerbut have bigger impacts, right.
So we need to take strategicaction, which means we need to
identify what those actions areand that we need to take them.
We need to do them, okay.
So I know that's one of thethings that will need to happen.
That's one of the prizes wewould need to pay.
(13:10):
The other prize I need I knowwe would need to pay is
strategic use of time.
Now, it's very closely relatedto strategic action.
But we can't just show up anddo whatever it is we want,
whenever we want, because wewant to have the time for the
family, we want to have the timefor the trip, we want to have
the wisely and all of that.
So, like we just can't affordit because the opportunity costs
(13:40):
is we cannot have, you know,like significant quantum leaps
in business and dream summer,like there's no scenario where
that happens, right?
So I'm like, okay, we need totake strategic action, we need
to use our time strategically.
And then the third thing is weneed to prioritize our life and
our business.
Like, if we don't prioritizethem, something will fall,
(14:01):
something will be ignored,something won't happen.
And so, for instance, when Istart talking about you know me
talking to the students about itI'm like we're going to put
both of these things up.
Right, we created a theme andI'll tell you about it in a
second, but we're going to putboth of these things up so we
can drive for both things, okay.
So it's not like the life is inthe back corner or the business
(14:21):
is in the back corner.
We're prioritizing both.
Why we want to have both.
Okay, so that's the prize.
So we're not going to do thingsthe same.
And so, because that's the prize, then the question is then, as
the person who is the leader ofthe on-trend business school, as
a person who is coaching themand showing them the way, and
all of that, how do I create,how do I create an environment
(14:44):
that will drive people to dothese things?
How do I create an environmentwhere we're not having more
programming, where we're havingless programming but more
powerful, more impactful?
How do we do that?
How do I sell them on this idea?
How do I help them pay theprice that must be paid?
So these are all the thingsthat I was thinking about.
(15:05):
And then after that, so I lookedat the problem, I looked at the
preferred future, I looked atthe prize, then I came up with
the plan.
Okay.
So the game plan, what is itthat we're going to do?
I did not realize they were allP's, my four P formula for
wowing your clients endlesslyOkay, but anyway.
So then it was the plan.
(15:26):
Okay, the plan here is okay, letus create a summer experience.
And this is the way I thoughtabout it.
I said an hour during thespring and an hour during the
summer are not the same, and ifpeople are going to come up on
calls on Wednesday and show uplive and all of those things, I
want them to go.
Like, my goodness, like youknow, it's the summer.
(15:47):
I have all these things goingon, but I'm so glad I came on
this call, like I want to makeit doubly as valuable, because
that time is valuable and I wantto be respectful of their time,
right.
And so I said, okay, so theseWednesday calls, we're going to
use this as the incubator forall the things that we're going
to do over the summer, and youknow, and all of that.
But I skipped one one thing.
(16:07):
Let me tell you about that realquick.
One of the things that I didwas I remember I talked about
having your pulse on the clients.
I know what they need.
Right, like, from myperspective and experience, you
know, running multiplebusinesses and in different
industries and all of that andcoaching hundreds and thousands,
at this point actually, ofphysicians, I know what they
need but at the same time, Iwant to know what they think
(16:28):
they need or what they'reworking on, what they're doing,
so I can customize it as much aspossible.
So actually, I did a number ofsurveys and so, you know, with
one group of doctors I was like,okay, what are you working on
for the summer?
Right, like, so we have Junethe 20th, you know, officially
June the 20th to September 22nd,I think it is.
I said what are you working on?
(16:52):
What are the top things youwant to accomplish in your
business?
And so, you know, peoplestarted telling me what that was
and all of that.
And when I looked at it, I waslike, okay, at the end of the
day, is revenue, is team?
Some people want to launch somenew programs or verticals and
stuff like that.
Some people want to lead theirteam better, restructure their
teams so that they're moreefficient and they're more
profitable, and all of thosethings.
So there were themes that Inoticed.
Right, there are things Inoticed.
(17:12):
So I took what I know they needand I took what it is they're
working on and I wove thattogether to then create this
plan, this game plan.
That is the summer experience.
And I really, you know, like,when I think about it, you know
the summer experience is allabout how do I get them to.
You know, work through so muchin little time.
So they end up having a lot oftraction over the summer and
(17:34):
they had the time to spend withtheir families and all that
stuff.
So let me walk you through someof them, okay, so I told you
that a lot of the things thatcame up were around team, were
about launching relaunchingprograms or new verticals or
launching their businesses andstuff like that.
And then you know, of course,the mind that you know there's
always mindset stuff.
You know that came up.
So I want you to imagine this,okay, because this is starting,
(17:56):
like you know, june the 4th orsomething like that technically
June the 11th, but I startedfrom June the 4th, since it was
the next call.
So I want to walk you throughwhat we did, okay, and I want
you to think about this and onthis one, you can actually send
me a DM and just say, hey, drRina, good job, you did a good
job, okay, cause this is what Icame up with.
So for the first Wednesday,we're going to do what we do.
We call the RevCon Now theRevCon.
(18:17):
I developed that because Ifound, you know, doctors, we
don't really like to talk aboutmoney, a whole lot and stuff
like that.
And so the RevCon is revenueconference, like think about
that like RevCon, and in thatwe're like okay, this is the way
it goes.
It's a coaching session.
Somebody raised their hand.
They're like this is my name,this is a type of business I run
and this is my revenue goal forthis quarter of the year and
(18:42):
this is my question, right?
So it's literally like there'ssomething getting in the way of
your revenue.
Let's have this conversation,let's get you the help that you
need so you can go crush it.
And I cannot tell you how wildthose are.
Like People come and do thatthe next week.
They've hired who they need tohire, they de-hired who they
need to hire.
They've had $100,000breakthroughs in their business.
They've done all kinds ofamazing things.
(19:04):
So we call it RevCon and Ialways kind of expand it.
So, yes, one person is askingthe question, but everybody
learns from that question, soit's really powerful.
So we do that the firstWednesday of every month,
regardless Anyway.
So we have RevCon, so it's likereal real-time coaching for
real revenue wins.
We troubleshoot, we tune up, welook for that revenue block, we
(19:24):
get it out of the way.
That's what we do.
So June the 4th, revcon.
June the 11th, championsMindsets we do this the second
Wednesday.
These are the two that don'treally go away.
They're recurring themesbecause in the beginning I was
really really big on mindsetstuff and then people were like,
oh, I don't need all thosemindset stuff, I need tactics.
And I'm really good at tacticsand strategy, so I'm teaching
strategy.
(19:44):
I'm realizing if you don't havethe mindset, you're not doing
the strategy anyway.
And so I was like great, I'mgreat at both, so we just put
both.
Okay.
So champions mindsets the firstone we're doing on June the 11th
is selling with confidence.
Okay, like, how do I sell withconfidence?
And everything is selling right.
You sell team members to workwith, you sell referral sources
referring to you.
You sell team members on comingto accept to you know, be an
(20:08):
employee in your business, allof that.
But how do you do that withoutthe mind drama, right?
Like I'm bothering people.
Nobody really wants to workwith me, blah, blah, blah, blah,
all of those kinds of things.
So we're going to deal withthat, right.
Why am I doing this?
Again?
Because I want them moving.
Right.
Like, so selling superimportant, I want them moving
forward.
Okay.
Then, on the 18th is like, howto execute a profitable sales
(20:29):
campaign with your team.
Why did I put that there?
Because, again, number ofpeople who want to launch
verticals, new clinics and allof those things, and I want to
show them how to like, not justsay, oh, we want to do this, and
do it once or twice, like, howdo I roll out a campaign for
this?
Right, like you say, okay, overthe next 90 days, we want to
bring X number of this newvertical that we're launching.
How do you do that and how doyou do it with your team?
(20:50):
Right, and we've done this manytimes.
Some people are like, oh, Iwant to avoid the summer slump.
Again, it is a sales campaignthat you put in place to avoid
that summer slump.
So you see how I'm not makingup content.
I'm literally solving problemswith content.
Right, I'm solving problemswith these live calls, okay.
(21:12):
And then on the fourth Wednesday, we're going to do what I call
tranquil, and it's self-care forhigh performers.
And it's not about massages andyoga and all of those things.
It's about the real things thathigh-performing people running
multi-seven-figure businesses doso that they can take care of
themselves and be calm and enjoythe process.
So, even though they have a lothappening in their business,
they're still calm and they'reenjoying it and enjoying their
time with their family and allof that stuff.
(21:33):
Because we don't know thisstuff, we've been burnt out as
employees to come be burnt outin our businesses.
So that's a whole month ofprogramming.
But guess what happens toeveryone who goes through that?
They take this, they apply itin their business.
It's significant change.
Do you see what I'm saying?
Like, even if they didn't havea proper plan and all of those
things, like that's my job,right, they have a significant
change, okay.
So July again.
(21:53):
The first Wednesday will beRevCon.
The second Wednesday isChampions Mindset.
Now we're talking aboutbecoming the leader your
rockstar team deserves, becausea lot of times when you look at
teams and you're like this teamis out of whack, the first place
to look at is the leader, notactually the team.
Are you leading them?
Are you calling them to hire?
Are you casting vision?
Are you holding themaccountable?
(22:14):
Do they even know how theirrole creates revenue?
Do they know what it means tobe winning your organization?
And we shy away from so many ofthose things because sometimes
we don't feel we don't feelwe're worthy of rockstar team
members, we don't feel thatanybody will follow us, we feel
we don't know what we're doing.
So blah, blah, blah, blah blah.
But we're going to get allthose mindset things out of the
way so that the people can showup as the leaders that they are.
The third Wednesday the sevenfigure team blueprint right, and
(22:37):
this comes up all the time thenumber one thing you can do
after showing up as the leaderof a rockstar team.
The next most important thingyou do is give your people
clarity.
This is what winning means.
This is what your role is.
This is how your role createsrevenues.
These are the KPIs you're goingto be evaluated over.
These are the.
(23:00):
This is going to be our meetingcadence.
All of those things right,because if you don't have the
team that functions that way,you can't scale, you can't grow.
What you have is a team that isa weight.
So you carry the burdens youcarry and then you carry the
burden of their payroll and youcarry the burden of improperly
managing them and you're stilldoing all the work, right, okay?
So we're going to do that.
I mean that alone that's likefantastic, right, okay?
And then the fourth Wednesday,they have the specialty
(23:22):
mastermind, where they break out, like you know, it's breakout
sessions based on the kind ofbusiness, and then you'll have
some prompts, as you know, whatto discuss there, and then they
have, you know, the fifth one islaser coaching.
We call them seven figureconversations and you know Q&A
and stuff like that, which willbe phenomenal, okay.
Then August so you see how thisis built out.
Then, august, we have againbeginning with the RevCon, and
(23:44):
then the Champions Mindset thenext Wednesday, and that is
mastering difficultconversations that strengthen
your team.
So you have somebody that'sunderperforming how do you have
that conversation, right?
You have someone you need tode-hire how do you have that
conversation?
You have, like, all of thosekinds of things you have to
negotiate with the team member.
How do you do that?
And so we're going to workthrough all of that from a
mindset perspective.
(24:06):
And then the following Wednesdaywe're going to do hiring and
onboarding Because, again, manymistakes.
You have a terrible team member.
A lot of times it could havebeen avoided in the hiring
process.
You have somebody who'sunderperforming.
A lot of times they were notset up properly with the
onboarding process.
So these are two things whenyou put in place, your team gets
so much better.
And then we have a guest expertcoming in to talk about AI
(24:26):
powered team upgrades thefollowing Wednesday.
So do you see how this wholething is created?
And it's just designed to putthe doctors in a position where
this summer they will push theirbusiness Like, even if they
only did 50% of this, but pleasedo not, do not tell them.
And if you're in theentrepreneur business school
listening to this, I did not saythis.
Okay, but even if they only did50% of it or 30% of it, guess
(24:49):
what will happen.
You know like they're going tomake significant traction and
they're going to get so muchtime back because, guess what?
You see the heavy emphasis onteam, because that's a
significant part of how you getyour time back.
You see the episode on, or thelive session on Tranquil, where
you learn how to have a businessthat is doing the mostest and
be cool and be at peace and beokay.
(25:10):
So these are all the things thatwe're going to do, but it's all
born out of how can I help mypeople win.
So we look at ooh, like some ofthem may look at it ooh, this
is genius, this is amazing.
Blah, blah, blah, blah, blah,blah.
But it's not that I came upwith it.
It's not that I was like ooh,what can we do to make you know
the Ontario Business School?
Exciting is how can we solveproblems?
(25:30):
I guess what is going to happenwith all these doctors they're
going to win, they're going towin.
And they would have set thestage Like if they then put
another 90 days of work in overthe fall, oh my goodness, q4 and
Q1 of next year will be likephenomenal, right, which is what
I want for every single one ofthem.
So the reason I shared this withyou is because you can take
this same process and go to yourbusiness.
You may be thinking oh, I'mprivate practice.
(25:51):
How does that apply to me?
It's the same thing, right?
So in the summer, when youthink about it or it doesn't
have to be the summer, like,regardless, what is the issue?
They don't want to have longwait times, they don't want to
wait forever for the forms thatneed to be filled, all these
things, like.
Just think about them.
Like, how could I solve thesethings?
Right, how can I solve thesethings?
Or you see that they're havingchallenges with following up
(26:11):
with the instructions you'regiving them, whether that's some
dietary stuff or sleep stuffand all of that.
You're like how can I solvethese things?
You see, these questions, thislevel of thinking is where
innovation comes from.
That's where it comes from isfrom asking the right questions
and with the right focus, whichis your clients and your
patients, right?
So I want you to.
You know, think about this, doa version in your business,
(26:33):
right, do a version in yourbusiness and, you know, start
making this something that youdo periodically.
The Entremet Business School isdifferent every 90 days.
Because we do this every 90days, like, I'm always
constantly asking this questionhow can I help?
How can I help?
How can I help?
How can we switch this and allof that?
So I want you to do that.
And if you're not in the Entbusiness school and you've been
thinking about it, there isn't acontainer like this right,
(26:55):
there isn't a container whereyou can get the support that you
need to build the business thatyou want to build, a place
where the right vision will bein front of you, a place where
the possibilities will be infront of you, a place where the
programming is designed to helpyou win, not just in your
business but in your life.
There just isn't a place likeit, where you have classmates
(27:16):
like the ones you have, the EBSCommonwealth.
I mean it's just unbelievablethe quality of the people that
are in the room.
And so if you've been thinkingabout it, maybe this summer,
maybe that's your big step rightEntremdcom for such business
and turn in application.
Let's see if this is the bestnext step for you and we don't
strong arm anybody, we don't dolike high pressure sales tactics
and if it's not the best fitfor you, we'll tell you it's not
(27:39):
.
And we have done that and wecontinue to do that because
we're not here.
Our primary objective is not tomake a buck.
Our primary objective is tohelp physicians win, and help
enough of them win so that theexpectation and the new normal
then the normal for thephysician community changes.
Okay, where we become a peoplewho expect to have the five
freedoms.
We expect to practice medicineon terms, we expect to live life
(28:01):
on our terms, we expect to havefinancial freedom, we expect to
have time freedom and we expectto have the freedom to pursue
our purposes.
Okay, that's what everyphysician deserves, okay.
So, regardless if you're in thebusiness school or not, I hope
that you take this on, run withit and make some changes in your
business, and I also hope thatyou got the lesson of I don't
disappear in the summer and comeback in the fall.
(28:22):
I wonder what happened to mybusiness.
Now, you know, it doesn't meanyou spend all summer doing that.
It doesn't mean you say no toevery family event.
It doesn't mean that but itdoes mean that you strategically
take action on your businessand so you have something to
build on in the fall.
Okay, as always, I am rootingfor you, like, relentlessly, and
(28:42):
I hope, like for the doctors inthe Entree MB Business School.
I hope for them that this willbe a summer to remember, and
this is what we said it's goingto be a summer where we're going
to have more profits, strongerteams and real freedom.
I hope that's your experienceas well.
Okay, so share this withanother doc in your world, and
I'll see you on the next episodeof the Entrepreneur Podcast.
Every single time you say, oh, I want that, something
that is different, somethingthat is a preferred future,
something that is a quantum leapfrom where you are right now.
I want you to start thinking.
For me to have that, somethingneeds to change.
For me to have that, I need toshow up differently, I need to
connect differently.
I need to do somethingdifferent.
There's something needs tohappen.
That's the prize.
Speaker 2 (00:20):
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 Imna.
Speaker 1 (00:39):
Have you ever found yourself frustrated because you
know you think your business isgrowing because you're getting
more patients and getting moreclients, but you also have a
significant number of people whohave been patients and clients
who are leaving.
Have you ever wondered, likewhat do I need to do?
So, year to year, my clientbase, my audience base, my
patient base, continues to grow?
(01:00):
Or maybe you have patients orclients who they've worked with
you, they've kind of gotten usedto you, and you're like, how do
I continue to position myselfas a person who is the answer
for whatever problem it is yourbusiness solves for them?
Well, in this episode of theEntreMD podcast, I am going to
show you what I do.
I'm actually going to take youbehind the scenes to show you
(01:20):
what I do to put my business ina position where, year after
year, people continue to workwith us.
So the EntreMD Business Schoolat the time of this recording is
about to be five years old.
Okay, so the EntreMD BusinessSchool started in on June, the
27th of 2020.
It's about to hit its fifthbirthday and we have people who
(01:41):
have been in the EntreMDBusiness School since day one
and are still in and are notplanning to leave.
So we have people who have beenin the Entree MD Business
School since day one and arestill in and are not planning to
leave.
So we have doctors who havebeen in the school for five
years, four years, three years,two years, one year.
I mean we have some doctors whojoined, just you know, last
week.
So we have all of that.
But we have these doctorswho've been on and they came up
with the hashtag, you know,hashtag EBS for life, and things
like that.
(02:05):
Why do they do that?
Okay, First of all, what willbe required?
And then I'm going to give youa very practical example.
Okay, so, first of all, thinkabout your business.
As this business that continuesto grow, People continue to
come into your audience, peoplecontinue to re-up with you, even
when you get them results.
You've positioned yourself tocontinue to get them results,
and things like that is going torequire three things.
One of them is you're going tobe the kind of entrepreneur that
(02:28):
believes in continuousimprovement, which means your
product or your service is neverdone.
I want you to start thinkingabout your product or your
service like the iPhone, right?
And so what that means is,every single year, if you think
about what the iPhone does.
You know they spend time inresearch and development and
prototyping and all of thosethings to come up with a better
(02:51):
version of the iPhone.
So their goal is not perfection.
Their goal is not a phone thatdoesn't need improvement.
Their goal is just a better, isa better version.
And that's the same thing thatI have done with my business,
with EntreeMD.
Whether it is on the podcast,whether it's with the books we
write, whether it was theEntreeMD business school, we're
constantly looking like how canwe make this better?
(03:12):
How can we help our people, youknow, get better results?
How can we make this a betterexperience?
But we know that we neverarrive.
We have never arrived.
The EntreeMD Business School hasbeen changing consistently from
day one, from day one.
So that's the first thing thatwill be required of you.
The second thing that will berequired of you is a relentless
focus on getting your clientsresults right, because sometimes
(03:37):
you know there is the trap of,you know, thinking about your
business as the final product orthe final service, and so we're
all in.
You know, what fires do we needto put out in our business?
What do we need to make ourbusinesses better.
What is it that we need to doto hit this revenue goal?
And all of those things andwhile, yes, I talk about revenue
a lot and, you know, like awhole lot, it cannot be the
(03:58):
leader.
It is not enough of a leader,it is not motivating enough, it
will not spark enough creativity, it will make you feel stalled.
You also always want to have afocus on how do I get my people
results, and so a lot of theprogramming you see, if there's
a book we wrote, if there's apodcast episode that we did, if
(04:19):
there's new programming we'veadded into the EntreeMD Business
School and all of that it isall because we are focused on
results and we want to help ourpeople get results.
So we do not acquire bells andwhistles to have bells and
whistles.
We do not add new programmingto what we do just to do it
because it looks good.
Everything we do because we'vethought what is it that our
(04:40):
clients need for them to getresults, and then we go create
that Okay, and that becomes thething.
So we have this relentlessfocus on getting people results
and I'm going to give you aperfect example, like really
perfect.
We just did this last week.
Now.
The third thing you want to dois you want to have a pulse on
your clients, or your patients,because you need to understand
(05:00):
what it is that is theirperceived need, right?
So, for me, as an entrepreneur,there are many things I know
that my clients need okay.
So, for instance, I know, likeyou're building a business,
marketing needs to be on point,sales needs to be on point.
I know you need to build abrand.
I know, as a physician, youneed to make that transition
from physician to physicianentrepreneur, you need to learn
(05:21):
to manage your time.
You need to understand the 20%so you can spend most of your
time doing 20% activities.
I understand that you need toknow how to hire great team
members, how to lead them, howto hold them accountable, how to
evaluate them, how to determinehow each role makes revenue.
Like, I have a ton of thingsthat I know.
These are the things you needif you're going to build a
successful business.
(05:42):
So I know these things thingsyou need if you're going to
build a successful business.
So I know these things.
But I also have to know what theperceived needs of my clients
are.
Like, I know they need thesethings, but what do they feel
they need?
What do they think is gettingin their way?
What do they feel is the thinglike, ooh, if I had this, it
would really help me, right?
Because a magical place to beis where there's that overlap
(06:04):
with the principles.
Like you know, this is whatthis person needs, but you're
able to communicate it throughthe filter and through the lens
of what they feel that they need, because they're not going to
respond to what I think theyneed.
They're going to respond towhat they think they need, right
, and so the more far away I amfrom my clients, the less
(06:25):
relevant I can be, the lessresults I can give them, the
less I position myself as aperson who can help them.
Okay, so this is reallyimportant to know.
So, continuous improvements wenever arrive.
We never, ever arrive.
This is why I'm constantlylearning, this is why I'm
constantly evolving out.
Because we don't arrive.
Okay, relentless focus ongetting the client's results,
(06:45):
because that's the whole purposeof the business.
The business gets peopleresults and it does it in a
profitable way.
It gets people results and theygive a thank you note called
money, right, and so we need toremember that as your business
gets busier.
There is this trap to startbuilding the business and you
focus on that more than gettingpeople results, and that is
always a mistake, okay.
And then the third thing is apulse on the clients.
(07:06):
You need to know what feelslike an urgent need to them.
Okay, let's bring this home,okay.
So I was thinking about thedoctors in the entre MD business
school and you know, at thetime of this recording, we have
the summer coming up, okay, andthe summer coming up.
This presented some things,okay.
So I'm going to walk youthrough what I have four things
here, okay, so.
So I would just want to walkyou through the way I thought
(07:27):
about it and what we did andwhat I anticipate will happen.
So the first thing I startedlooking at was the problem.
So what was the problem?
The summer was here.
A lot of businesses have asummer slump.
A lot of them have a summerslump.
The people, the entrepreneurs,get so distracted that they stop
taking the critical steps thatwill make sure their businesses
(07:47):
keep moving forward.
And if you think about it,we're talking about you know
almost we're talking about a 90day period and your results in
your businesses lag.
So what that means is theresults I'm seeing now are
results of things that I did 90days ago.
Okay, of course it's not anexact formula, but right.
So so it's 90 days ago and so Imay say, ooh, everything is
(08:08):
working now and I can take myfoot off the gas for the next 90
days and I'll still be creatingresults, because I'm still
living off the results I created90 days ago.
But guess what happens 90 daysfrom now?
Now I have no results becausethe previous 90 days I did
nothing.
I did nothing that reallymattered for the business.
So a lot of times this is whathappens over the summer.
(08:29):
So come the fall, it's likenothing is happening, like my
business has come to astandstill.
I don't have the patients, theclients are not coming in, but
when you check in the summer,nothing happened.
Okay, so this is so critical.
It is something that needs tobe fixed, right, because it's
such a problem.
Now, does that mean don't havea summer?
(08:50):
No, that's not what that means.
But how can we do it?
Where we leverage the summer sothat we still create the
results and have a summer?
So, anyway, so the problem thesummer slump, the fact that a
lot of people don't execute inthe summer, so the fall is like
an absolute disaster.
And then there's this otherthing when they're working on
their businesses, now they feelguilty because they're like, oh
man, I could have been on thistrip with my family.
(09:11):
And when they're on a trip withtheir family, I'm like, oh man,
I feel so guilty because Ishould have been working on my
business.
And so we have this thing ofpeople are just generally I mean
, the pictures are nice, butthere's a lot of dissatisfaction
and there's a lot of, you know,conflict internally and all
this stuff.
So this is what I'm thinkingabout.
Like I'm thinking about myclients.
I'm thinking this is whathappens in the summer, so that's
(09:33):
the problem.
So I said, okay, well, whatcould it look like?
Like what is a preferred futurethat they could have, right?
And so when I think about it,I'm like what if?
And not what if?
From a standpoint is of this ispossible, because I've done
this many times and many of myclients have done this many
times.
But I'm looking for a way tomake it a culture, and it's a
thing that we all do in theEntremet Business School.
(09:53):
So I'm like, what could it looklike instead of having a
disaster of a fall and feelingguilty through the summer and
feeling stressed out because youdidn't travel, or feeling
stressed out because you didtravel.
Right, like, what could it be?
And I said, well, you couldhave a summer where, at the end
of the summer, when you lookback, you're like, okay, did my
business move forward?
Yes, it did, and did I get tohave a dream summer?
(10:15):
So I, you know, I spent timewith myself, I spent time with
my family, maybe I was able totravel or whatever that is Like,
could I have those two things?
And the answer to that is yes.
Right, this is the preferredfuture.
And I want to be very clear.
When I talk about dream summer,I'm not talking about Instagram
stuff.
I'm talking about the thingsthat are important to you and a
version of the summer that is asignificant upgrade from your
(10:36):
last summer.
Right Like, it was a betterexperience, maybe had more time
off, or maybe you have to havemore meaningful connections and
trips and stuff like that, orwhatever that is for you.
So there's no way to do thesummer right Like, for instance,
you know, we have some thingsgoing on in our family and
businesses and church and all ofthose things and we realized we
(10:58):
would be better off traveling,saving our travel for the second
half of the year, rather thantrying to fit it in the summer.
And so we're not traveling thissummer.
But guess what we're going tohave?
We're going to have a dreamsummer, because we've built the
summer that works for us.
It's going to be a lot of fun,it will be a summer to remember,
it will be absolutelyphenomenal.
But that's our definition,that's our version.
I just wanted to throw that outthere.
(11:19):
Okay, so we've looked at theproblem and the reason I'm
walking through this is becauseI want you to do this in your
business as well.
So we've looked at the problem,we've looked at the preferred
future, and so then, numberthree then I was like okay, so
what is the prize for that?
And this is a very powerfulquestion to ask yourself.
Every single time you say, ooh,I want that, like something
that is different, somethingthat is a preferred future,
(11:41):
something that is a quantum leapfrom where you are right now.
I want you to start thinkingokay, for me to have that,
something needs to change.
For me to have that, I need toshow up differently, I need to
connect differently, I need todo something different.
There's something needs tohappen.
That's the price, okay, so wetalked about this summer, where,
(12:03):
at the end of the summer, thebusiness moved forward
significantly and we had a dreamsummer.
What is the price for that?
What do I need to quote unquotepay for that?
What do I need to change forthat?
Okay, and as I thought about it,I thought about a few things.
Okay, what it means is that,ultimately, we're going to do
we're going to get a lot moredone by doing less.
Right, that's what will need tohappen.
We'll get a lot more done bydoing less.
Now, what is the secret forthat?
I know that one of the secretsis strategic action, right, and
(12:28):
so we don't have time to messaround with the things that are
not moving the needle.
We don't have time to activelyprocrastinate, and what I mean
by that is you're very busy butyou're procrastinating on all
the most important things thatwill get you the results.
This is a time where we show up.
We do the most significant work, like the work that moves the
(12:49):
needle the most.
We do that because those areyour 20% activities, and your
20% activities are always fewerbut have bigger impacts, right.
So we need to take strategicaction, which means we need to
identify what those actions areand that we need to take them.
We need to do them, okay.
So I know that's one of thethings that will need to happen.
That's one of the prizes wewould need to pay.
(13:10):
The other prize I need I knowwe would need to pay is
strategic use of time.
Now, it's very closely relatedto strategic action.
But we can't just show up anddo whatever it is we want,
whenever we want, because wewant to have the time for the
family, we want to have the timefor the trip, we want to have
the wisely and all of that.
So, like we just can't affordit because the opportunity costs
(13:40):
is we cannot have, you know,like significant quantum leaps
in business and dream summer,like there's no scenario where
that happens, right?
So I'm like, okay, we need totake strategic action, we need
to use our time strategically.
And then the third thing is weneed to prioritize our life and
our business.
Like, if we don't prioritizethem, something will fall,
(14:01):
something will be ignored,something won't happen.
And so, for instance, when Istart talking about you know me
talking to the students about itI'm like we're going to put
both of these things up.
Right, we created a theme andI'll tell you about it in a
second, but we're going to putboth of these things up so we
can drive for both things, okay.
So it's not like the life is inthe back corner or the business
(14:21):
is in the back corner.
We're prioritizing both.
Why we want to have both.
Okay, so that's the prize.
So we're not going to do thingsthe same.
And so, because that's the prize, then the question is then, as
the person who is the leader ofthe on-trend business school, as
a person who is coaching themand showing them the way, and
all of that, how do I create,how do I create an environment
(14:44):
that will drive people to dothese things?
How do I create an environmentwhere we're not having more
programming, where we're havingless programming but more
powerful, more impactful?
How do we do that?
How do I sell them on this idea?
How do I help them pay theprice that must be paid?
So these are all the thingsthat I was thinking about.
(15:05):
And then after that, so I lookedat the problem, I looked at the
preferred future, I looked atthe prize, then I came up with
the plan.
Okay.
So the game plan, what is itthat we're going to do?
I did not realize they were allP's, my four P formula for
wowing your clients endlesslyOkay, but anyway.
So then it was the plan.
(15:26):
Okay, the plan here is okay, letus create a summer experience.
And this is the way I thoughtabout it.
I said an hour during thespring and an hour during the
summer are not the same, and ifpeople are going to come up on
calls on Wednesday and show uplive and all of those things, I
want them to go.
Like, my goodness, like youknow, it's the summer.
(15:47):
I have all these things goingon, but I'm so glad I came on
this call, like I want to makeit doubly as valuable, because
that time is valuable and I wantto be respectful of their time,
right.
And so I said, okay, so theseWednesday calls, we're going to
use this as the incubator forall the things that we're going
to do over the summer, and youknow, and all of that.
But I skipped one one thing.
(16:07):
Let me tell you about that realquick.
One of the things that I didwas I remember I talked about
having your pulse on the clients.
I know what they need.
Right, like, from myperspective and experience, you
know, running multiplebusinesses and in different
industries and all of that andcoaching hundreds and thousands,
at this point actually, ofphysicians, I know what they
need but at the same time, Iwant to know what they think
(16:28):
they need or what they'reworking on, what they're doing,
so I can customize it as much aspossible.
So actually, I did a number ofsurveys and so, you know, with
one group of doctors I was like,okay, what are you working on
for the summer?
Right, like, so we have Junethe 20th, you know, officially
June the 20th to September 22nd,I think it is.
I said what are you working on?
(16:52):
What are the top things youwant to accomplish in your
business?
And so, you know, peoplestarted telling me what that was
and all of that.
And when I looked at it, I waslike, okay, at the end of the
day, is revenue, is team?
Some people want to launch somenew programs or verticals and
stuff like that.
Some people want to lead theirteam better, restructure their
teams so that they're moreefficient and they're more
profitable, and all of thosethings.
So there were themes that Inoticed.
Right, there are things Inoticed.
(17:12):
So I took what I know they needand I took what it is they're
working on and I wove thattogether to then create this
plan, this game plan.
That is the summer experience.
And I really, you know, like,when I think about it, you know
the summer experience is allabout how do I get them to.
You know, work through so muchin little time.
So they end up having a lot oftraction over the summer and
(17:34):
they had the time to spend withtheir families and all that
stuff.
So let me walk you through someof them, okay, so I told you
that a lot of the things thatcame up were around team, were
about launching relaunchingprograms or new verticals or
launching their businesses andstuff like that.
And then you know, of course,the mind that you know there's
always mindset stuff.
You know that came up.
So I want you to imagine this,okay, because this is starting,
(17:56):
like you know, june the 4th orsomething like that technically
June the 11th, but I startedfrom June the 4th, since it was
the next call.
So I want to walk you throughwhat we did, okay, and I want
you to think about this and onthis one, you can actually send
me a DM and just say, hey, drRina, good job, you did a good
job, okay, cause this is what Icame up with.
So for the first Wednesday,we're going to do what we do.
We call the RevCon Now theRevCon.
(18:17):
I developed that because Ifound, you know, doctors, we
don't really like to talk aboutmoney, a whole lot and stuff
like that.
And so the RevCon is revenueconference, like think about
that like RevCon, and in thatwe're like okay, this is the way
it goes.
It's a coaching session.
Somebody raised their hand.
They're like this is my name,this is a type of business I run
and this is my revenue goal forthis quarter of the year and
(18:42):
this is my question, right?
So it's literally like there'ssomething getting in the way of
your revenue.
Let's have this conversation,let's get you the help that you
need so you can go crush it.
And I cannot tell you how wildthose are.
Like People come and do thatthe next week.
They've hired who they need tohire, they de-hired who they
need to hire.
They've had $100,000breakthroughs in their business.
They've done all kinds ofamazing things.
(19:04):
So we call it RevCon and Ialways kind of expand it.
So, yes, one person is askingthe question, but everybody
learns from that question, soit's really powerful.
So we do that the firstWednesday of every month,
regardless Anyway.
So we have RevCon, so it's likereal real-time coaching for
real revenue wins.
We troubleshoot, we tune up, welook for that revenue block, we
(19:24):
get it out of the way.
That's what we do.
So June the 4th, revcon.
June the 11th, championsMindsets we do this the second
Wednesday.
These are the two that don'treally go away.
They're recurring themesbecause in the beginning I was
really really big on mindsetstuff and then people were like,
oh, I don't need all thosemindset stuff, I need tactics.
And I'm really good at tacticsand strategy, so I'm teaching
strategy.
(19:44):
I'm realizing if you don't havethe mindset, you're not doing
the strategy anyway.
And so I was like great, I'mgreat at both, so we just put
both.
Okay.
So champions mindsets the firstone we're doing on June the 11th
is selling with confidence.
Okay, like, how do I sell withconfidence?
And everything is selling right.
You sell team members to workwith, you sell referral sources
referring to you.
You sell team members on comingto accept to you know, be an
(20:08):
employee in your business, allof that.
But how do you do that withoutthe mind drama, right?
Like I'm bothering people.
Nobody really wants to workwith me, blah, blah, blah, blah,
all of those kinds of things.
So we're going to deal withthat, right.
Why am I doing this?
Again?
Because I want them moving.
Right.
Like, so selling superimportant, I want them moving
forward.
Okay.
Then, on the 18th is like, howto execute a profitable sales
(20:29):
campaign with your team.
Why did I put that there?
Because, again, number ofpeople who want to launch
verticals, new clinics and allof those things, and I want to
show them how to like, not justsay, oh, we want to do this, and
do it once or twice, like, howdo I roll out a campaign for
this?
Right, like you say, okay, overthe next 90 days, we want to
bring X number of this newvertical that we're launching.
How do you do that and how doyou do it with your team?
(20:50):
Right, and we've done this manytimes.
Some people are like, oh, Iwant to avoid the summer slump.
Again, it is a sales campaignthat you put in place to avoid
that summer slump.
So you see how I'm not makingup content.
I'm literally solving problemswith content.
Right, I'm solving problemswith these live calls, okay.
(21:12):
And then on the fourth Wednesday, we're going to do what I call
tranquil, and it's self-care forhigh performers.
And it's not about massages andyoga and all of those things.
It's about the real things thathigh-performing people running
multi-seven-figure businesses doso that they can take care of
themselves and be calm and enjoythe process.
So, even though they have a lothappening in their business,
they're still calm and they'reenjoying it and enjoying their
time with their family and allof that stuff.
(21:33):
Because we don't know thisstuff, we've been burnt out as
employees to come be burnt outin our businesses.
So that's a whole month ofprogramming.
But guess what happens toeveryone who goes through that?
They take this, they apply itin their business.
It's significant change.
Do you see what I'm saying?
Like, even if they didn't havea proper plan and all of those
things, like that's my job,right, they have a significant
change, okay.
So July again.
(21:53):
The first Wednesday will beRevCon.
The second Wednesday isChampions Mindset.
Now we're talking aboutbecoming the leader your
rockstar team deserves, becausea lot of times when you look at
teams and you're like this teamis out of whack, the first place
to look at is the leader, notactually the team.
Are you leading them?
Are you calling them to hire?
Are you casting vision?
Are you holding themaccountable?
(22:14):
Do they even know how theirrole creates revenue?
Do they know what it means tobe winning your organization?
And we shy away from so many ofthose things because sometimes
we don't feel we don't feelwe're worthy of rockstar team
members, we don't feel thatanybody will follow us, we feel
we don't know what we're doing.
So blah, blah, blah, blah blah.
But we're going to get allthose mindset things out of the
way so that the people can showup as the leaders that they are.
The third Wednesday the sevenfigure team blueprint right, and
(22:37):
this comes up all the time thenumber one thing you can do
after showing up as the leaderof a rockstar team.
The next most important thingyou do is give your people
clarity.
This is what winning means.
This is what your role is.
This is how your role createsrevenues.
These are the KPIs you're goingto be evaluated over.
These are the.
(23:00):
This is going to be our meetingcadence.
All of those things right,because if you don't have the
team that functions that way,you can't scale, you can't grow.
What you have is a team that isa weight.
So you carry the burdens youcarry and then you carry the
burden of their payroll and youcarry the burden of improperly
managing them and you're stilldoing all the work, right, okay?
So we're going to do that.
I mean that alone that's likefantastic, right, okay?
And then the fourth Wednesday,they have the specialty
(23:22):
mastermind, where they break out, like you know, it's breakout
sessions based on the kind ofbusiness, and then you'll have
some prompts, as you know, whatto discuss there, and then they
have, you know, the fifth one islaser coaching.
We call them seven figureconversations and you know Q&A
and stuff like that, which willbe phenomenal, okay.
Then August so you see how thisis built out.
Then, august, we have againbeginning with the RevCon, and
(23:44):
then the Champions Mindset thenext Wednesday, and that is
mastering difficultconversations that strengthen
your team.
So you have somebody that'sunderperforming how do you have
that conversation, right?
You have someone you need tode-hire how do you have that
conversation?
You have, like, all of thosekinds of things you have to
negotiate with the team member.
How do you do that?
And so we're going to workthrough all of that from a
mindset perspective.
(24:06):
And then the following Wednesdaywe're going to do hiring and
onboarding Because, again, manymistakes.
You have a terrible team member.
A lot of times it could havebeen avoided in the hiring
process.
You have somebody who'sunderperforming.
A lot of times they were notset up properly with the
onboarding process.
So these are two things whenyou put in place, your team gets
so much better.
And then we have a guest expertcoming in to talk about AI
(24:26):
powered team upgrades thefollowing Wednesday.
So do you see how this wholething is created?
And it's just designed to putthe doctors in a position where
this summer they will push theirbusiness Like, even if they
only did 50% of this, but pleasedo not, do not tell them.
And if you're in theentrepreneur business school
listening to this, I did not saythis.
Okay, but even if they only did50% of it or 30% of it, guess
(24:49):
what will happen.
You know like they're going tomake significant traction and
they're going to get so muchtime back because, guess what?
You see the heavy emphasis onteam, because that's a
significant part of how you getyour time back.
You see the episode on, or thelive session on Tranquil, where
you learn how to have a businessthat is doing the mostest and
be cool and be at peace and beokay.
(25:10):
So these are all the things thatwe're going to do, but it's all
born out of how can I help mypeople win.
So we look at ooh, like some ofthem may look at it ooh, this
is genius, this is amazing.
Blah, blah, blah, blah, blah,blah.
But it's not that I came upwith it.
It's not that I was like ooh,what can we do to make you know
the Ontario Business School?
Exciting is how can we solveproblems?
(25:30):
I guess what is going to happenwith all these doctors they're
going to win, they're going towin.
And they would have set thestage Like if they then put
another 90 days of work in overthe fall, oh my goodness, q4 and
Q1 of next year will be likephenomenal, right, which is what
I want for every single one ofthem.
So the reason I shared this withyou is because you can take
this same process and go to yourbusiness.
You may be thinking oh, I'mprivate practice.
(25:51):
How does that apply to me?
It's the same thing, right?
So in the summer, when youthink about it or it doesn't
have to be the summer, like,regardless, what is the issue?
They don't want to have longwait times, they don't want to
wait forever for the forms thatneed to be filled, all these
things, like.
Just think about them.
Like, how could I solve thesethings?
Right, how can I solve thesethings?
Or you see that they're havingchallenges with following up
(26:11):
with the instructions you'regiving them, whether that's some
dietary stuff or sleep stuffand all of that.
You're like how can I solvethese things?
You see, these questions, thislevel of thinking is where
innovation comes from.
That's where it comes from isfrom asking the right questions
and with the right focus, whichis your clients and your
patients, right?
So I want you to.
You know, think about this, doa version in your business,
(26:33):
right, do a version in yourbusiness and, you know, start
making this something that youdo periodically.
The Entremet Business School isdifferent every 90 days.
Because we do this every 90days, like, I'm always
constantly asking this questionhow can I help?
How can I help?
How can I help?
How can we switch this and allof that?
So I want you to do that.
And if you're not in the Entbusiness school and you've been
thinking about it, there isn't acontainer like this right,
(26:55):
there isn't a container whereyou can get the support that you
need to build the business thatyou want to build, a place
where the right vision will bein front of you, a place where
the possibilities will be infront of you, a place where the
programming is designed to helpyou win, not just in your
business but in your life.
There just isn't a place likeit, where you have classmates
(27:16):
like the ones you have, the EBSCommonwealth.
I mean it's just unbelievablethe quality of the people that
are in the room.
And so if you've been thinkingabout it, maybe this summer,
maybe that's your big step rightEntremdcom for such business
and turn in application.
Let's see if this is the bestnext step for you and we don't
strong arm anybody, we don't dolike high pressure sales tactics
and if it's not the best fitfor you, we'll tell you it's not
(27:39):
.
And we have done that and wecontinue to do that because
we're not here.
Our primary objective is not tomake a buck.
Our primary objective is tohelp physicians win, and help
enough of them win so that theexpectation and the new normal
then the normal for thephysician community changes.
Okay, where we become a peoplewho expect to have the five
freedoms.
We expect to practice medicineon terms, we expect to live life
(28:01):
on our terms, we expect to havefinancial freedom, we expect to
have time freedom and we expectto have the freedom to pursue
our purposes.
Okay, that's what everyphysician deserves, okay.
So, regardless if you're in thebusiness school or not, I hope
that you take this on, run withit and make some changes in your
business, and I also hope thatyou got the lesson of I don't
disappear in the summer and comeback in the fall.
(28:22):
I wonder what happened to mybusiness.
Now, you know, it doesn't meanyou spend all summer doing that.
It doesn't mean you say no toevery family event.
It doesn't mean that but itdoes mean that you strategically
take action on your businessand so you have something to
build on in the fall.
Okay, as always, I am rootingfor you, like, relentlessly, and
(28:42):
I hope, like for the doctors inthe Entree MB Business School.
I hope for them that this willbe a summer to remember, and
this is what we said it's goingto be a summer where we're going
to have more profits, strongerteams and real freedom.
I hope that's your experienceas well.
Okay, so share this withanother doc in your world, and
I'll see you on the next episodeof the Entrepreneur Podcast.
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