June 2, 2025 • 32 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
You CAN have it all.Â
However, it’s not going to fall into your lap or happen magically. In this episode, I share the seven keys every physician entrepreneur must master to truly have it all, whether that’s financial freedom, time freedom, clinical fulfillment, or a strong family life.
I’ll walk you through why your medical degree isn’t enough to get you the freedom you want and why mastering your own values, building a rock star team, living in your zone of genius, and having the right mentors will change everything.
Tune in, take notes, and get ready to say YES to the life you deserve. Let’s go!
—
Key Takeaways:
- 00:00 IntroÂ
- 00:37 Entrepreneurship and the reality of medicineÂ
- 06:58 Be clear on what you wantÂ
- 09:49 Be clear on your values
- 14:29 Be clear on your dominos Â
- 18:27 Live in the 20%Â
- 19:28 Build a rockstar teamÂ
- 21:50 Master overcoming challengesÂ
- 23:55 Have an army of mentors and coachesÂ
- 30:36 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 ...
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
You can have it all, but it's not going to come to
you.
Please don't believe that lie.
It's not going to magicallyhappen.
Nobody's coming to make ithappen.
You're going to decide I wantto have it all.
And once you make that decision, you need to make the second
decision.
I am willing to find out and dowhatever is required for me to
have it all.
Hi docs, welcome to the EntreMDpodcast, where it's all about
(00:22):
helping amazing physicians justlike you embrace
entrepreneurship so you can havethe freedom to live life and
practice medicine on your terms.
I'm your host, dr Una.
I have finally figured out whatyou need to do.
If you don't feel likerecording content, just record
(00:43):
it.
So this is going to be anabsolutely amazing episode and I
was like, oh my goodness, I,you know, I need to go record an
episode.
And what I did was I thought Isaid you know, for my people,
the people in my world, thedoctors that you know I'm called
to serve, and all of that, whatis challenging for them, what
is a problem that facing rightnow I can make go away.
(01:03):
And I thought about that.
It was very easy.
I was literally in a Facebookgroup yesterday and there were a
number of posts where peoplewere like they were so upset.
And they were so upset becausemaybe they're in a specific
specialty, especially primarycare and stuff like that, and
they read a post about anorthopedic surgeon making so
much more than they are.
(01:24):
Or they read about somebodylike a different kind of
clinician, like a CNA, somethinglike that, and they're like, oh
my, not CNA, please scratchthat CRNA.
And they're like, oh mygoodness, I can't believe
they're making this much.
I'm so upset and things likethat.
And I get it right, I get it.
(01:47):
We, you know, we really you knowtrained to become doctors and
we had seen a model of what lifewas like for doctors.
Unfortunately, by the time wewere done with our training,
that model had gone right, likeyou know, when the people ahead
of us, you know, practiced, itwas really the doctor-patient
relationship.
We didn't have multiple typesof clinicians.
We didn't have private equityin the healthcare space, at
least, if there was not in anyway like what we have now.
(02:09):
It was not as economic of aspace.
We had monopoly, even thoughthat was not the intent, but
that's just the way it was.
And so you could hang a shingleand they would come, you could
do good medicine and the moneywill follow and all of those
things.
But truth of the matter is thatthings have changed.
It's not like that anymore andit's not going back to the way
that it used to be.
And I felt that and I, you know, I remember, you know, coming
(02:32):
in the comments and saying, guys, listen, like like, first of
all, there's so many people whomake a truckload more than
doctors make.
I mean, when I'm in a room withentrepreneurs, you know like
seven figure entrepreneurs,multi, seven figure
entrepreneurs, like a hundredthousand, 200,000, 500,000,
that's not a whole lot of money,like that's not the way they
think about that, Right, and sothere's so many people with much
(02:53):
less education that are makingmore and stuff like that.
And I said, listen, guys, likewe got a really great education,
but our really great educationput us in a position to take
really great care of patients,which we do.
But being paid better, beingpaid what you think you're worth
, and things like that, itanswers to different rules, it
answers to a different skill set, it answers to a different type
(03:14):
of education.
It is not our medical education, because they're like oh, my
goodness, I'm so mad, I went toschool for a gazillion years,
which is true, but it makes usexcellent at what we do, though
we do need to stack on adifferent skill set, guys.
This is the sole reason whyEntreeMD exists, because I want
you to think about this.
Your clinical education got youready to take really great care
(03:37):
of people.
The end it did not put you in aposition to make better pay, to
have financial freedom, to havetime freedom.
We learned nothing about thatand we need to tell ourselves
the truth.
We learn nothing about that.
Okay, so it's a differentskillset, like if you want to be
paid better or you want to havea, you know, like for my
entrepreneurs, you want to bepaid better.
We had a doctor who was anemployed physician, who learned
(03:59):
the principles that we teach inthe entrepreneur business school
and six-figure bonus.
Right, it didn't answer to hismedicals.
It's not because he did bettersurgeries.
It's a completely differentskill set.
If you're going to run abusiness and it's going to be
very successful and you run itin such a way that it is
profitable, it can pay you, itcan pay your team, it can give
you your time back, it can workwithout you.
(04:20):
That is a completely differentskill set.
We have a doctor who came intothe EntreMD business school and
she was burnt out in her privatepractice, which she'd had for
over a decade, I think at thetime.
And you know she hated thepractice and she was like, my
goodness, I wish I could justget someone from private equity
firm to come by this so I can bedone with it.
But you see, she was runningthat on her clinical skills.
(04:41):
She comes into the EntremdiBusiness School, she starts
learning the business skills.
She starts learning you knowhow to hire the right people,
how to lead your team, how togive them revenue generating
activities, how to manage themby KPIs and all of these things.
And now she has a practicewhere she's working two and a
half days a week and she had herfirst million dollar month.
What was that?
(05:01):
Was it more CME?
No, first million dollar month.
What was that?
Was it more CME?
No, and the CME is not bad.
It would just make her a betterclinician.
But if she's going to have asuccessful business, that
answers to a different skill set.
Guys, the education we got wasfantastic for taking care of
patients, but if we are going towin, if we're going to have
financial freedom, if we'regoing to live life on our terms,
(05:23):
if we're going to do all that,different skills are required.
They're required, and we may goaround and we may say it's not
fair, and all of these things.
When has that changed anything?
We have an opportunity tochange everything.
Okay, so I decided right, like.
So.
I was like you know what.
Let me come and talk about sevenmust haves.
If you're going to have it allBecause you can have it all you
(05:46):
can have the great clinicalcareer, you can have the time
freedom, you can have thefinancial freedom, you can have
the family you can have all ofthose things, right.
But if you are going to, thereis a price to pay.
Guys, this is not going to fallin our lap.
That's not the way this isgoing to work.
We're going to do some stuff.
If you have a business thatyou're running and it's not
hitting certain revenuemilestones, there's something
needs to give.
If you're running a businessand the numbers look good, the
(06:09):
profit and loss statement isgood, but you're like I want to
throw it all away because you'reburnt out, your team is driving
you nuts, you don't have timewith your family, all of those
stuff.
Something needs to give, evenif you don't get the seven
things I'm going to show you,because I'm going to show you
seven months have.
Even if you don't get that, ifyou get this concept of if
something is not going the way Iwant it to go in my life, I
need to stop and I need todecide.
(06:32):
I'm going to change it.
I'm going to find out what isrequired for me to change it and
I'm going to do it.
If you can walk away with thatattitude, you're not going to be
a victim of the healthcarespace we find ourselves in.
But if you don't have thatattitude, victim of the
healthcare space we findourselves in.
But if you don't have thatattitude, unfortunately you will
be, because nobody's coming tosave us, nobody's coming to help
us, nobody's going to come into make it stop.
We're going to make thatdecision.
I'm going to make that decisionLike this is what I want to
(06:54):
build, this is the way I want mylife to be, and that's it.
Okay, all right.
So what is the first thing?
The very first thing is this beclear on what you want.
Be clear on what you want.
Unfortunately, we're surroundedby so much noise that most
people have lost touch with whatthey want.
So people are like, oh, thisperson earns more than me, but
is that what you want to earn?
This person has 25 people ontheir team.
(07:15):
Well, do you want a team of 25?
Or do you want a small boutiquebusiness, right?
Oh, this person went on Xnumber of vacations.
Do you even like traveling?
The more you're in alignmentwith what it is you actually
want, the happier you'll be.
The more it is that you're likederiving what it is you want
from what other people have, themore miserable you'll be,
(07:36):
because it is a slippery slopethat never ends.
So you know.
So for a doctor, they say, oh,you know, this doctor is making
500.
I'm only making 200.
Okay, but when you get to 500,let's say that's what you did
there will be somebody earning650.
And when you get to 650,there's somebody else who's
going to be making a million.
And when you get to a million,there's somebody who's going to
(07:57):
be making 5 million.
This is a never ending story.
You have to decide.
What is it that I want?
What do I want, right?
What do I want?
You know?
For instance, you know when,with my private practice, we
opened a second location, okay,and we're navigating the second
location.
We get a doctor for thatlocation, whole team, all this
stuff.
You know, navigating the secondone was closer to my home so
I'm like, oh, that will even beeasier.
Blah, blah, blah.
I didn't like it.
This is not what I want.
(08:17):
I don't want to have 10locations.
I don't want to have this big,ginormous private practice.
I want to have a privatepractice that's a lab where I
can come and experiment and Ican come and help all these
thousands of private practiceowners and let them know hey,
this works.
This is what I did and itworked.
So could I have?
Yes, do I want it?
No, so what did I do?
(08:37):
I shut it down.
No apologies, no remorse, noshame, no, nothing.
I just shut it down.
That's not what I want.
So the question for you is whatdo you want?
What do you want?
Some people just build a bigteam, because they see people
building a big team, but that'snot what they want.
That's not the kind of businessthat.
What do you want?
There's some people who don'twant to, they don't want to work
, they don't want to workclinically at all.
(08:59):
Some people want to workclinically to the day they die.
There's no right or wrong.
What do you want?
It's really important.
So a lot of times, like in theEntrepreneur Business School,
when I have live coachingsessions with them, you know,
when we do our seven figureconsults, I'm like, okay.
They ask you know this, shouldI do this?
I'm like, okay, let's stop.
What is it that you want?
Because the thing is this wecan build a business system
(09:30):
around it and you can get whatyou want, but when you want what
you get, when you get what youwant, I want you to want what
you get.
Right, like, what do you want?
What somebody else is doingdoesn't matter, it's immaterial.
Okay.
So get clear, because justsaying, oh, I want to make this
much money If that's not whatyou want, not going to make you
happy.
I want a job that pays.
This may not make you happy.
Maybe you'll be happier with ajob that gives you more
flexibility and a little lessmoney, right, what do you want?
You have to know what you want,okay.
Number two you have to be clearon your values.
(09:51):
Okay, you are always going tohave more options than you can
ever say yes to.
You are always going to havethat.
In your business and in yourlife, you're always going to
have more, and so the questionis what are your values?
What ranks above what?
Because there are things thatrank above other things.
I'll give you an example.
When it comes to me, when Ithink about my life and I start
ranking things, number one,number one is my relationship
(10:15):
with God.
I am not willing to build abusiness that means I have to
sacrifice that, because if Icould only have one thing,
that's what I want to have, andso saying no to certain things
becomes very easy, saying yes tocertain things becomes very
easy.
Why I'm clear on my values.
Number two is my family.
Okay, so right after that is myfamily, is my relationship with
(10:38):
them and all of those things,which means what the business
comes after my family, and so,when it comes to making
decisions, if it is a decisionthat will favor my business, I
hurt my family.
I'm not going to do it, becausemy family ranks above my
business.
Right After that is what I calllegacy, my legacy play, and so
(11:01):
in that, business could be in it, ministry could be in it, like
all kinds of things, but it'slike when I'm gone, this is what
I'll be known for when I'm 90,.
This is the difference I createdin the world.
I'll be celebrating.
That comes third.
That even comes before what istraditionally known as business.
For me, the business and legacyis kind of mixed together,
(11:23):
because my business is my legacyplay, but my business is my
legacy play because legacy comesabove business.
And so if there's somethingthat I will do today that will
put a million dollars in my bankaccount but will hurt my legacy
, I'm not going to do it,because I'm very clear on what
comes before what.
Okay.
In my business, people comebefore profits, and so if I need
(11:47):
to acquire profit and in theprocess I have to hurt a person,
I'm not going to do it.
I'm not going to do it.
This is why I won't teachthings I don't do, because I'm
wasting people's time.
I know I cannot give what Idon't have.
I'm not going to do it.
This is why I don't makedecisions to get a quick buck.
I make decisions to transformthe lives of people and then I
(12:12):
receive a thank you notes calledmoney.
This was very interesting.
I just got back from a meetingwith my team.
We're working on trendy live.
One of the things I do is Iattend the events many times
before I attend the events.
One of the things I do is Iattend the event many times
before I attend the event, andwhat I mean by that is I go from
the beginning.
Okay, so they come into thebuilding, they walk through the
door, what do they see?
How does this make them feel?
That's like I go through thatas session one and session two,
(12:34):
then at lunchtime, and this I gothrough everything, because
what I want is, when somebodycomes in, one way they may come
in feeling stuck, and they maycome feeling maybe even a little
hopeless, or they may justmaybe they're cynical, right,
and they come in, and they comein with these limiting beliefs
and they come in with strategythat they don't know and all of
(12:54):
those things.
I'm fine with that.
But when they leave, I needthem to leave inspired.
I need them to leave knowingwhat is possible for them.
I need for them to know likethis is how it can be possible.
I need them to know this is theabsolute best resource to go
with to make these thingspossible.
I need them to have createdsome networks and all of those
(13:15):
things right.
So we're having the meeting andwe're working through all these
things, and she says this isvery fascinating.
And she says most people don'tdo events this way.
Most people the leader is themoney Like how can we maximize
how much revenue we're going tomake?
And don't get me wrong, we aregoing to make revenue at the
events, right.
But she's like but you'releading with.
(13:36):
How can I help these people?
How can I help them change?
How can I help them overcomelimiting beliefs?
What will be confusing?
How do we overcome that piecethat is confusing and all of
that stuff?
And she's like this is amazing.
I haven't, I've not seen itdone like this.
And that's because in my valuesystem is people above profits.
Now, you know I talk about thisall the time, so profit is
(13:58):
right under people, so I'm notsaying people.
Then if there's any profit,we'll take it.
That business doesn't work thatway.
It's an economic sport.
But in my value ladder I knowwhat comes first, right, and so
you have to know your values.
And that way, when you see allthe shiny objects and stuff like
that, it's so easy to say no.
And a lot of times, the thingsthat will ruin us are not the
(14:19):
bad things, they're the goodthings that we shouldn't be
doing at all, right.
And so what helps you see thosethings and say no to them is
your value system.
So you want to be clear on whatthat is?
Okay, all right.
Number three is be clear on yourdominoes.
Guys, everybody has a zone ofgenius.
Okay, there are places whereyou thrive, and when I say zone
(14:39):
of genius, there's anintersection, right?
The intersection is this is thething that creates the biggest
shift in my business and I'mgood at it and I enjoy doing it.
So we want to have these threethings.
Okay, you don't want a zone ofgenius that doesn't make any
money, right, doesn't have anyvalue in your business and stuff
like that.
These are things that make youa lot of money, you're really
(15:00):
good at them and you enjoy doingthem, in no particular order,
but these three things need tobe there, okay, the clearer you
are on what those are, the moreyou can live a life that leads
to massive growth, massivechange, massive transformation,
making quantum leaps.
You know you get the businessnot profitable.
The team helps you be even moreprofitable and gives you your
time back so you can focus onother things.
(15:21):
And so, because, if you'regoing to build, if you're going
to have it all, you need thebandwidth to have it all, you
need the team to have it all,you need the money to have it
all.
Like, there are a number ofthings that need to be in place.
So you want to be clear on whatthose are and it may take you a
minute to find out what theyare, and if you looking till you
do so, for instance, for me,you know I've taken time to look
(15:42):
at this and when it comes to myzone of genius, there are three
things there, and one iscontent creation, and not just
any content creation, buttransformational content, like
how do you create content thatchanges people's lives, that
people are like?
My life was like this I startedlistening to your podcast.
My life was like this I joinedthe entrepreneur business school
.
My life so even with you knowthe curriculum, all those things
(16:03):
like it's all content, but it'stransformational content.
That is a zone of genius for me.
It's a zone of genius and it'sa zone of genius I've really
worked on, and so you know, whenpeople listen to my content,
watch my videos, are in myprograms and stuff, they change,
they change Okay.
The second one is coaching, andagain it's somewhat similar to
(16:28):
content, but of course it'sdifferent, right, and that is
being able to pull out thegreatness on the inside of
people, whether those areclients or those are team
members or people in ouraudience, in our ecosystem.
But that ability to pull it outAgain zone of genius for me I
can see it when I come incontact with someone.
(16:49):
I can see it and that's whythey ask me oh, should I join
the Entrepreneur Business School?
Will it work for me?
Absolutely, because I can seeit.
I can see what they're doing,the idea they have how it can
become this thing that's so muchbigger than they can imagine.
I can see it.
I can see what they're doing,the idea they have how it can
become this thing that's so muchbigger than they can imagine.
I can see how they can getthere.
I can see the pathways, I cansee the obstacles that will be
(17:09):
there and how they can overcome.
It's very weird, but this is myzone of genius.
I can see it.
And a lot of times people willsay this, they'll say thank you
for believing in me before Icould even believe in myself,
because they may not see it.
I see it, and sometimes I seeit so much so that I don't even
tell them.
I tell them maybe five or sixmilestones back, because if I
tell them, the milestone that Ido see is scary for them.
(17:31):
You know, it's like I would seesomeone who hasn't started a
business at all and I know, ohmy goodness, this person is
going to do this on a nationalscale.
This person is going to do thison a national scale.
This person is going to have aninstitute doing this thing.
This person is going to besynonymous, her name is going to
be synonymous with this.
And they haven't even started abusiness yet.
They're asking me if I thinkthey can start a business.
(17:51):
But I can see it and I know howto get them there, and so
that's a zone of genius for me,okay.
And then the third one isstrategy.
That's my jam.
Like you just give me a dryerase board and you give me a
problem.
I'm like let's go Right.
And so these are three thingsthat I've noticed, like I'm
really good at them.
And again, if you think aboutmy business model, if I'm
coaching at the highest level,creating transformational
content at the highest level,delivering strategy at the
(18:12):
highest level.
What happens to my people?
Massive results, and we've hadthat like the entrepreneurial
business.
School is about to be fiveyears old and we've had
unbelievable transformation thatdoctors have experienced Since
I know it's my zone of genius,since I know this is the domino.
It takes us to number four,which is then live in the 20%,
which means, since I know thesethree things are the things that
(18:34):
they create the biggest resultsin my business.
I enjoy doing them.
I don't feel like I'm workingwhen I'm doing them.
I enjoy doing them and I don'tfeel like I'm working when I'm
doing them.
I enjoy doing them and I'mreally good at them.
Then I should spend 80% of mytime there.
These are 20% activities.
I should spend 80% of my timedoing that because these are the
things that matter the most.
Why is this important?
Because this is the thing youcan't have it all.
(18:55):
If you can't figure out how toget your time back, you can't.
And if you don't figure outwhat the domino is, you're going
to spend so much time doing thethings that barely move the
needle.
But if I spend my time doingthe dominoes, then what happens
is I could get so much more doneby doing a whole lot less.
(19:15):
And then what does that mean?
I bought back my time to doother things, to expand and to
really focus on other areas ofmy life, and stuff like that.
So, living in the 20%, livingspending 80% of your time doing
the dominoes Okay.
Number five the never endingtask of building a rockstar team
.
Okay, so now I identify as ateam builder.
Okay, I just build teamsbecause I realized that the
(19:40):
impact I can have is not finite,like, my impact is limitless,
and so I then decide to createas much bandwidth as I can to
have as much of an impact as Ican.
And okay, now this brings us tosomething right.
We talked about values earlier.
This is a huge Under Legacy isa huge, huge, huge value for me.
(20:00):
That I and it's not because Iwant my name to be on a monument
somewhere or whatever, butsomething that is very important
to me and I know it aboutmyself.
So there's no point denying itis I want to help as many people
as I can help before I leavethe planet.
That's what I want to do, andso, for me, building a team is
(20:20):
not even just about having itall, but it's I can't do what I
need to do without it.
But if you're going to have itall, you need your time.
And if you're going to get yourtime back, one of the things
you must master is building team.
Start from wherever you are.
If the thing is you don't havea team member at all, get a
virtual assistant and startpracticing getting things off
your plate.
So you get stuff off your plate.
(20:40):
You come up higher, you'redoing higher value tasks.
You get another person on yourteam, you get stuff off your
plate, you do higher level tasks.
That's what you do and you keepmounting higher and higher.
The only way to keep mountinghigher and higher is to get
things off your plate.
So it's not a thing you do.
Once you may say oh people suck,I've hired somebody before and
it was bad.
Well, get over it.
Like, give yourself grace andgo.
(21:02):
Like okay, that was a bad hire.
Like, if you're in medicalschool and you failed one test,
what are you going to do?
Drop out of medical school?
No, you go back and study andthen pass the test.
Okay.
So you hired a team member.
It didn't work?
Great.
What did that teach me?
What did I learn?
What should I do differently?
Where did I show up the rightway?
Maybe I didn't train thisperson?
Maybe I didn't onboard themproperly.
Maybe I even never even letthem know how they win on this
team.
Maybe I hired the wrong personbecause I didn't want to?
(21:23):
You know, I heard Dr Uno talkabout the three by three method
and at least have, at least youknow, three interviews.
And you know I met the personand they were a warm body.
I just hired them.
Okay, so fine.
Now you know that doesn't work.
But a team, you start again.
(21:47):
Now that you've acquired wisdom.
You know a few ways not to doit.
You go do it again.
But if we refuse to master this,the opportunity cost is we
cannot have it all.
We cannot Without a team.
We cannot have it all.
All right.
Number six we must masterovercoming challenges.
I used to run away fromchallenges.
Oh, why is this happening, allthis stuff?
But guess what?
I'm 46 years old.
I've never had a year, I'venever had a month, maybe I've
never had a week where I did nothave a challenge.
This has never happened.
And I've talked to a lot ofpeople and they have the same
experience.
So apparently, challenges,problems, crisis that is part of
(22:10):
the human experience.
Okay, so, since it is part ofthe human experience, if I am
going to have it all and I'm notgoing to stop and fall apart
for three years every timesomething doesn't go my way and
please don't misunderstand me,I'm not trying to minimize this.
Of course there are challenges.
I'm not trying to minimize that.
But we have to become better atovercoming them.
(22:31):
We have to become better atnavigating them.
We have to decide in advance.
This is how I respond ifsomething like this were to
happen.
We have to put contingencies inplace.
So if I have a bad week, I justneed to take the week off.
I need to take two weeks off.
This is how my company canstill run, this is how my life
can still run, this is how myfamily will still be cared for,
or whatever it is.
But we have to become better atnavigating challenges, because
(22:54):
everybody gets them right.
But some people it takes themtwo minutes to recover and some
people it takes them two years.
I'm not talking about, likethere's some things that might
take two years, but what I'msaying is something that will
take someone else two minutes toovercome.
It may take somebody else twoyears.
So in that case, the personwho's doing it in two years
needs to learn from the persondoing it in two minutes.
(23:14):
Like, how are you doing this?
But we have to get good at itand we can practice every day.
Something doesn't go my way.
What is my response?
Somebody leaves me a one-starreview.
What is my response?
The first time I got a one-starreview, it took me three days
to recover.
Okay, it doesn't take me threedays anymore.
Okay, so how long does it takeyou to recover?
You had a launch.
You failed.
(23:34):
How long does it take you torecover?
Do you hire somebody that forthe next two years you're like
it didn't work?
So I'm not going to hiresomebody for two years.
Like, how long does it take usto recover?
Are we getting bent out ofshape when the inevitable
challenges of life show up,right?
So please don't hear what I'mnot saying.
Of course there are things wehave to go through and of course
there's some that will takelonger than others.
But can we get better?
Can we get better?
(23:54):
Okay, and then number seven,finally, something I must have
an army of mentors and coaches.
I must have an army of them.
I don't have the time, and whenI say army, please, I want to
be so, I want to be careful.
Oh my goodness, please don'thear what I didn't say.
I'm not saying go hireeverybody on the planet.
I'm not saying that right, butI am saying that you need people
, and you may need differentpeople in different seasons or
(24:15):
whatever, but you need people.
Okay, things that we've made acommitment to doing.
I discovered this shortcut,mentorship, coaching, all of
these things in 2017.
So a number of years ago, and Ihave not stopped since because
I'm like, oh my goodness, thisperson learned this.
They went to the school of hardknocks and all of that stuff,
and I could come into theirworld and in six months, a year,
two years, three years, fiveyears, I can get it all.
(24:35):
Please count me in.
And so it is a strategy.
It is a strategy that I use,right, and so that's the reason.
You know, one of the thingsabout the Entree Empty Business
School is that we built it in away where it grows with you.
You know what I mean, because Iused to think about.
I was like am I being ahypocrite?
Because you know, I would tellpeople you don't want to be the
(24:55):
smartest person in the room,like you know all of these kinds
of things, and then I'm tellingpeople I don't think it's time
for you to leave the EntremetBusiness School.
Yet we have people who've beenthere for all five years that
the school has been in existence.
But isn't that odd?
Like what, if they've outgrownthe room?
(25:16):
And I said that and I thought,but I was like, but they haven't
, and I don't know why.
Itmd Business School literallyevery 90 days.
It's like a different schoolbecause the people are different
.
People will come in and they gointo the vault because we have
every recording since foreverand they see people running
multimillion dollar businessesnow, but they're able to watch
the videos from when they werestill employed physicians and
they're like, oh, my goodness,right.
(25:37):
So because the community isgrowing, it's hard to outgrow
them all.
Right, because you may think,oh, they're all you know at this
level.
No, they were at that level.
The person who was in the sixfigure business is now doing
multiple six.
The person was doing multiplesix is now doing seven.
The person was doing seven isdoing multiple seven.
The person who's done multipleseven for a number of years is
now, you know, like dangerousclose to eight and stuff like
(25:59):
that.
So, and I was like, yes, andthat was the whole reason for
the community, so that we havenot only is your mentor growing,
because I've never beenstagnant, I have never.
My business has continued togrow, I have continued to grow,
my brand has continued to grow,my output has continued to grow,
my level of strategy hascontinued to grow.
So the mentor of the communityis constantly growing, the
(26:19):
community is constantly growing.
And then we're adding in peoplewho are like, I mean, like
total rock stars.
I was like that's the reasonwhy, right and so, because my
intent was I couldn't say thiswhen I started the school, right
.
But when I started the school,you know, one of the things I
said is like this is the oneschool you'll never want to
graduate from.
But I could never say it, right, I didn't have the confidence
(26:41):
to say it at the time.
That was what was in my mindand that's what I wrote in my
journal, because I'm like wewill be the gift that keeps
giving.
We will be the people who arethere.
So we've had people who came inthey're employed physicians then
they launched their business,then they grew their business,
then they crossed six figures,multiple, six figures, seven
figures.
Now they're on the track,building businesses that can
(27:03):
work, you know, building theteam that can run the business.
So they ultimately havebusinesses that can run without
them, and then they can exit ifthey like, but if they don't
like, they can keep it.
And now they can becomedisruptors, like whatever it is
their true, true, you know,desire in life, like some
aspects of society, where theyjust want to fix it in a
(27:23):
profitable way, of course, butthey want to fix it Now they
have the freedom to do that,right.
And so if you want to launch,grow, scale, exit, disrupt, we
have a space for you.
There's a space for you.
Why?
Because I know that physiciansneed this almost more than
everyone else, because everybodyelse knows about coaching and
stuff like that, but you knowphysicians not so much.
(27:45):
You know we didn't have much ofthat in our trainings on a
model that we're familiar with,and so we build the EntreeMD
Business School such that foreach stage as you go because
each stage, as you break intoone stage and you're like, yeah,
we're here, it also comes witha unique set of challenges, and
so we're positioned to help yousolve problems the entire space
right.
So if you're going to have itall, this is what you need.
You need to be clear on whatyou want.
(28:06):
You need to be clear on yourvalues.
You need to be clear on yourdominoes.
You need to live in the 20%.
You live like those 20%activity, the dominoes.
You live there.
That's what you do.
You build it, you embrace thenever ending task of building a
rockstar team, you masterovercoming challenges and you
have an army of mentors andcoaches.
You can have it all, but it'snot going to come to you.
(28:27):
Please don't believe that lie.
And if you're there, I want toinvite you to come out of there.
It's not going to come to you.
It's not going to magicallyhappen.
Nobody's coming to make ithappen.
You're going to decide I wantto have it all, and once you
make that decision, you need tomake the second decision.
I am willing to find out and dowhatever is required for me to
(28:47):
have it all, and I just gave youseven things.
You can start from there.
But this is the thing and thisis my dream for every physician.
You know I've talked about 2025being the year of the physician
and I just want you to dreamfor a second with me.
I want you to think of your lifewhere you have these five
freedoms.
You have the freedom topractice medicine on your terms.
You have the freedom to livelife on your terms.
(29:09):
You have the freedom.
You have financial freedom.
You have time freedom.
You have the time.
You have the freedom topractice medicine on your terms,
live life on your terms.
You have financial freedom.
I have the time to use yourtime the way you want to, and
you have the freedom to pursueyour purpose, whatever you think
.
That is For me, what I'm doingwith EntreMD.
(29:29):
This is my purpose.
This is one of the big reasonwhy I'm here on planet earth.
This is a problem I'm called tosolve, and I have the time
freedom.
I have the freedom to do it.
If I didn't figure outpracticing medicine on my terms,
if I didn't figure out livinglife on my terms, if I didn't
figure out time freedom andfinancial freedom, I wouldn't be
free to do this.
I would not be so.
(29:50):
I want you to imagine that andI want you to say yes to it.
Say yes to it, pay the pricefor it, walk into it.
Right?
Maybe you've been on the fenceabout the EntreMD Business
School for a long time.
I mean, like we have five yearsof evidence that this works.
It's not just me, it's not justpeople in private practice,
(30:11):
it's not just people in DPC andDSC, it's not just coaches, not
just consultants, it's not justpeople in product-based business
, it's all of them and they aregrowing and growing in their
five freedoms.
So, if that's you, the time toapply is like right now.
Right now, entremediecom forwardslash business is the time.
And get yourself in thecontainer that lets you live
(30:34):
this life Now, whether you joinor not.
Right, I've given you seventhings.
Do that, but this is for you.
If you've been on the fence foryears, for months, for weeks,
what do you have to lose?
What are you actually afraid of?
What do you have to lose?
So go fill out your application.
Entrepreneurcom forward slashbusiness, but for everyone.
(30:54):
Start working on these seventhings.
Unsubscribe from the lie.
You can live a life that willreally rock your world, and I
really would want that for you.
I want you to walk in thosefive freedoms.
I want you to be a vision boardfor other doctors, to show them
what is possible.
Okay, so go start working onthis.
Share this episode with thedoctors in your world, and I'll
see you on the next episode ofthe Entremet Podcast.
You can have it all, but it's not going to come to
you.
Please don't believe that lie.
It's not going to magicallyhappen.
Nobody's coming to make ithappen.
You're going to decide I wantto have it all.
And once you make that decision, you need to make the second
decision.
I am willing to find out and dowhatever is required for me to
have it all.
Hi docs, welcome to the EntreMDpodcast, where it's all about
(00:22):
helping amazing physicians justlike you embrace
entrepreneurship so you can havethe freedom to live life and
practice medicine on your terms.
I'm your host, dr Una.
I have finally figured out whatyou need to do.
If you don't feel likerecording content, just record
(00:43):
it.
So this is going to be anabsolutely amazing episode and I
was like, oh my goodness, I,you know, I need to go record an
episode.
And what I did was I thought Isaid you know, for my people,
the people in my world, thedoctors that you know I'm called
to serve, and all of that, whatis challenging for them, what
is a problem that facing rightnow I can make go away.
(01:03):
And I thought about that.
It was very easy.
I was literally in a Facebookgroup yesterday and there were a
number of posts where peoplewere like they were so upset.
And they were so upset becausemaybe they're in a specific
specialty, especially primarycare and stuff like that, and
they read a post about anorthopedic surgeon making so
much more than they are.
(01:24):
Or they read about somebodylike a different kind of
clinician, like a CNA, somethinglike that, and they're like, oh
my, not CNA, please scratchthat CRNA.
And they're like, oh mygoodness, I can't believe
they're making this much.
I'm so upset and things likethat.
And I get it right, I get it.
(01:47):
We, you know, we really you knowtrained to become doctors and
we had seen a model of what lifewas like for doctors.
Unfortunately, by the time wewere done with our training,
that model had gone right, likeyou know, when the people ahead
of us, you know, practiced, itwas really the doctor-patient
relationship.
We didn't have multiple typesof clinicians.
We didn't have private equityin the healthcare space, at
least, if there was not in anyway like what we have now.
(02:09):
It was not as economic of aspace.
We had monopoly, even thoughthat was not the intent, but
that's just the way it was.
And so you could hang a shingleand they would come, you could
do good medicine and the moneywill follow and all of those
things.
But truth of the matter is thatthings have changed.
It's not like that anymore andit's not going back to the way
that it used to be.
And I felt that and I, you know, I remember, you know, coming
(02:32):
in the comments and saying, guys, listen, like like, first of
all, there's so many people whomake a truckload more than
doctors make.
I mean, when I'm in a room withentrepreneurs, you know like
seven figure entrepreneurs,multi, seven figure
entrepreneurs, like a hundredthousand, 200,000, 500,000,
that's not a whole lot of money,like that's not the way they
think about that, Right, and sothere's so many people with much
(02:53):
less education that are makingmore and stuff like that.
And I said, listen, guys, likewe got a really great education,
but our really great educationput us in a position to take
really great care of patients,which we do.
But being paid better, beingpaid what you think you're worth
, and things like that, itanswers to different rules, it
answers to a different skill set, it answers to a different type
(03:14):
of education.
It is not our medical education, because they're like oh, my
goodness, I'm so mad, I went toschool for a gazillion years,
which is true, but it makes usexcellent at what we do, though
we do need to stack on adifferent skill set, guys.
This is the sole reason whyEntreeMD exists, because I want
you to think about this.
Your clinical education got youready to take really great care
(03:37):
of people.
The end it did not put you in aposition to make better pay, to
have financial freedom, to havetime freedom.
We learned nothing about thatand we need to tell ourselves
the truth.
We learn nothing about that.
Okay, so it's a differentskillset, like if you want to be
paid better or you want to havea, you know, like for my
entrepreneurs, you want to bepaid better.
We had a doctor who was anemployed physician, who learned
(03:59):
the principles that we teach inthe entrepreneur business school
and six-figure bonus.
Right, it didn't answer to hismedicals.
It's not because he did bettersurgeries.
It's a completely differentskill set.
If you're going to run abusiness and it's going to be
very successful and you run itin such a way that it is
profitable, it can pay you, itcan pay your team, it can give
you your time back, it can workwithout you.
(04:20):
That is a completely differentskill set.
We have a doctor who came intothe EntreMD business school and
she was burnt out in her privatepractice, which she'd had for
over a decade, I think at thetime.
And you know she hated thepractice and she was like, my
goodness, I wish I could justget someone from private equity
firm to come by this so I can bedone with it.
But you see, she was runningthat on her clinical skills.
(04:41):
She comes into the EntremdiBusiness School, she starts
learning the business skills.
She starts learning you knowhow to hire the right people,
how to lead your team, how togive them revenue generating
activities, how to manage themby KPIs and all of these things.
And now she has a practicewhere she's working two and a
half days a week and she had herfirst million dollar month.
What was that?
(05:01):
Was it more CME?
No, first million dollar month.
What was that?
Was it more CME?
No, and the CME is not bad.
It would just make her a betterclinician.
But if she's going to have asuccessful business, that
answers to a different skill set.
Guys, the education we got wasfantastic for taking care of
patients, but if we are going towin, if we're going to have
financial freedom, if we'regoing to live life on our terms,
(05:23):
if we're going to do all that,different skills are required.
They're required, and we may goaround and we may say it's not
fair, and all of these things.
When has that changed anything?
We have an opportunity tochange everything.
Okay, so I decided right, like.
So.
I was like you know what.
Let me come and talk about sevenmust haves.
If you're going to have it allBecause you can have it all you
(05:46):
can have the great clinicalcareer, you can have the time
freedom, you can have thefinancial freedom, you can have
the family you can have all ofthose things, right.
But if you are going to, thereis a price to pay.
Guys, this is not going to fallin our lap.
That's not the way this isgoing to work.
We're going to do some stuff.
If you have a business thatyou're running and it's not
hitting certain revenuemilestones, there's something
needs to give.
If you're running a businessand the numbers look good, the
(06:09):
profit and loss statement isgood, but you're like I want to
throw it all away because you'reburnt out, your team is driving
you nuts, you don't have timewith your family, all of those
stuff.
Something needs to give, evenif you don't get the seven
things I'm going to show you,because I'm going to show you
seven months have.
Even if you don't get that, ifyou get this concept of if
something is not going the way Iwant it to go in my life, I
need to stop and I need todecide.
(06:32):
I'm going to change it.
I'm going to find out what isrequired for me to change it and
I'm going to do it.
If you can walk away with thatattitude, you're not going to be
a victim of the healthcarespace we find ourselves in.
But if you don't have thatattitude, victim of the
healthcare space we findourselves in.
But if you don't have thatattitude, unfortunately you will
be, because nobody's coming tosave us, nobody's coming to help
us, nobody's going to come into make it stop.
We're going to make thatdecision.
I'm going to make that decisionLike this is what I want to
(06:54):
build, this is the way I want mylife to be, and that's it.
Okay, all right.
So what is the first thing?
The very first thing is this beclear on what you want.
Be clear on what you want.
Unfortunately, we're surroundedby so much noise that most
people have lost touch with whatthey want.
So people are like, oh, thisperson earns more than me, but
is that what you want to earn?
This person has 25 people ontheir team.
(07:15):
Well, do you want a team of 25?
Or do you want a small boutiquebusiness, right?
Oh, this person went on Xnumber of vacations.
Do you even like traveling?
The more you're in alignmentwith what it is you actually
want, the happier you'll be.
The more it is that you're likederiving what it is you want
from what other people have, themore miserable you'll be,
(07:36):
because it is a slippery slopethat never ends.
So you know.
So for a doctor, they say, oh,you know, this doctor is making
500.
I'm only making 200.
Okay, but when you get to 500,let's say that's what you did
there will be somebody earning650.
And when you get to 650,there's somebody else who's
going to be making a million.
And when you get to a million,there's somebody who's going to
(07:57):
be making 5 million.
This is a never ending story.
You have to decide.
What is it that I want?
What do I want, right?
What do I want?
You know?
For instance, you know when,with my private practice, we
opened a second location, okay,and we're navigating the second
location.
We get a doctor for thatlocation, whole team, all this
stuff.
You know, navigating the secondone was closer to my home so
I'm like, oh, that will even beeasier.
Blah, blah, blah.
I didn't like it.
This is not what I want.
(08:17):
I don't want to have 10locations.
I don't want to have this big,ginormous private practice.
I want to have a privatepractice that's a lab where I
can come and experiment and Ican come and help all these
thousands of private practiceowners and let them know hey,
this works.
This is what I did and itworked.
So could I have?
Yes, do I want it?
No, so what did I do?
(08:37):
I shut it down.
No apologies, no remorse, noshame, no, nothing.
I just shut it down.
That's not what I want.
So the question for you is whatdo you want?
What do you want?
Some people just build a bigteam, because they see people
building a big team, but that'snot what they want.
That's not the kind of businessthat.
What do you want?
There's some people who don'twant to, they don't want to work
, they don't want to workclinically at all.
(08:59):
Some people want to workclinically to the day they die.
There's no right or wrong.
What do you want?
It's really important.
So a lot of times, like in theEntrepreneur Business School,
when I have live coachingsessions with them, you know,
when we do our seven figureconsults, I'm like, okay.
They ask you know this, shouldI do this?
I'm like, okay, let's stop.
What is it that you want?
Because the thing is this wecan build a business system
(09:30):
around it and you can get whatyou want, but when you want what
you get, when you get what youwant, I want you to want what
you get.
Right, like, what do you want?
What somebody else is doingdoesn't matter, it's immaterial.
Okay.
So get clear, because justsaying, oh, I want to make this
much money If that's not whatyou want, not going to make you
happy.
I want a job that pays.
This may not make you happy.
Maybe you'll be happier with ajob that gives you more
flexibility and a little lessmoney, right, what do you want?
You have to know what you want,okay.
Number two you have to be clearon your values.
(09:51):
Okay, you are always going tohave more options than you can
ever say yes to.
You are always going to havethat.
In your business and in yourlife, you're always going to
have more, and so the questionis what are your values?
What ranks above what?
Because there are things thatrank above other things.
I'll give you an example.
When it comes to me, when Ithink about my life and I start
ranking things, number one,number one is my relationship
(10:15):
with God.
I am not willing to build abusiness that means I have to
sacrifice that, because if Icould only have one thing,
that's what I want to have, andso saying no to certain things
becomes very easy, saying yes tocertain things becomes very
easy.
Why I'm clear on my values.
Number two is my family.
Okay, so right after that is myfamily, is my relationship with
(10:38):
them and all of those things,which means what the business
comes after my family, and so,when it comes to making
decisions, if it is a decisionthat will favor my business, I
hurt my family.
I'm not going to do it, becausemy family ranks above my
business.
Right After that is what I calllegacy, my legacy play, and so
(11:01):
in that, business could be in it, ministry could be in it, like
all kinds of things, but it'slike when I'm gone, this is what
I'll be known for when I'm 90,.
This is the difference I createdin the world.
I'll be celebrating.
That comes third.
That even comes before what istraditionally known as business.
For me, the business and legacyis kind of mixed together,
(11:23):
because my business is my legacyplay, but my business is my
legacy play because legacy comesabove business.
And so if there's somethingthat I will do today that will
put a million dollars in my bankaccount but will hurt my legacy
, I'm not going to do it,because I'm very clear on what
comes before what.
Okay.
In my business, people comebefore profits, and so if I need
(11:47):
to acquire profit and in theprocess I have to hurt a person,
I'm not going to do it.
I'm not going to do it.
This is why I won't teachthings I don't do, because I'm
wasting people's time.
I know I cannot give what Idon't have.
I'm not going to do it.
This is why I don't makedecisions to get a quick buck.
I make decisions to transformthe lives of people and then I
(12:12):
receive a thank you notes calledmoney.
This was very interesting.
I just got back from a meetingwith my team.
We're working on trendy live.
One of the things I do is Iattend the events many times
before I attend the events.
One of the things I do is Iattend the event many times
before I attend the event, andwhat I mean by that is I go from
the beginning.
Okay, so they come into thebuilding, they walk through the
door, what do they see?
How does this make them feel?
That's like I go through thatas session one and session two,
(12:34):
then at lunchtime, and this I gothrough everything, because
what I want is, when somebodycomes in, one way they may come
in feeling stuck, and they maycome feeling maybe even a little
hopeless, or they may justmaybe they're cynical, right,
and they come in, and they comein with these limiting beliefs
and they come in with strategythat they don't know and all of
(12:54):
those things.
I'm fine with that.
But when they leave, I needthem to leave inspired.
I need them to leave knowingwhat is possible for them.
I need for them to know likethis is how it can be possible.
I need them to know this is theabsolute best resource to go
with to make these thingspossible.
I need them to have createdsome networks and all of those
(13:15):
things right.
So we're having the meeting andwe're working through all these
things, and she says this isvery fascinating.
And she says most people don'tdo events this way.
Most people the leader is themoney Like how can we maximize
how much revenue we're going tomake?
And don't get me wrong, we aregoing to make revenue at the
events, right.
But she's like but you'releading with.
(13:36):
How can I help these people?
How can I help them change?
How can I help them overcomelimiting beliefs?
What will be confusing?
How do we overcome that piecethat is confusing and all of
that stuff?
And she's like this is amazing.
I haven't, I've not seen itdone like this.
And that's because in my valuesystem is people above profits.
Now, you know I talk about thisall the time, so profit is
(13:58):
right under people, so I'm notsaying people.
Then if there's any profit,we'll take it.
That business doesn't work thatway.
It's an economic sport.
But in my value ladder I knowwhat comes first, right, and so
you have to know your values.
And that way, when you see allthe shiny objects and stuff like
that, it's so easy to say no.
And a lot of times, the thingsthat will ruin us are not the
(14:19):
bad things, they're the goodthings that we shouldn't be
doing at all, right.
And so what helps you see thosethings and say no to them is
your value system.
So you want to be clear on whatthat is?
Okay, all right.
Number three is be clear on yourdominoes.
Guys, everybody has a zone ofgenius.
Okay, there are places whereyou thrive, and when I say zone
(14:39):
of genius, there's anintersection, right?
The intersection is this is thething that creates the biggest
shift in my business and I'mgood at it and I enjoy doing it.
So we want to have these threethings.
Okay, you don't want a zone ofgenius that doesn't make any
money, right, doesn't have anyvalue in your business and stuff
like that.
These are things that make youa lot of money, you're really
(15:00):
good at them and you enjoy doingthem, in no particular order,
but these three things need tobe there, okay, the clearer you
are on what those are, the moreyou can live a life that leads
to massive growth, massivechange, massive transformation,
making quantum leaps.
You know you get the businessnot profitable.
The team helps you be even moreprofitable and gives you your
time back so you can focus onother things.
(15:21):
And so, because, if you'regoing to build, if you're going
to have it all, you need thebandwidth to have it all, you
need the team to have it all,you need the money to have it
all.
Like, there are a number ofthings that need to be in place.
So you want to be clear on whatthose are and it may take you a
minute to find out what theyare, and if you looking till you
do so, for instance, for me,you know I've taken time to look
(15:42):
at this and when it comes to myzone of genius, there are three
things there, and one iscontent creation, and not just
any content creation, buttransformational content, like
how do you create content thatchanges people's lives, that
people are like?
My life was like this I startedlistening to your podcast.
My life was like this I joinedthe entrepreneur business school
.
My life so even with you knowthe curriculum, all those things
(16:03):
like it's all content, but it'stransformational content.
That is a zone of genius for me.
It's a zone of genius and it'sa zone of genius I've really
worked on, and so you know, whenpeople listen to my content,
watch my videos, are in myprograms and stuff, they change,
they change Okay.
The second one is coaching, andagain it's somewhat similar to
(16:28):
content, but of course it'sdifferent, right, and that is
being able to pull out thegreatness on the inside of
people, whether those areclients or those are team
members or people in ouraudience, in our ecosystem.
But that ability to pull it outAgain zone of genius for me I
can see it when I come incontact with someone.
(16:49):
I can see it and that's whythey ask me oh, should I join
the Entrepreneur Business School?
Will it work for me?
Absolutely, because I can seeit.
I can see what they're doing,the idea they have how it can
become this thing that's so muchbigger than they can imagine.
I can see it.
I can see what they're doing,the idea they have how it can
become this thing that's so muchbigger than they can imagine.
I can see how they can getthere.
I can see the pathways, I cansee the obstacles that will be
(17:09):
there and how they can overcome.
It's very weird, but this is myzone of genius.
I can see it.
And a lot of times people willsay this, they'll say thank you
for believing in me before Icould even believe in myself,
because they may not see it.
I see it, and sometimes I seeit so much so that I don't even
tell them.
I tell them maybe five or sixmilestones back, because if I
tell them, the milestone that Ido see is scary for them.
(17:31):
You know, it's like I would seesomeone who hasn't started a
business at all and I know, ohmy goodness, this person is
going to do this on a nationalscale.
This person is going to do thison a national scale.
This person is going to have aninstitute doing this thing.
This person is going to besynonymous, her name is going to
be synonymous with this.
And they haven't even started abusiness yet.
They're asking me if I thinkthey can start a business.
(17:51):
But I can see it and I know howto get them there, and so
that's a zone of genius for me,okay.
And then the third one isstrategy.
That's my jam.
Like you just give me a dryerase board and you give me a
problem.
I'm like let's go Right.
And so these are three thingsthat I've noticed, like I'm
really good at them.
And again, if you think aboutmy business model, if I'm
coaching at the highest level,creating transformational
content at the highest level,delivering strategy at the
(18:12):
highest level.
What happens to my people?
Massive results, and we've hadthat like the entrepreneurial
business.
School is about to be fiveyears old and we've had
unbelievable transformation thatdoctors have experienced Since
I know it's my zone of genius,since I know this is the domino.
It takes us to number four,which is then live in the 20%,
which means, since I know thesethree things are the things that
(18:34):
they create the biggest resultsin my business.
I enjoy doing them.
I don't feel like I'm workingwhen I'm doing them.
I enjoy doing them and I don'tfeel like I'm working when I'm
doing them.
I enjoy doing them and I'mreally good at them.
Then I should spend 80% of mytime there.
These are 20% activities.
I should spend 80% of my timedoing that because these are the
things that matter the most.
Why is this important?
Because this is the thing youcan't have it all.
(18:55):
If you can't figure out how toget your time back, you can't.
And if you don't figure outwhat the domino is, you're going
to spend so much time doing thethings that barely move the
needle.
But if I spend my time doingthe dominoes, then what happens
is I could get so much more doneby doing a whole lot less.
(19:15):
And then what does that mean?
I bought back my time to doother things, to expand and to
really focus on other areas ofmy life, and stuff like that.
So, living in the 20%, livingspending 80% of your time doing
the dominoes Okay.
Number five the never endingtask of building a rockstar team
.
Okay, so now I identify as ateam builder.
Okay, I just build teamsbecause I realized that the
(19:40):
impact I can have is not finite,like, my impact is limitless,
and so I then decide to createas much bandwidth as I can to
have as much of an impact as Ican.
And okay, now this brings us tosomething right.
We talked about values earlier.
This is a huge Under Legacy isa huge, huge, huge value for me.
(20:00):
That I and it's not because Iwant my name to be on a monument
somewhere or whatever, butsomething that is very important
to me and I know it aboutmyself.
So there's no point denying itis I want to help as many people
as I can help before I leavethe planet.
That's what I want to do, andso, for me, building a team is
(20:20):
not even just about having itall, but it's I can't do what I
need to do without it.
But if you're going to have itall, you need your time.
And if you're going to get yourtime back, one of the things
you must master is building team.
Start from wherever you are.
If the thing is you don't havea team member at all, get a
virtual assistant and startpracticing getting things off
your plate.
So you get stuff off your plate.
(20:40):
You come up higher, you'redoing higher value tasks.
You get another person on yourteam, you get stuff off your
plate, you do higher level tasks.
That's what you do and you keepmounting higher and higher.
The only way to keep mountinghigher and higher is to get
things off your plate.
So it's not a thing you do.
Once you may say oh people suck,I've hired somebody before and
it was bad.
Well, get over it.
Like, give yourself grace andgo.
(21:02):
Like okay, that was a bad hire.
Like, if you're in medicalschool and you failed one test,
what are you going to do?
Drop out of medical school?
No, you go back and study andthen pass the test.
Okay.
So you hired a team member.
It didn't work?
Great.
What did that teach me?
What did I learn?
What should I do differently?
Where did I show up the rightway?
Maybe I didn't train thisperson?
Maybe I didn't onboard themproperly.
Maybe I even never even letthem know how they win on this
team.
Maybe I hired the wrong personbecause I didn't want to?
(21:23):
You know, I heard Dr Uno talkabout the three by three method
and at least have, at least youknow, three interviews.
And you know I met the personand they were a warm body.
I just hired them.
Okay, so fine.
Now you know that doesn't work.
But a team, you start again.
(21:47):
Now that you've acquired wisdom.
You know a few ways not to doit.
You go do it again.
But if we refuse to master this,the opportunity cost is we
cannot have it all.
We cannot Without a team.
We cannot have it all.
All right.
Number six we must masterovercoming challenges.
I used to run away fromchallenges.
Oh, why is this happening, allthis stuff?
But guess what?
I'm 46 years old.
I've never had a year, I'venever had a month, maybe I've
never had a week where I did nothave a challenge.
This has never happened.
And I've talked to a lot ofpeople and they have the same
experience.
So apparently, challenges,problems, crisis that is part of
(22:10):
the human experience.
Okay, so, since it is part ofthe human experience, if I am
going to have it all and I'm notgoing to stop and fall apart
for three years every timesomething doesn't go my way and
please don't misunderstand me,I'm not trying to minimize this.
Of course there are challenges.
I'm not trying to minimize that.
But we have to become better atovercoming them.
(22:31):
We have to become better atnavigating them.
We have to decide in advance.
This is how I respond ifsomething like this were to
happen.
We have to put contingencies inplace.
So if I have a bad week, I justneed to take the week off.
I need to take two weeks off.
This is how my company canstill run, this is how my life
can still run, this is how myfamily will still be cared for,
or whatever it is.
But we have to become better atnavigating challenges, because
(22:54):
everybody gets them right.
But some people it takes themtwo minutes to recover and some
people it takes them two years.
I'm not talking about, likethere's some things that might
take two years, but what I'msaying is something that will
take someone else two minutes toovercome.
It may take somebody else twoyears.
So in that case, the personwho's doing it in two years
needs to learn from the persondoing it in two minutes.
(23:14):
Like, how are you doing this?
But we have to get good at itand we can practice every day.
Something doesn't go my way.
What is my response?
Somebody leaves me a one-starreview.
What is my response?
The first time I got a one-starreview, it took me three days
to recover.
Okay, it doesn't take me threedays anymore.
Okay, so how long does it takeyou to recover?
You had a launch.
You failed.
(23:34):
How long does it take you torecover?
Do you hire somebody that forthe next two years you're like
it didn't work?
So I'm not going to hiresomebody for two years.
Like, how long does it take usto recover?
Are we getting bent out ofshape when the inevitable
challenges of life show up,right?
So please don't hear what I'mnot saying.
Of course there are things wehave to go through and of course
there's some that will takelonger than others.
But can we get better?
Can we get better?
(23:54):
Okay, and then number seven,finally, something I must have
an army of mentors and coaches.
I must have an army of them.
I don't have the time, and whenI say army, please, I want to
be so, I want to be careful.
Oh my goodness, please don'thear what I didn't say.
I'm not saying go hireeverybody on the planet.
I'm not saying that right, butI am saying that you need people
, and you may need differentpeople in different seasons or
(24:15):
whatever, but you need people.
Okay, things that we've made acommitment to doing.
I discovered this shortcut,mentorship, coaching, all of
these things in 2017.
So a number of years ago, and Ihave not stopped since because
I'm like, oh my goodness, thisperson learned this.
They went to the school of hardknocks and all of that stuff,
and I could come into theirworld and in six months, a year,
two years, three years, fiveyears, I can get it all.
(24:35):
Please count me in.
And so it is a strategy.
It is a strategy that I use,right, and so that's the reason.
You know, one of the thingsabout the Entree Empty Business
School is that we built it in away where it grows with you.
You know what I mean, because Iused to think about.
I was like am I being ahypocrite?
Because you know, I would tellpeople you don't want to be the
(24:55):
smartest person in the room,like you know all of these kinds
of things, and then I'm tellingpeople I don't think it's time
for you to leave the EntremetBusiness School.
Yet we have people who've beenthere for all five years that
the school has been in existence.
But isn't that odd?
Like what, if they've outgrownthe room?
(25:16):
And I said that and I thought,but I was like, but they haven't
, and I don't know why.
Itmd Business School literallyevery 90 days.
It's like a different schoolbecause the people are different
.
People will come in and they gointo the vault because we have
every recording since foreverand they see people running
multimillion dollar businessesnow, but they're able to watch
the videos from when they werestill employed physicians and
they're like, oh, my goodness,right.
(25:37):
So because the community isgrowing, it's hard to outgrow
them all.
Right, because you may think,oh, they're all you know at this
level.
No, they were at that level.
The person who was in the sixfigure business is now doing
multiple six.
The person was doing multiplesix is now doing seven.
The person was doing seven isdoing multiple seven.
The person who's done multipleseven for a number of years is
now, you know, like dangerousclose to eight and stuff like
(25:59):
that.
So, and I was like, yes, andthat was the whole reason for
the community, so that we havenot only is your mentor growing,
because I've never beenstagnant, I have never.
My business has continued togrow, I have continued to grow,
my brand has continued to grow,my output has continued to grow,
my level of strategy hascontinued to grow.
So the mentor of the communityis constantly growing, the
(26:19):
community is constantly growing.
And then we're adding in peoplewho are like, I mean, like
total rock stars.
I was like that's the reasonwhy, right and so, because my
intent was I couldn't say thiswhen I started the school, right
.
But when I started the school,you know, one of the things I
said is like this is the oneschool you'll never want to
graduate from.
But I could never say it, right, I didn't have the confidence
(26:41):
to say it at the time.
That was what was in my mindand that's what I wrote in my
journal, because I'm like wewill be the gift that keeps
giving.
We will be the people who arethere.
So we've had people who came inthey're employed physicians then
they launched their business,then they grew their business,
then they crossed six figures,multiple, six figures, seven
figures.
Now they're on the track,building businesses that can
(27:03):
work, you know, building theteam that can run the business.
So they ultimately havebusinesses that can run without
them, and then they can exit ifthey like, but if they don't
like, they can keep it.
And now they can becomedisruptors, like whatever it is
their true, true, you know,desire in life, like some
aspects of society, where theyjust want to fix it in a
(27:23):
profitable way, of course, butthey want to fix it Now they
have the freedom to do that,right.
And so if you want to launch,grow, scale, exit, disrupt, we
have a space for you.
There's a space for you.
Why?
Because I know that physiciansneed this almost more than
everyone else, because everybodyelse knows about coaching and
stuff like that, but you knowphysicians not so much.
(27:45):
You know we didn't have much ofthat in our trainings on a
model that we're familiar with,and so we build the EntreeMD
Business School such that foreach stage as you go because
each stage, as you break intoone stage and you're like, yeah,
we're here, it also comes witha unique set of challenges, and
so we're positioned to help yousolve problems the entire space
right.
So if you're going to have itall, this is what you need.
You need to be clear on whatyou want.
(28:06):
You need to be clear on yourvalues.
You need to be clear on yourdominoes.
You need to live in the 20%.
You live like those 20%activity, the dominoes.
You live there.
That's what you do.
You build it, you embrace thenever ending task of building a
rockstar team, you masterovercoming challenges and you
have an army of mentors andcoaches.
You can have it all, but it'snot going to come to you.
(28:27):
Please don't believe that lie.
And if you're there, I want toinvite you to come out of there.
It's not going to come to you.
It's not going to magicallyhappen.
Nobody's coming to make ithappen.
You're going to decide I wantto have it all, and once you
make that decision, you need tomake the second decision.
I am willing to find out and dowhatever is required for me to
(28:47):
have it all, and I just gave youseven things.
You can start from there.
But this is the thing and thisis my dream for every physician.
You know I've talked about 2025being the year of the physician
and I just want you to dreamfor a second with me.
I want you to think of your lifewhere you have these five
freedoms.
You have the freedom topractice medicine on your terms.
You have the freedom to livelife on your terms.
(29:09):
You have the freedom.
You have financial freedom.
You have time freedom.
You have the time.
You have the freedom topractice medicine on your terms,
live life on your terms.
You have financial freedom.
I have the time to use yourtime the way you want to, and
you have the freedom to pursueyour purpose, whatever you think
.
That is For me, what I'm doingwith EntreMD.
(29:29):
This is my purpose.
This is one of the big reasonwhy I'm here on planet earth.
This is a problem I'm called tosolve, and I have the time
freedom.
I have the freedom to do it.
If I didn't figure outpracticing medicine on my terms,
if I didn't figure out livinglife on my terms, if I didn't
figure out time freedom andfinancial freedom, I wouldn't be
free to do this.
I would not be so.
(29:50):
I want you to imagine that andI want you to say yes to it.
Say yes to it, pay the pricefor it, walk into it.
Right?
Maybe you've been on the fenceabout the EntreMD Business
School for a long time.
I mean, like we have five yearsof evidence that this works.
It's not just me, it's not justpeople in private practice,
(30:11):
it's not just people in DPC andDSC, it's not just coaches, not
just consultants, it's not justpeople in product-based business
, it's all of them and they aregrowing and growing in their
five freedoms.
So, if that's you, the time toapply is like right now.
Right now, entremediecom forwardslash business is the time.
And get yourself in thecontainer that lets you live
(30:34):
this life Now, whether you joinor not.
Right, I've given you seventhings.
Do that, but this is for you.
If you've been on the fence foryears, for months, for weeks,
what do you have to lose?
What are you actually afraid of?
What do you have to lose?
So go fill out your application.
Entrepreneurcom forward slashbusiness, but for everyone.
(30:54):
Start working on these seventhings.
Unsubscribe from the lie.
You can live a life that willreally rock your world, and I
really would want that for you.
I want you to walk in thosefive freedoms.
I want you to be a vision boardfor other doctors, to show them
what is possible.
Okay, so go start working onthis.
Share this episode with thedoctors in your world, and I'll
see you on the next episode ofthe Entremet Podcast.
Popular Podcasts
Cold Case Files: Miami
Joyce Sapp, 76; Bryan Herrera, 16; and Laurance Webb, 32—three Miami residents whose lives were stolen in brutal, unsolved homicides.  Cold Case Files: Miami follows award‑winning radio host and City of Miami Police reserve officer  Enrique Santos as he partners with the department’s Cold Case Homicide Unit, determined family members, and the advocates who spend their lives fighting for justice for the victims who can no longer fight for themselves.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.