The Real Reason Your Team Is Underperforming (And How to Fix It)

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I’ve seen it happen over and over again—brilliant doctors building businesses that hit six, seven, even multiple seven figures… only to start slowing down, pulling back, and sabotaging their own growth.

Why? Because they believe that growing their team means growing their problems.

If you want to increase the impact in your business massively, and do it in less time while creating freedom for yourself, the secret isn’t working harder. It’s building a rockstar team. But I get it: team building can feel like one of the most painful parts of entrepreneurship when you don’t know how to do it.

In this episode, I’m sharing exactly how to create a high-performing team without the burnout, frustration, and loss of profit. You’ll learn the five reasons your team might be underperforming, how to start leading like a true CEO, and how your next level of success is one leadership shift away.

This is the path to building a business you love—and living the life you’ve been dreaming of. 

Tune in!

—

Key Takeaways:

• 00:00 Intro 
• 01:31 The benefits of having a rockstar team
• 03:21 Symptoms of an underperforming team 
• 05:27 Your responsibility as a leader
• 06:18 Hiring for help, not results
• 09:31 Having no clue what the vision is
• 12:30 The leader is not willing to lead
• 14:52 Having no systems 
• 15:58 Not holding people accountable 
• 18:54 What I want you to do 
• 21:38 The cheapest and fastest way to solve this problem 
• 24:21 Outro 

—

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• 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!
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To get on a call with my team to determine your next best step, go here ...

Episode Transcript

Speaker 1 (00:00):
You want to train, you want to coach, you want to
onboard, you want to have thoseweekly meetings, you want to do
all of those things.
Otherwise, you're not going tohave a rockstar team.
Rockstar teams are built.
Rockstar teams are createdRockstar teams.
Do not come from the street andbecome rockstar teams, hi docs.
Welcome to the EntreMD podcast,where it's all about helping
amazing physicians just like youembrace entrepreneurship so you

(00:24):
can have the freedom to livelife and practice medicine on
your terms.
I'm your host, dr Imna.
If you want to massivelyincrease the impact in your
business and you want to do itin less time, not more time you
want to do this while creatingfreedom for yourself.
The secret is a rockstar team,but one of the things that would

(00:47):
be most painful about yourjourney as an entrepreneur is
building a rockstar team,especially when you don't
understand how to do it.
I have seen people who havebuilt practices or built
businesses taking them tomultiple, six figures, seven
figures, multiple, seven figuresand they got to a point where
they started sabotaging theirown growth because they knew

(01:08):
that growth will mean more teammembers and, based on their
experience, more team membersmeant more pain, less profits,
more frustration, more burnoutand I want to show you how to
build a team without having todo that.
And so you may have a team andyou're like you know, my team is
not performing, and all of that.
You're going to find out why,you're going to find out how to

(01:30):
fix that.
And just to put this in frontof you, in my own life and with
the businesses, the companiesthat I run, I will tell you that
the more companies I have, theless physical work I need to do.
Right, like it built in such away that for every team, every
company, there's an arrowhead,there's somebody who's manning

(01:51):
the project, there are peoplewho understand the vision, there
are people who are leveragingall of their creativity.
In fact, we just had EntremityLive and my job was the
transformational content.
I really didn't have to doanything else.
I set the vision.
This is what I want it to belike, these are the outcomes I
want us to get, and then this ismy role.

(02:12):
I was very clear on my role,what I, and only I, could do,
and the team really did takecare of the rest and is because
of this kind of team, and so I'mgoing to show you those things,
and also with my clients, withthe doctors in the Entree MD
Business School, I've seenpeople go from you know, I don't
know how to lead a team I'm soscared of doing meetings and all
of these things to being peoplewho have built teams.

(02:33):
Where I'm, I kid you not, theyhave significant family events
happen and they send a text andthey're like team, I will not be
there for the next two weeks,take care of it.
Can you send your team a textlike that and they take care of
it?
Do they even know what takingcare of it means?
Right, yeah, and they've beengone and the people took care of
what they needed to take careof and all of those things where
people are brought team memberson and they brought their

(02:56):
weights, leading to exponentialgrowth, like growth that the
founder could not have createdbecause their team members are
unlocked and all that stuff.
So this is something that isvery possible, is very possible
in your business and it willgive you a version of your
business you will love.
And if you don't learn to dothis, then as you grow it
becomes more and more painfuland you become like some of the

(03:17):
people I was talking about whosabotage, and I don't want that
to be, okay.
Okay, so let's first of alltalk about some symptoms of you
know, an underperforming team,like how do I know my, my, my
team is underperforming?
Okay, if you find yourselfmicromanaging right, like you
have to spell out every singlething and you have to follow up
on every single step, and all ofthose kinds of things that your

(03:37):
team is, your team has notperforming.
If you find yourself redoingwork, or, worse still, I've seen
this and, oh my goodness, ifyou do it, you must stop
immediately.
It's not just that the work isbeing redone, it's that they're
like oh my goodness, this personis not pulling their weight, so
let me go hire another personto do what they should be doing.
So not only is this person notpulling their weight, you're

(03:58):
paying twice as much for onerole.
Okay, dr Eynn, don't getexcited.
Come back here.
Okay, so redoing the work whenyou find you cannot go on
vacation.
You cannot leave the building,you cannot leave the business,
you cannot not be there, youcannot not check everything, you
cannot go on vacation, or maybeyou can go on quote, unquote,
right Vacation.

(04:19):
But if you go, everything fallsapart and you have to work from
wherever you are, or you findyour team celebrating things
that make you cry.
So, for instance, if yourschedule is light and your team
is celebrating, you're a privatepractice owner, your schedule
is light and your team iscelebrating, they're not
performing.
They have no clue why they'rethere when they do not respect
what you respect For instance,you understand the value of

(04:41):
taking care of a customer andgetting results and all of that
stuff.
And when you have team memberswho are harsh to your customers
and don't treat them right anddo all of those things, they
don't understand that's theirpaycheck.
They think their paycheck comesfrom your 401k or some bank you
have at the back of your house.
They do not realize that moneycomes from taking care of
customers and taking care ofclients.
We do this in a profitable wayand we get paid.

(05:02):
That's what happens, right?
And so those are symptoms.
Right, those are symptoms thatyour team is not performing.
It's not performing, they'renot proactive.
They don't come with all ofthem to work.
You know what I mean.
And so the ones who are even inyour company, who you consider
high performers, are people who,if you tell them to do
something, they do it.
But what if you didn't tellthem what to do, and they knew

(05:23):
what to do.
Like how magical would that be,right?
So, anyway, so those are somesymptoms.
Okay, let's talk about what wedo that creates that Right, and
this is so important.
Guys, listen when I run auditsfor companies and they say you
know our team, blah, blah, blah,blah, blah.
Where I start looking from isfrom the leadership, it's not
from the team, because, if youthink about it, the leaders hire

(05:46):
them, the leaders onboardedthem, the leaders trained them,
the leaders kept them.
Like, this is a leadershipthing.
Now, could it be?
There's something unfixableabout the employee, of course,
but it starts from leadership.
And so, as a CEO, as aphysician CEO, you want to take
responsibility for your team.
Your team is the way it isbecause of you, and this is not
for you to judge and say, oh,that must mean I suck or

(06:08):
anything.
It's not that, because if it'syou, then you can fix it.
If it's not you, then there'snothing to be done, right, and
it doesn't mean you'reresponsible for every single
thing, but you are the leader.
The buck stops with you.
Let's look at why they'reunderperforming, and I'm going
to give you five reasons here.
And I don't want you to justlisten to this and say this was
interesting.
As you listen to it, I want youto think about your business,
and as you think about yourbusiness, I want you to think

(06:29):
about what needs to changeimmediately, right, okay, all
right.
So first is that you hired forhelp, not results.
I did this a lot when I firststarted.
Right, I just like, oh, mygoodness, I'm so stressed, I
hire somebody.
Oh, my goodness, it's so busy.
Oh, I just get an MA.
Right.
And because you do that, thereare other things that are

(06:52):
consequences of that.
But because you do that, youcannot have rock stars.
Rock stars don't function thatway.
And so in the Entree intoBusiness School, when we're
talking about hiring, thestarting point of a great hire
is a great job description, andmost people don't want to do
this.
You know what they want to do,what I did and what did I do?
Google job description of an MA, okay, and I'll look at someone
like, ooh, that's nice.
And then I copy it and I pasteit, and then I edit it and then

(07:13):
that's my job description.
The only problem is thatcompany doesn't mirror my
company.
That company may have copiedand pasted it from someone else.
I have what I want.
I have what I have pet peevesabout.
I have all of this stuff.
And so when I hire the personbased on that because I'm not
clear what I want this person todo and the results I want them
to create guess what I mean?

(07:33):
Chances are you hire the wrongperson, right?
And so the starting point isdeciding right, like even before
the job description is what doI want this role to be
responsible for?
And so let's say that you are acoach and you're bringing
somebody in who is an assistantor a business manager of sorts
or whatever, and you're likeokay, well, I know that where I

(07:54):
get most of my clients from isfrom them finding my, you know,
from them listening to mypodcast, and the people who
listen to my podcast tend tofind my podcast from other
podcasts.
As you're like, okay, one ofthe results of this person is
that they are going to book meon four podcasts a month, right,
do you see how?
That's not a task, that's anoutcome.
Now, there are tasks they'regoing to need to do, right,
they're going to create adatabase of all the podcasts

(08:16):
that the person could be a gueston and they're going to pitch
them and they're going to followup and they're like there are
all these things that they getto do, right, but this is the
outcome For a practiceadministrator.
You may say one of their coreresults you want is that, you
know, say you have four doctors,I want them seeing 20 patients
a day.
So you want to say, in thispractice, every day, we see 80
patients, right.

(08:37):
And again, you see how that'san outcome.
It's not a task, right.
And so now to do that, oh, theperson is going to need to make
sure the confirmations are done,they're going to need to hit
the recaller and they're goingto need to build relationships
with referral sources and allthese things that they need to
do to pull off that outcome,right.
And so you now need to startstart thinking like we don't

(08:57):
just want people to help, butlike help us do the vitals.
No, we want them to haveresults, like outcomes that
they're responsible for, thatthey're owners of, right.
And then, when you do that,then you have people that know
what it is to win, and then theycan try to win Right.
And so that's the first thing,and if you're not doing that,
you want to take some time afterthis episode and sit with it

(09:19):
and say, hey, what are theoutcomes I want for this role?
Think three, five or seven Ilike five and seven, but you
know at least five like what arethe outcomes for this role,
this role, right, and stuff likethat.
Okay, that's the first, thefirst reason.
The second reason is that theyhave no clue what the vision is.
They have no clue what thevision is.
They have no clue where thiscompany is going.

(09:40):
They have no clue on the impactit will have in the world.
And because they're unclear onthat, they just show up and they
do whatever and they thinktheir work is mundane and they
think it's just a job and theworst kind of job is just a job,
right.
And so I'll give you an exampleI have, like with my executive
assistant, right, there could bea whole post, oh, my goodness.

(10:01):
Like in the entrepreneurbusiness school, there could be
a whole post about somebody whois so great.
They're.
Like, you know, like two yearsago when I joined the
entrepreneur business school,you know I was joining it to
grow my business and all ofthose things.
It didn't occur to me that notonly will I grow my business and
grow my team and have more timeoff.
But now I have more time off tobe with my family and I just

(10:21):
lost a family member and I hadthe freedom to be there for them
and freedom to be there as theywalk through all of that.
And I've had the freedom to goon these vacations.
I've had the time to focus onmy health.
I've lost X number of pounds,I've been able to work out
consistently for X amount oftime and I've acquired a whole

(10:41):
network of friends that are likereally family that I never knew
I needed and stuff.
Like you know, people postthings like that and so I would
take that, like you know, copythe link and stuff.
Nobody outside the group cansee it, and I'd send it to my EA
.
I said, go read this post, seeit.
And I sent it to my EA.
I said go read this post.
And they go read it.
They're like, oh my goodnessand all of that, and I'm like

(11:04):
that's the work you do.
I know sometimes you thinkyou're booking me on podcasts.
I know sometimes you thinkyou're handling my email.
I know sometimes that's whatyou think you're doing, but I
need you to understand theimpact of your work.
You are changing these doctors'lives, and these doctors are
the vision boards for the restof the physician community, and
so when people see examples oftheir lives, they're changed too
.
And so I'm telling my executiveassistant like the ripple

(11:26):
effect of your life probablycan't be measured on this side
of eternity, what is that?
That's part of vision casting,and so it's not just work and
it's not mundane, and it's notjust doing tasks.
It's like I'm changing theworld, and so it's not just work
and it's not mundane, and it'snot just doing tasks.
It's like I'm changing theworld.
And so you want to cast vision.
Where are we going?
What are we doing?
What change are we trying tomake in the world?
Why does our work matter?

(11:47):
Right, and things like that?
You want to do that, and manytimes we shy away from that
because we're like I don't wantto impose my vision on somebody
else or I don't want to feellike I'm controlling.
Sometimes it's that.
Some other times it's flat outlike why would anybody believe
this?
Right, you may never haveuttered your vision because you
think it's silly or foolish ornot like somebody else's.

(12:08):
And I'm telling you you're aCEO and your business is
important, and what you do inthe world is a requirement for
us to get, whatever result it isthat your business creates.
And so I want to invite you toown that vision and start taking
steps, Even if it starts withthe results it's already created
.
Like.
Start from that, and so yourteam can see they're part of
something big and great andamazing.

(12:28):
Okay, okay.
So that's the second thing.
The third reason why teams arenot performing is that the
leader is not willing to lead.
The leader is not willing tolead, and how do you know?
You're not willing to lead.
You're not willing to castvision, you're not willing to
hold meetings, you're notwilling to.
I mean, like, when it comes toworking with your people, you're
like I shouldn't need to dothat, they should know this

(12:50):
already.
It doesn't take all that.
Maybe you're mad because theycan't read your mind.
You haven't equipped them towin.
You haven't told them how towin.
You barely even onboarded them.
You just show them like this ishow you get into the building,
this is how you log into youraccount, but nothing.
And so if you don't show peoplehow to win and train them to
win, they can't win.
They just cannot win.
They cannot win Right, andagain, is that starting point of

(13:12):
leadership?
And so you want to ask yourselflike am I having weekly
meetings with my team and if youhave a really large team, it
may not be your entire team, butat least it will be your direct
reports, right, but am I havingweekly meetings with them?
Am I checking in with them?
This is the one that it took mea while to get Like are you
coaching them?
Because I'm like if they can'tdeal with it, that's their
problems.

(13:33):
They're human For me.
I may have people in my companyand everybody in my company
sells.
You're not going to work hereif you're not going to sell.
That's just not going to happen.
And so I know people have stuffaround that and I have to coach
them through it.
I have to coach them through it.
There may be people who maybethey're scared of certain
demographics, of your patientsand stuff like that.

(13:53):
You have to coach them throughit.
You have a front desk personwho's terrified of asking people
for money and holding themaccountable.
You're going to coach themthrough it because you're the
business owner and you don'twant to collect the money.
So what do you think about theperson who's your front desk.
They don't want to collect iteither, and so you want to train
and you want to train and youwant to train.
These are the things you wantto have.
A rockstar team Rockstar teamsare built.
Rockstar teams are created.

(14:21):
Rockstar teams do not come fromthe streets and become rockstar
teams.
Think about the NBA, forinstance.
You can get as many rockstarplayers as you want and put them
on a team, but they're notgoing to come on as a
championship team.
They're going to become achampionship team as you bring
them in and you build cultureand you build a connection

(14:41):
between them and you build thechemistry and all of that stuff.
Otherwise, you can have a lotof stars and they'll never have
a championship like ever, andthat's the reason why.
Right, okay, so you got to bewilling to lead.
All right, number four.
Number four is no systems.
We bring the team in, which isone part of it, but we don't
have the processes.
So we're just like, yeah, go dothis, but we haven't defined

(15:02):
what that is.
So it's time for you to startlooking into SOPs, standard
operating procedures.
How do we get things done?
How do we check somebody in?
How do we collect co-pays?
How do we send out statementsfor outstanding balances?
How do we pitch podcasts?
How do we respond to this kindof email?
Like there is a way and you saywe just do it, it's common

(15:23):
sense.
No, it's not Like you alreadyhave a system.
The system just needs to bedocumented so your people can
execute using the system.
Right.
And you might go like, oh mygoodness, then it's a thousand
things I need to do.
Start from somewhere.
Start with the thing that comesup the most or the thing that
has the highest opportunity costand start training people from
there.
Start documenting your systemsand there's ways, right, you can

(15:44):
train people and have itrecorded and they create the
system.
You can do that too, but youneed to direct that right.
Like that needs to be happeningin some kind of way.
So, whether you're there or not, you kind of have a feel for
how things are happening.
Otherwise, you don't know right, you don't know, okay.
And the fifth thing, which wasone of mine as well, which is
you hate holding peopleaccountable.
Rather than fire somebody orhold the person accountable and

(16:07):
put them on a performanceimprovement plan or things like
that, you just hire someone elseto do what they should have
done.
This comes up all the time,where doctors say Dr Una, you
know this is happening, that'shappening and I'm like okay, so
what is this person's?
What are their key result areas?
What are we going to do aboutthis?
They're like you know what?
I think I'll just hire somebodyelse to do that.
I just hire somebody else to dothat.
Okay, let me tell you the thing.
There's some people who do notlike being held accountable, and

(16:30):
those are your underperformers.
They don't like being heldaccountable.
You have other types of team,but if you change this, you can
win.
Here too.
They want to win.
They don't want to just bethere, they want to win.
And so if you build anenvironment with a lack of

(16:51):
accountability, what will end uphappening is your high
performers will leave and yourpoor performers will stay, and
they will love it and they willpoorly perform the entire time
that they're there.
It is called a disaster.
That's what that's called.
And so if you truly want to havethis team that is a rockstar
team, is a team of champions,then you want to start holding
your people accountable.
And this is pretty simple,right, like, if you define okay,

(17:12):
for my practice manager.
These are the five result areas.
Then what that means is whenyou have meetings, those
meetings are based on the fiveresult areas.
So in these areas we're meetingour targets, in these areas
we're not.
And where do you think you'rehaving a roadblock?
What can we fix?
What can we shift?
And once you shift those, thenyou can start winning there.
They want to know.
They want to know where youthink they're doing it well.

(17:32):
They want to know where youthink they're not doing it well.
They want to know what yourideas are for improving.
They want to do the work toimprove.
If you do not build thatculture, they will not stay.
There's a doctor that was in theentrepreneurial business school
.
I talked to her many timesabout an underperformer.
I'm like you need to get thisperson off your team because
they're destroying your team andthey're so much more expensive
than you think they are.
And so finally, she summonedthe courage to de-hire this

(17:55):
person, and the day she firedher best performing team member
best performing was like oh mygoodness.
I'm glad you did this, becauseI had just decided that if this
person is still going to be here, that I'm not going to be here.
So she would have kept theunderperformer and her best
performing person would haveleft because of the
underperformer.
Okay, so that is calledsanctioned incompetence.

(18:16):
That means you approve ofincompetence.
That means you're deciding theculture of your business is
incompetence and high capacity.
People will not stay.
They just cannot stay, becausewhat that means is work hard or
not, you're all treated the same.
Excel or not, you're treatedthe same.
Bring your creativity to workor not, you're treated the same.
They're not going to stay, justlike you wouldn't stay in an
environment like that, right,okay.

(18:37):
What do you want to do in anenvironment like that?
Right, okay, what do you wantto do?
You want to start havingmeetings based on key result
areas.
Where are we?
What are we doing?
Are we hitting it?
If they're not hitting it,that's an opportunity to coach
them.
And then the next week you comeback.
You see where we are.
That's it.
That's how it goes.
That's how it goes.
So what do I want you to startworking on this stuff right now.

(18:58):
Pick something in each of thesewhere you find that you have a
deficiency and then just go forit.
Just go for it.
Don't believe the narrative likeoh, my goodness, I'm not the
CEO who can do this.
Of course, there was a time youwere not the person who could
do IVs.
You were not the person whocould do intubations.
You were not the person whocould replace knees and stuff
like that.
You were not the person whocould hit a hundred thousand in
revenue.
You're not the person who couldhit seven figures in revenue.

(19:20):
You have become all of thesethings, all of the things that
you are now.
At one point in time, you werenot Okay, so you may not be the
team leader who's doing this,and so you have an
underperforming team.
But guess what?
If you start doing this andstart tweaking and tweaking and
tweaking, guess what you'regoing to have in the next 90
days a different team, adifferent you and a different

(19:42):
team.
So no time like the present.
Okay, but before we do that, Iwant to kind of pull out a
calculator here, because I needyou to get a good feel.
A good feel for what this isright, like the opportunity cost
of not doing this.
So let's use a practice manager, for instance.
Okay, let's say you have apractice manager and you know
this person is.
You know you're paying them,you're paying them pretty well,
and all of that stuff and yourpractice is at $750,000.

(20:02):
And if you manage them to themetrics, if you manage them to
the results, if you cast vision,if you equipped them, if you
decided to coach them, if youdecided to do all the things, if
you did that over the course of12 months, they could take your
practice to a million.
Okay, let's just say, let's justsay they could do that.
Okay, and they can like, if youread the book the profitable
private practice playbook and ifyou're a private practice owner

(20:24):
you don't have the book, I needyou to pause this and go order
it and then come right back.
And if you know anybody inprivate practice, I need you to
get them a copy as a gift, makeit up whatever holiday you want
to use, and that's theprofitable private practice
playbook.
So there are many ways to dothis, okay.
So let's say, this person couldtake you from 750,000 to a
million.
That means they can get you anextra $250,000 in revenue.

(20:45):
Okay, I want you to think aboutthat Now.
If you let them the way I'mdescribing, that could lead to
an extra $250,000.
If you lead them the way you'releading them now it's another
year, maybe you do a littlebetter and it's $800,000,000.
What is the difference between$800,000 and a million dollars?
It's $200,000.
The opportunity cost of notshifting the way you're leading

(21:08):
your team is $200,000.
$200,000, multiple, six figures, so it's not just the person's
salary.
Many times we compare the wrongnumbers.
Many times we compare the wrongnumbers.
The number you need to compareis a high capacity team versus a
poorly performing team.
What will be the difference inrevenue?
What will be the difference inimpact?
That's what you want to look at.

(21:28):
That is a terrible number.
So the question is do I want tokeep throwing $200,000 down the
drain or do I want to add this$200,000 to my business?
Right, okay.
So if you're running a businessI'm just going to stop here and
say this real quick If you'rerunning a business, especially
if it's over $500,000 in revenue, and you found that the
symptoms of an underperformingteam are in your business, and

(21:51):
when you look at why they'reunderperforming, you're like oh,
my goodness, I do this stuff.
Here's the deal.
The cheapest and fastest wayyou can solve this problem is by
bringing yourself into theEntreMD Business School.
Now, like I said, thedifference when you start
leading that team could be$200,000.
It could be $100,000.
It could be $400,000.
It could be any of thosenumbers.
Here's the thing the EntreMDBusiness School, your investment

(22:14):
is like $30,000.
Because sometimes people willtell me the investment is high.
I'm like, no, it's not high.
The price of ignorance as anentrepreneur is high.
That's what's high, right?
And so if you compare 200,000to 30,000, you pay the 30,000
all day, every day and twice onSunday.
Okay, so again, I'm justtalking numbers, right, because
we're talking numbers, I wantyou to think about that, and you

(22:37):
will be in a community whereone you'll see people who are
doing this the way it needs tobe done.
Two is that you get expert.
You get access to world classmentorship on how to do this.
Three is you get access tocoaching on how to do this when
you come for our live sessionsand when you get to ask your
specific questions, and all ofthat.
Four is you get accountability.

(22:57):
You get accountabilitysometimes even from just the
students doing what they do,because you'll be challenged
every day to continue to growand to do the things you're
scared of, because in theentrepreneur business school we
do the things that we're scaredof.
And I could go on and on and onright.
But what I would really love isfor you to have a team that is
very functional, a team that isvery high performing, a team
that is a rockstar team, becausethat is the pathway to massive

(23:18):
impact in less time, not moretime.
This is how you get your timeback.
This is how you get freedomwithin your business.
This is how you fall in lovewith your business.
I will always bring you back tothe story of you know the doctor
who talked about her businessbeing burnt out and she just
wanted to have a private equityfirm come get it.
And then she came into theEntremdi Business School and
started working on it and in afew years she was down to two

(23:41):
and a half days a week and herpractice had grown so much that
she had her first million dollarmonth.
That's what happens when youbuild a team.
That is exactly what happenswhen you build a team,
regardless of if you come intothe school or not.
I've given you enough for youto take and to start working on
and to start creatingtransformation in your business.
But when you think about, oh,I'm burnt out, I'm tired, our
profits are dwindling, I feellike I'm the only one doing

(24:03):
everything and I feel like ifsomething needs to be done,
right, I need to do it.
If you're feeling all of thesethings, this episode is the
answer.
So if you need to listen to itagain, do it.
If you need to sit with someoneelse on your team and work
through it, but start creatingthese changes, because you, my
friend, can build a businessthat is your dream business and
build your dream lifeconcurrently.
And this is the pathway.
I see it for you, I envision itfor you.

(24:24):
You know where.
You love what you do, you'rehelping so many people, you're
bringing in the revenue, youhave the time freedom, you have
the time to spend with yourfamily and you love life.
I know that has not been theexperience for us in the
physician community, but this isthe experience that you would
now have access to.
So lean all the way in, getthis done, share with another
doctor in your world, and I'llsee you on the next episode of

(24:45):
the Entree and View podcast.