Mental Overload Is Killing Your Focus—Fix It in 5 Simple Steps

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One of the things we rarely talk about is the mental overload that comes with being an entrepreneur, especially a physician entrepreneur…

It can be crippling to think about all the decisions you need to make, all the plans you need to come up with, all the auditing you need to do, and all the feedback you need to gather.

I know what that feels like, and I want to show you the system I use to stop the overwhelm in its tracks. In this episode, I’m sharing the exact five-step process I use to automate my goals, so I can run multiple businesses, homeschool my four kids, and still have date night with my husband every Tuesday.

I’ll take you behind the scenes and walk you through how I’ve systematized my business, my calendar, and even my marriage, so that I’m not constantly thinking, planning, or reacting. It’s about being clear, being intentional, and building the kind of life you actually want to live.

If you’ve been feeling stretched thin, this is your blueprint to reset and reclaim your mental space.

Tune in!

—

Key Takeaways: 

• 00:00 Intro 
• 02:36 The 5-step formula 
• 08:27 Practical example of the 5-step formula
• 14:36 You can do the same with personal goals 
• 20:44 Becoming a systems engineer and delegating 
• 25:55 Outro 

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.

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• 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 ...

Episode Transcript

Speaker 1 (00:00):
If you don't start thinking like a systems engineer
, then you're never really goingto be able to delegate at a
high level.
I can actually have wonderfuldate nights and wonderful trips
twice a year and have nothing todo with it, but it's because
I've done the work.

Speaker 2 (00:13):
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 (00:31):
One of the things we rarely talk about is the mental
overload that comes with beingan entrepreneur, especially a
physician entrepreneur, and itcan be almost crippling when you
think about all the decisionsyou need to make, all the plans
you need to come up with, allthe auditing you need to do, all
the feedback you need to get.
It's a lot of stuff, and sotoday I'm going to show you how

(00:55):
to overcome the mental load ofentrepreneurship in five steps.
Now, if you are one of thepeople who is using the 20%
Coach Journal with me, you willfind that one of the things we
talk about is picking your topthree goals for the week.
Okay, and if you're notfamiliar with what that is, that
is this journal.
It's a 20% Coach Journal thatliterally is like me coaching

(01:18):
you twice a week, helping youspend 80% of your time doing
your most important work, thething that actually moves the
needle forward in your business.
You can get it at entremedycomforward slash journal.
But one of the things thatcomes up is what are your top
three goals for the week?
And a lot of times people saytop three goals.
Like I have nine areas of life,I have all these things that I
need to set, and then mybusiness and this and that and

(01:38):
that, and they're like so howcan I set only three?
What happens to the rest of thestuff?
And I sat down to think aboutit, to come up with what I do,
and I really do this process ofautomating my goals in a way,
and I'll explain, especiallymentally okay, the way, what I
do, so that that way I have mytop three goals but all my goals

(01:59):
are running right.
Like, how exactly do you dothat without the mental, the
mental load?
You know, because a lot oftimes when I talk to people
about you know, setting goals,setting goals for their business
, making these plans, doing allthese things, they're just like
oh, my goodness, think aboutmore things and stuff like that.
So this process is really,really, really going to help you
.
Because when I look at my life,you know I'm a wife, I'm a mom
of four kids.

(02:19):
I homeschool set four kids,homeschool set four kids, I run
five companies, I co-pastor achurch with my husband and all
those things.
I have a lot of things going onand I do not walk around with a
heavy mental load.
I just don't, in fact I refuseto right, and so this is a
process for that, okay.
So I'll walk you through thesteps and then I'll give you a
few examples, so it makes sense.
So this is the five stepformula.

(02:41):
So the first thing you want todo is to define the goal.
Okay, define the goal.
And this could be any goal.
Right, you have many goals.
But this is just a process thatis a rinse and repeat, a rinse
and repeat, okay.
So the first thing is to definethe goal.
Okay, and again, I will giveyou examples.
But once you're done definingthe goal, the next thing you
want to do is you want to createthe system that makes the goal

(03:01):
possible.
Okay, the system that makes thegoal possible.
The third thing you want to dois you want to schedule the
system.
Like, when are we going tooperate this?
And this may sound complicated,but I promise you it's not.
I'm going to break it down in asecond.
So schedule, schedule thesystem, execute on this system
and then audit the system.
Okay, so, define the goal,create the system, schedule the

(03:22):
system, execute the system andthen audit the system OK, all
right.
So let me give you a fewexamples here, because what this
does is that it helps you putgoals on autopilot.
So, the top three goals you'reworking on every way.
Let's use business.
The top three business goals,for instance, you're working on
every week.
That becomes you know things,you're trying to break in
through new levels, big thingsyou're trying to overcome.

(03:44):
But you have many other goalsthat are running and you've
already done this process.
You've defined the goal,created the system, scheduled
the system, executed on thesystem and audited the system.
So they're just running.
You have to execute on them,but you don't have to think
about them.
You don't have to come up withthe plan, you don't have to
troubleshoot it, you don't haveto do any of those things.
Okay, I'll give you a fewexamples.
So I'm going to start with anexample with my first company,

(04:07):
which is my private practice.
Now, at the time of thisrecording, I am not involved at
all in the day-to-day of myprivate practice.
My private practice is team-led.
Okay, so it's team-led and Idon't carry the mental load of
it.
Right, I don't carry the mentalload of it at all.
I show up for my meeting once aweek, meet with my practice
administrator, review what weneed to review and then we're

(04:29):
done.
I move on, okay.
Okay to the 7,000 other thingsI do.
Okay.
So let's look at how this playedout with that.
So what was the goal?
The goal was, or the goal isand the goal is kind of weird
because we have five goals,right.
So I'll give you an example.
We have a goal for a number ofpatients we want to see, we want
to have turnaround times lessthan an hour, we want to have a
certain number of Google reviewsand things like that.

(04:50):
So let's just say those are thethree goals that we have.
So we've defined the goal.
This is what we want.
This is what we want thepractice to look like.
These are the results we wantthe practice to get.
Okay, so me break it down soyou understand.
It can be vague.
So let's say, we want to see athousand patients per month, we
want to have new five-starGoogle reviews per year, we want

(05:10):
to have turnaround times of anhour or less, we want to have
75% of our AR in the zero to 30day bucket and we want to have
compliance with our agencies,which will be, like, you know,
vfc, you know for pediatrics,vfc, osha, all of those things.
Okay, so this is very clear.
These are the goals that wehave.
Okay, good, so we've definedthe goal.

(05:36):
The next thing is to create thesystem, and so, with my practice
administrator, we've worked onthe things that will give us
each of these targets right.
So we have the marketing goalsthat get us to the thousand
patients.
We have the assembly line thingthat we do to make sure that
people are being seen in an houror less.
We have what we do with thebillers so that we can maintain
those AR parameters that we want, and we have a compliance one.

(05:59):
We don't have to work on thatall the time.
And then the Google reviews.
We have a way we do that.
Okay.
So we've come together, we havedecided these are the things
and we've tested them.
So these are proven things.
Right, we've tested them.
These are the things that willcreate the result that we want,
and so she's executing on that,and then our meaning is then

(06:19):
based on these five things.
Right, like, so we have ameeting, we have a dashboard
with these things, and thenwe're tracking them.
Right, we're tracking them.
Okay, so we've created the goal,we've created the system right,
and the system consists of theactivities that she and the team

(06:40):
will execute on to create theresults and a meeting cadence
where I would get updates.
This is what is going on withthis and this is how we're
troubleshooting this.
You know we're off target, butthis is how we're
troubleshooting and all of thatstuff.
And then we schedule the system.
So I meet with her everyTuesday, right, I'm not thinking
when will we meet this week?
What are we going to talk about?
No, we already know what themeeting is.

(07:01):
We know the content of themeeting, know the direction of
the meeting, and then we knowthe time of the meeting.
Okay.
So we define the goal, we'vecreated the system, we've
scheduled the system and then weexecute every week.
So every week, tuesday, we gettogether, we do what we need to
do.
If there are changes that needto be made, we make them.
All of that stuff boomed down,okay.
And then we audit the system.

(07:21):
Right.
So what that means is okay,these strategies we used to use
before that we have as part ofthe system, they're not working
anymore.
They don't seem like they'reworking.
They don't seem like they'reworking well enough.
And then, okay, we need to editthat some.
Or we find, well, this targetis a more important target, or
we find out.
Of these five activities, thesethree are giving us 80% of the

(07:44):
results.
So let's scrap these two andjust focus on those three.
We're troubleshooting thissystem to see is it working the
way we want it to?
Do we need to edit?
Do we need to add?
Do we need to remove?
Do we need to scrap thingsaltogether and all of that, our
documentation system?
Do we need to change that, themeaning?
Do we need to change the waythat's run?
We're constantly looking atthat to make it better, because

(08:05):
we've defined the goal, createda system, scheduled the system,
we're executing on the systemand we're constantly auditing.
I don't have mental clutterthere.
I don't have mental overloadthere, because we've done the
hard work of creating the systemremoves that Right, and so my
job is then to show up for mymeeting, executing that meeting

(08:26):
and then keep it moving.
Another example would be withthe entre md business school.
Okay, so entre md businessschool, we have our live
sessions, our live trainingsessions, every wednesday at
seven o'clock.
We've had live sessions everyweek for the last five years, so
as long long as the EntremetBusiness School has been around.
Now, on that live session, myjob is to help the doctors in

(08:49):
the school make big leaps intheir businesses.
So, whether that is getting ridof obstacles in their way,
limiting beliefs that in theirway are simple frameworks they
can execute to get results inreal-time blueprints and
frameworks, like all of thosethings okay.
Whether it needs to be smallgroup discussions in similar
business types that will sparkcertain results and things like

(09:13):
that, whatever it is okay.
My goal defining the goal okayis to help people on their path
to seven, multiple, seven-figurebusinesses, right, and so on
that call I want to empower themto do that.
That's it, that's what I'mthere for, okay.
So whatever needs to happen,that's what needs to happen on
that call.
So I define the goal.
Then I create the system rightNow.

(09:34):
Creating the system looks likethis Okay, so first of all, I'm
like okay, I know I need to havemultiple kinds of meetings.
Right, it's not just oneframework, and so we have a
number of different and again,we created.
Over the years this has morphedand become different things,
but where we are now, we havedifferent kinds of meetings.

(09:55):
We have what we call the RevCon.
So if you think of it like arevenue conference, revcon where
people literally come and say,okay, this is my type of
business, this is what myrevenue goal is, this is the
challenge I'm having withhitting that goal.
And then we troubleshoot itright, and then so we probably
go through between six to eightof those on that call.
So we develop that.
Why?
Because we want to normalizemoney conversations.

(10:16):
We want people to heardifferent kinds of challenges
people have and how they'reovercoming them.
So it's stimulating everybody.
And it's stimulating everybodyand it's just like, overall, a
very wild, beautiful, beautifulhall.
Okay, all right.
So we have, like, the RevCon.
So this is the process ofbuilding the system.
That takes the time.
Okay, so we have the RevCon.
That I understand, I know.
I know especially, the moresuccessful you get, the more

(10:36):
your mindset determines whatyour business looks like.
Period, end of story.
Then we created the champion'smindset, where we'd come and
tackle one mindset thing youknow, I pay a lot of attention
to the school like what are thethings, what are the mindset
viruses that are running wild?
Let's tame them on that call,right.
And so we would do that.
We do the champion's mindset.
Whether it comes to the dramathat shows up in hiring, when

(10:58):
raising prices, whatever it is,we come up with all of those
Okay.
Then we have meetings that arebreakout sessions, right, with
similar business types so theycan have that peer-led thing.
So we have different kinds of.
So I pick okay, these are thedifferent kinds of calls that
can get me to the goal.
And so I create that and Icreate the structure of the call
, because I want every call todo certain things.

(11:19):
And so I'm like okay, thebeginning, this is how we start,
this is what we do before wehave the actual training.
Then we do the training, thisis the way we end it.
It's all intentional, it's notrandom, it's not random at all,
so that it gives me the goal,right, because this is the
system for the goal, okay, soI've determined that.
So now that I've done that, andthen I've determined the
cadence, which is not toodifficult, right, it's every

(11:40):
single week.
So I've defined the goal, I'vecreated the system.
Now I schedule the system right.
Now.
The system is not for the call.
The call is every Wednesday atseven o'clock, but the system is
more for when am I developingthe content for the call?
Right, when am I developing thecontent for the call?
So typically I would do that onMonday, like it's kind of
always sitting.
I walk around with theentrepreneur business school,

(12:01):
not in a clutter kind of way,but from a standpoint of
curiosity, like how can we getthe results we get faster, how
can we get them easier?
How can we?
You know, like I'm constantlythinking about that, it's a
hobby of mine.
I may do it on Monday, where Ikind of put everything in place
and, you know, getting ready forthe call.
So I'm not walking around like,oh, what am I going to teach in
the school?
What are we going to do?
Like I'm not, I'm not doing anyof that.

(12:22):
Right, and part of the systemis, you know, I might map out
like two to three months where,like this will be the direction
right, like a quarter at a time.
This will be the direction forthe next 90 days and stuff like
that.
I don't have the mental clutter,mental overload, tiring stuff,
because I've done the work ofbuilding the system.
So I don't have to set a goalfor it.

(12:44):
I don't have to because nowit's running on autopilot.
So what do I need to do EveryMonday?
I need to come, I need to sit.
Okay, this is what we decidedthat we were going to do.
This is the structure of themeeting.
So I just plug in all thethings that need to be plugged
in and then I just sit, I stareat my content a lot.
I sit and go like, okay, how canI get some of the
transformation from here to here?

(13:05):
So this person is at 500,000.
How do we get them to cross amillion?
This person has a team ofproducers.
How do I help them bring inmanagement level teams?
Or how do I even just help themdelegate in such a way that
they can get an extra two weeksback?
They can get an extra fourweeks of their lives back.
So this is what I'm thinking andthen driving the conversation
there, but I have a one hourblock on Monday to do that.

(13:27):
So I'm not thinking about itall week, every week.
And what am I going to do?
And we, you know starting thewhole thing over from scratch
again.
No, like we've had a call everyWednesday for the last five
years and I have run probably97% of all those calls and in
those calls, like, this is whatwe do and that's why every
Wednesday is a magicalexperience.

(13:48):
But I'm not trying tore-engineer the magic of the
experience, have built acontainer and I just put all
those things in.
Okay, so every Wednesday, thenat seven o'clock I execute and
then periodically we just auditand like, periodically we do a
full audit.
But every week I'm doing anaudit, like, okay, you know,
what do we?
What worked really well?
What do we need to do more of?

(14:09):
What resonated deeply with thepeople?
What am I missing?
What was a blind spot that Ijust found?
Like you know stuff like that.
And so I don't set goals forhave a five-star level Wednesday
call in the entrepreneurbusiness school.
I don't set it as a goalbecause in a way, I've automated
it right.
I don't set a goal for myprivate practice school because
I've automated it.
When I say I don't set a goal,what I mean is it's not showing

(14:31):
up in my weekly goals.
I'm not needing to set that asa goal every week because I've
automated it, okay Okay.
Let me give you one more examplethat doesn't have anything to
do with business, but you know,like, with marriage, right Okay,
which is important, because youknow, you'll hear me say I'm
not willing to build a businessat the expense of my family or
the expense of my faith or myfitness or whatever.
Like, I'm just not, I'm justnot willing to do it, right Okay

(14:52):
.
So for marriage, but it's athing, right, like, if you don't
pay attention to it, it can die.
It really is as simple as that.
So what is my goal?
My goal is to be married to myhusband for as long as we're
both alive.
That's my goal.
Okay, now what is the system?
And for us, we built a system,which one is a date night.
So you guys know date nightevery Tuesday, right, and we go

(15:17):
and we hang out with each otherand check in with each other and
just have a really great timeand all of that stuff.
So we're paying attention toour marriage once a week, and
then we would do one to twocouples vacations a year.
Well, mostly two, at least two.
Two couples vacations a year.
No kids, we do the familyvacations, but we do the couples
where it's just both of us,right.

(15:38):
And so we have every Tuesdayand we have twice a year where
we're working on our marriageand working, you know, like
communicating, sharingexperiences, sharing challenges,
sharing visions and dreams.
We address whatever needs to beaddressed, you know, without
attacking or feeling attacked orwhatever, but it's just this
really nice maintenance thingthat we do.

(16:00):
Okay, I could be thinking everyweek like, oh, I set a new goal.
I'm not setting goals for mymarriage every week, I'm not.
I'm not doing that because ofthis automation system.
So we've defined the goal wantto be married for as long as
we're both alive.
We've defined the system right.
And so we have these two blocks, two activities, right, like so
we have the date night and wehave the couple's vacation right

(16:22):
, like these are two things thatwe do.
And I would say, you know, wetalk quite a bit though Every
night.
That's probably a system ofsort, but it's not an
intentional system.
We just do that.
But we talk and talk and talk,and talk and talk, we hang out a
lot, we do things together alot, we just do a lot, okay.
So the third thing is schedulingthe system right.
And so we have the date nightis not when we feel like it's

(16:43):
not in a moment of you know,spontaneous, it's not.
People are like that's so rigid, you schedule it.
No, it's not so rigid, weschedule it.
Because of that.
We've done it for over a decade, twice a year where we have
missed it, maybe because youknow someone's out of town and
stuff like that.
But we'll still check in at thetime and we'll still make up
for it, especially because I'mso my love language is quality

(17:04):
time.
So I'm like, sir, you owe me adate night.
Saturday is a good day, justlike Tuesday, right.
So so we make up for it.
So there's no true negative.
You know, you know there, therejust isn't Okay.
So we have that system scheduledTuesday, you know, every
Tuesday, typically about seveno'clock, but every Tuesday.
And then for the trips in thebeginning of the year when we're

(17:27):
setting our goals, we kind of,if we can pull it off, you know
we try to schedule that thenright.
So, like this year, we had onetrip around my birthday and then
we're going to have another onelater in the year.
So it's scheduled, boom, done.
So because of that, it's almostas if the marriage is getting
better by default, but it's notgetting better by default.
It's just that we automated agoal like the outcome of a goal,

(17:49):
right, so we have the goal,built the system, we scheduled
the goal, so we execute on itright.
So every Tuesday, right, we dowhat we need to do, the
vacations, we do that.
And then we audit, right, likeevery so often, where you know,
like I got to a point.
I was like you know what You'retaking your date nights for
granted, and when I, when I,when we say date nights,

(18:11):
sometimes we go on a drive,because that's what we want to
do.
We drive around town, we'retalking, laughing, like we do
all kinds of stuff.
Sometimes we'll go to themovies.
It's not about doing thingsthat are super expensive every
single time and it's not aboutthat.
It's just it's about theconnection, right.
So we would audit it right.
And I started thinking.
I was like you know what youtake these for granted, right?
And if you think about it, Idon't remember the math, so let

(18:31):
me do it, let me, let me do ithere.
I'm like okay, I am 46.
And so that means if I wasgoing to live to 100, I have 54
years to go, and if I multiplythat by 52, I have 2,808 date
nights left.
So we both live to 100.
Just doing equal math here, so2,808.

(18:54):
And the question becomes well,if you had $2,808 left, how
would you treat each dollar Alittle different, right, if
that's all you had left?
And so it's like well, you knowit may seem like a lot, you
know 2,800, but it'd be gonebefore you know it.
And so why don't you just dojust a little to make each one a
little more magical?

(19:14):
Like, just be a little moreintentional about each one,
right, just a little.
And so that's an audit.
And I'm like huh, like you know, let me, let me do that.
You know, let me look for somethings we haven't done before.
Look for where we've made thislike so routine and so autopilot
, and add some you know spice tothat and things like that.
And we did that.
And so this process, right hereis something that I work on,

(19:36):
getting better and better atright, like I have this goal, I
have this thing.
How do I put it in such a waythat I'm not like starting the
engine over every single week.
I've kind of done the work,defined the goal, created the
system, scheduled the system,execute on the system, audit the
system.
So I'm not necessarily thinkingI'm not showing up in the hour

(19:59):
when I'm supposed to work on it,thinking about it Like I'm just
executing it right.
So because I do that, I canshow up and have three goals for
the week that I'm activelyworking on brainstorming,
figuring it out, doing all thethings, as opposed to just
showing up and doing the thingright, or, better still, showing
up and having somebody else dothe thing, because you've

(20:20):
learned how to leverage yourteam right, which is kind of
what I'm doing with my privatepractice.
So I want you to kind of leaninto this way of thinking,
because when you do this, thenpeople can start asking you the
question many people ask me,which is how do you do it all?
Because you can't do it all ifyou're starting from scratch, if
you're thinking abouteverything, you're coming up
with new ideas every week andall like you just can't.

(20:43):
If you don't start thinkinglike this, like a systems
engineer, which is what Iconsider myself if you don't
think of things this way, thenyou're never really going to be
able to delegate at a high level, because I built this whole
system and all of these things.
For instance, I'm not sayingI'm going to do this, or maybe I
should, I don't know.
But I want you to imagine I hada personal assistant and I

(21:04):
wanted to delegate completelythis whole marriage, you know,
like marriage till I die system.
Okay, I want to delegate thatsystem.
Well, now the person knowsthere's a.
It's clearly defined.
So there's a date night everyTuesday from 7 PM, there are two
vacations a year, right, andthere's a list of what I, what
we like and what we don't likeand stuff like that.

(21:26):
There's a list of all theseactivities we've done over the
year and I can say, run it Likejust tell me every Tuesday where
we need to be and the vacationswe have this time and this time
this is what we like.
Mama always wants to be by thewater, so you go, do it, get it
done.
Can you see how I can actuallydelegate that?
I have wonderful date nightsevery Tuesday and wonderful

(21:47):
trips twice a year.
Couples vacation and havenothing to do with it, but it's
because I've done the work right.
So, one is that it makes yourlife easier.
Two is that now you can startdelegating whole systems, right?
So maybe I should think aboutdoing that.
And it makes everything so muchbetter.
And so, if you learn this, itputs you in a place where you
can spend 80% of your time on20% activities.

(22:09):
It puts you in a place whereyou can set a few goals week to
week but get a lot of stuff done.
It sets you up where you'll beable to leverage your team in
ways you never thought possible,because you're clear.
You're clear on what you wantto do, you're clear on how it's
going to get done, you're clearon the cadence, and so you can
delegate.
Now, I'm not delegatingoutcomes.
Okay, let me tell you thedifference between the two.

(22:29):
Right, I can delegate a task,which is book my tickets to Bora
Bora.
Okay, that's a task, but Istill need to figure out where
do I want to go.
Do I want to go to Bora Bora?
What hotel, what resort do Iwant to go to there?
What kind of room do I want tobe in?
All that stuff.
And then I say, okay, book thiskind of room for me in Bora
Bora and book my tickets to BoraBora.
Or I could take the whole thinglike book my 52 date nights for

(22:54):
whatever.
I'm going to be out of townthis week and this week, my
husband's out of town this weekand this week, so don't schedule
on those Tuesday.
These are the kind ofactivities that we like.
And book our two vacationsright, like, of course, you're
clear with us first, but come upwith where we should go for
these two vacations.
One is in March, one is inSeptember, blah, blah, blah.
And I can delegate not just thebooking of the flight and the

(23:14):
booking of the room, but thethinking of it, the mental
overload of it, like the wholething, boom.
And you can do the same thingIf you hire a lot right, maybe,
my private practice folks, youhave to hire a lot and stuff
like that.
And you build this whole thing.
So the goal we want to have arock star, da, da, da da, full
complement of a team.
That's what we want to have.
And then you create the systemwhat kind of job ads do we do?

(23:34):
What needs to be there?
How do we interview?
How do we choose?
How do we onboard?
And you define all of thosethings.
And now you have a system andyou schedule a system and you do
all of those kind of things.

(23:55):
So the secret to getting rid ofthe overload is clarity.
The secret to getting rid of theoverload is this five-step
process and once you do it,whether you're doing it, it will
be so much easier when you havethe team for it, which you may
already have hired them, butyou're not delegating.
Now you can start delegatingoutcomes and not tasks.
And, oh my goodness, it putsyou in this place where you can
run a business, or you can runmultiple businesses, like I am,

(24:17):
and you have internal peace,like you are not constantly
overthinking and bearing allthis stuff, like you have peace.
You can be in the moments withthe thing that you're doing at
the time.
You can be in the moments whenyou're with your family, you
have white space to think ofgenius ideas and all of this

(24:37):
stuff.
I want that for you.
I want that to be yourexperience.
But it all starts with beingthis person who can take an
aspect of their business or anaspect of their lives and you
define the goal, you create thesystem that delivers the goal,
you schedule it, you execute onit, you audit it.
It will change everything.
So go practice this.
Don't try to practice it withyour whole business, like, oh my

(24:58):
goodness, this is socomplicated.
Don't do it Like find one partof your business and start
practicing this.
It's about putting in the repsand getting better and better at
it.
So pick a small part of yourbusiness and start practicing it
.
You have a virtual assistant,but you're still managing your
calendar right.
So build this thing.
What is the goal?
Never want to touch my calendaragain.
Don't want to have any morescheduling conflicts or any of

(25:18):
those kind of things.
You create the system.
This is where you put what OnMondays at this.
I do this da da, da da.
Put it so your VA doesn't evenneed to talk to you.
They know exactly where whatgoes right.
You put that there.
Then you schedule when thecalendar gets done or audited or
whatever that is, and thenexecute on it and then audit and
then you can take this wholething and pass it onto your VA

(25:38):
and never touch your calendaragain.
You could do it with yourprocess for doing your podcast.
You could do it with yourprocess for social media.
You're getting up like, oh,what am I going to post, as
opposed to on Monday.
I post this on Tuesday.
I post this Like boom, like you, build a system, become a
system engineer, like me.
It will change your life.
It will change everything aboutit.
Okay, so, go practice this withthem.
And on this one, I want you tocome back.
Send me a private message onFacebook or Instagram.

(26:01):
I'm at Dr Una Chukwu onInstagram.
I'm Nneka Una Chukwu, so proudof you for doing it.
Congratulations.
Like what in the world?
What system is next?
Okay, so send me a messageFacebook, instagram and just say
Dr Wu, and I did it.
I just want to shout you outand I'm rooting for you.

(26:22):
But we as a community, we arenot going to get rid of burnout.
We're not going to get rid ofmental overload.
Some people ran away fromcorporate because of burnout and
then came to their business andcreated a new burnout.
Okay, so we're going to walkaway from all of those things
and we're going to become thepeople who have dream businesses
and dream lives, who arepresent, who are in the moment,

(26:42):
who are enjoying their lives,who have peace, because we learn
how to get things, how to buildthese systems and automate our
goals, whether we're the onesdoing it or we have our team
doing it.
Okay, rooting for you.
Build these systems andautomate our goals, whether
we're the ones doing it or wehave our team doing it.
Okay, rooting for you always.
This is the least you'll everbe.
Things are just going up and upfrom now, from here.
Don't believe any lies thatanybody tells you that it's over
for physicians and we're not.
Business people and privatepractice is dead, and this is

(27:05):
the way it's always gonna be.
No, it's not.
No, it's not.
And I've worked with thousandsof people who are changing the
narrative.
I want to invite you to do thesame thing too.
Okay, winning for you always.
See you on the next episode.