March 24, 2025 • 20 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
Struggling with a team member?
I hate to break it to you, but it’s probably not them—it’s you.
When a team member is constantly making mistakes or slacking off, it’s usually because you, the leader, didn’t empower them to win. Most employees want to succeed. They want the company to thrive. But they can’t do that without a strong leader.
That’s why today, I’m sharing 5 things your team desperately needs from you to win. With these tips, you’ll build a high-performing team full of A-players in no time!
Tune in.
—
Key Takeaways:Â
- 00:00 IntroÂ
- 02:01 Casting visionÂ
- 05:37 Key metricsÂ
- 07:41 Training
- 12:04 AccountabilityÂ
- 14:37 Your care
- 17:42 OutroÂ
Additional Resources:
- Learn more about my 12-month program.
- Interested in 1-on-1 coaching? Apply here.
- Grab a copy of the "The EntreMD Method" book.
When you are ready to work with us, here are three ways:
- EntreMD Business School Accelerator - If you are looking to make a 180 turnaround in your business in 90 days, this is the program for you.
- EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!
- EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.
To get on a call with my team to determine your next best step, go here ...
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Champions thrive on accountability.
A players thrive onaccountability.
You may say, oh, I can't meetwith them every week, I don't
want to look at that.
I don't look at those numbers.
If you, the business owner, arenot inspired enough to look at
it, they're not going to look atit.
And if you don't think that themetrics are important enough
for you to look at it weekly,they're not going to look at it
either.
Speaker 2 (00:21):
Hi docs, welcome to the EntreMD podcast, where it's
all about helping amazingphysicians just like you embrace
entrepreneurship so you canhave the freedom to live life
and practice medicine on yourterms.
I'm your host, dr Imna.
Speaker 1 (00:40):
When my clients come to me and they tell me about a
team member that they're havinga lot of problems with, the
first thing I do is not to lookat the team member.
The first thing I do is to lookat the leader, the owner of the
company, the person who isleading this team member,
because a lot of times they havenot empowered the person to win
.
So today I am going to show youfive things you can do, five
(01:03):
ways you can empower your peopleto win, and they want this from
you.
Most of the people that youwould go on to hire, they're
people who want to win at work.
They want to do well, they wantto make significant impact in
the company and all of that.
But we have a role to play andif we do not play that role, it
will be so difficult for them todo their part.
So these are five things yourteam members desperately need
(01:25):
from you in order to win.
These are all things thatyou're going to do in
communication, right?
So the very first thing iscommunication and, truth be told
, how I came up with thisepisode is I was asking my
executive assistant.
I said what do you think it isthat empowers a team member the
most to win.
And she said communication.
She started listing differentthings and all of that and at
(01:47):
the end of it I was like, okay,so do you feel like you're
getting that kind ofcommunication from this company,
from EntreeMD?
And she said, yes, that reallyshe is.
And I was like, whew, pass mytest.
But anyway, let me break downthese five things for you.
So the very first thing isvision.
The very first thing is castingvision.
Now, the thing about being anentrepreneur is, a lot of times
(02:09):
you would have spent so muchtime with your vision.
Initially it was like a littlenudge.
Let me use myself as an example.
Like, as physicians, we have toretool ourselves, we have to
reinvent ourselves and if wedon't do that, you know, we're
going to be out of luck with theway the healthcare space is
going.
And, of course, this was anidea that I had a very long time
ago and, you know, I sat withit a few months and didn't do a
whole lot with it and then Idecided, hey, like this is
(02:32):
actually true, I need to start.
And I started by, you know,retooling myself.
I learned to become a speaker.
I, you know, I learned to startmentoring people, coaching all
of those kinds of things,delving into the world of you
know, being on YouTube doingvideos, all of those things.
And after a stage I was like,okay, great, I started doing
one-on-one coaching.
Then I started doing groupprograms.
(02:52):
I did a 12-week program, then anine-month program and then
came up with the Entree MDBusiness School, which we've run
for almost five years at thispoint, and you know, then there
was a podcast and they're thebest-selling books and then all
of these things.
But this happened over years,and so for me, my vision is like
it's simple, it's clear, itmakes sense to me, it drives me,
(03:15):
and that's the same for you,right, like you have this vision
that is driving you, but a lotof times we're not able to
articulate it and communicate itto our team.
So we're being driven bysomething that they have no idea
about, and we wonder about thedecisions they make, the way
they show up and all of thosethings which they would act, the
way they're acting, except theyhad a vision that was driving
(03:36):
them, your vision, but theydon't know what.
That is Right, and so lettingthem know this is the vision of
the company, this is where we'regoing.
This is the kind of resultswe're creating in the world.
This is why our work is soimportant.
Doing that over and over andover again is critical, like you
almost want to have that comeup in every single meeting, and
(03:57):
it can come up in different ways, right.
Sometimes you can have a wholeon vision.
I've had times with my team.
I'll do a whole PowerPointpresentation, right, and things
like that.
But it's also the little things, right.
So, for instance, even with myexecutive assistant, I would you
know somebody would post a win.
You know, in the Entre MDbusiness school Facebook group
(04:20):
has so significant right, so itcould be.
You know they did not thinkthey would be where they are at
that time and you know theamount of revenue they've been
able to create and the easethrough which they're going
through challenges and all ofthese things.
And I would tag them on thepost and I would say this is the
impact of the work you're doing.
I understand you're taking careof emails.
I understand you're taking careof my calendar.
I understand that you'resupporting the students in the
(04:40):
Ontario MD Business School, butit's not mundane work.
It's not work that doesn'tmatter.
This is the impact when you doyour work.
This is the kind of change itcreates in the life of a doctor.
What is that vision casting?
So the things they do go frommundane tasks or just repetitive
tasks and all of that to belike I'm changing the world,
right.
So it's kind of like the storyof the janitor who worked at
(05:02):
NASA and they asked him what areyou doing here?
He said I'm working here to puta man on the moon right, Like
that's, because he was like thevision was so clear.
And that's the same thing wewant to do for our team members.
And it is unfair for us to havesat with our vision for years
some of us decades and notcommunicate or maybe say once
(05:22):
during orientation and expectthat they will get it.
We didn't get it that way andit's our vision right, and so
they're not going to get it thatway either.
So that's the very first thingthat they need from you.
The more you give them that,the more they can thrive.
The more you give it to them,the more they can thrive, period
.
The second thing here that yourteam needs from you to thrive
is key metrics, right?
(05:43):
The beautiful thing about sportsis that it is very clear how to
win right?
So if I'm playing a basketballgame, this is the basket and
this is where the ball needs togo, and the ball needs to go
into this basket more times thanit goes into that basket.
If it's soccer, we know wherethe goalpost is.
If it's golf, we know where theball needs to go to.
(06:06):
If it's swimming, we understandyou need to swim fast and you
need to get to that end of thepool and you need to get there
first, and so it's very clear.
But the question becomes in ourbusinesses, is it clear how they
win?
Is it clear how to score a goal?
And so, for instance, myexecutive assistant has seven,
(06:26):
sometimes eight, core metricsLike these are the metrics,
these are the numbers we wantyou to hit in these areas, and
when you hit these numbers,you're winning.
So all the things you're doingall day, every day, the emails,
the calendaring, thecommunicating with the students
in the entrepreneur businessschool, the entrepreneur
community at large, all of thatstuff is driving you towards
these seven things.
When you score this on theseseven things, you're winning.
(06:48):
My practice administrator is thesame thing, right, like?
These are the metrics for thisyear.
This is the patient volume wewant, the positioning we want in
the marketplace.
This is the number of reviewswe want.
This is what we want ourturnaround times to be.
This is what we want ourbilling numbers to look like.
And so, when she's killing it,she's clear I am killing it.
She knows, like, okay, if Iwant to kill it more.
(07:08):
These are the areas where Ineed to improve.
It's clear this is how youscore a goal right.
And we have that for ourmedical assistants, front desk
and all of that right, our salesteam, all of those things.
Because if you don't show themhow to score, how are they going
to score Right?
So I know this sounds like youknow pretty obvious, but I coach
so many people, I consult in somany practices and I'm telling
(07:31):
you, in many of them, you won'tsee that, you won't see that
Right, like.
So, for everyone on your team,your virtual assistant, what
does it mean to win?
You got to make it clear.
So that's.
The second thing is key metrics.
The third thing is training.
Okay, now, giving them the keymetrics is one thing.
These are the outcomes I wantyou to create.
Okay, these are your keymetrics, but then training them
(07:52):
on how to do that.
So when I started off hiring, Ihad this whole philosophy of I
want to hire somebody who hasthe training, who has a
competence, who has theexperience.
My thoughts was I would plugand play, like I would just take
them from wherever, whatevercompany they came in, just fit
them into my company andeverybody will live happily ever
after.
But it has never worked thatway, right?
(08:14):
And if you think about it, it'sright.
Like Burger King they sellburgers, mcdonald's they sell
burgers.
But you're not going to plugand play Like if you go from one
to the other, you are going toneed training.
You could be a great clinician,a great surgeon at one hospital
and you go to another hospital.
Maybe the methods they use aredifferent, maybe their setup is
(08:35):
different for their OR, maybethe way they leverage surgical
techs and assistants isdifferent, maybe they have
different kinds of collaborationbetween departments.
When you get there, you aregoing to need training.
It doesn't mean you're not agreat surgeon, it just means
you're in a different place.
In the same way, your peopleare going to need training.
They may have certaincompetencies that you want and
(08:56):
then there are competencies theydon't have and you're going to
train for those.
There are definite ways yourcompany works.
They're not going to know that.
They're going to need trainingon that, and so my method was I
mean, you have the experience.
I met you at the interview.
I like you.
Here you go, plug and play.
May the force be with you.
But I've realized that the moretime you take to train your
(09:19):
people, the better results theycan create, the more they will
thrive, because who doesn't wantto win?
Your team wants to win at work.
Okay Now, my practiceadministrator is absolutely
amazing for my private practice,absolutely amazing.
She's just she's amazing.
When I started working with her, we would talk, for I mean say
(09:42):
we finished at five and we wouldtypically stay an hour after
and we're brainstorming together.
I'm telling her the thoughtprocesses behind what I do.
We're looking at differentthings.
We're looking at a goal we wantto tackle and like, okay, how
are we going to do this and allof that?
She will say you know, this iswhat we want to get.
I'm like how would you do that?
I'm like this is the way Iwould think about that and all
(10:03):
of that we want to get.
I'm like how would you do that?
I'm like this is the way Iwould think about that and all
of that.
And it is so amazing becausenow, years down the line, she
can run the whole office withoutme.
She can run it because sheknows what I would think, she
knows what I would do, she knowsmy core principles.
Now, of course, she has her owncreativity and all of those
things, but she gets it.
She gets it Like.
There are many times she wouldsay I want to do this, that,
(10:25):
that that I'm like awesome, likeyeah, I love that plan because
it's like what I would do anyway, it's in line with what we want
to accomplish, right, but whatcreated that is training.
Now, you're not going to investthe same level in training and
everybody, but everybody's goingto need training and they're
going to need more training thanyou think they would.
If you don't do that for them,you are setting them up to not
(10:46):
win, and it hurts if you have,you know, high flyers, eight
players, rockstar team members.
They want to win and trainingis required.
Okay, training is required.
I used to see it as a waste oftime.
I used to see it like thisshouldn't be something that I
need to do and all of that.
But it's not true.
You need to train your people,right?
You need to train your people.
In fact, even for the role ofan executive assistant, I have a
(11:07):
30-day onboarding process 30days for an executive assistant.
But this is the deal.
After they get on board withthat, your life becomes so much
easier, and if you don't trainthem, your life just stays hard.
Sometimes people say, well, whatif I train them and they don't
stay, they go away, then I haveto start over.
People say that a lot and I'mlike well, what if you don't
(11:29):
train them and they stay?
And then they're a nightmarefor how many every years?
You keep them Right, and so Itry not to be afraid of you know
, like what, if I do all thisinvestment and train them and
they leave because one is well,while I had them, they were
trained too is that I just got awhole lot better at training?
Like every time I do, my 30 dayonboarding process is better,
right, I got better at trainingso I can attract, you know,
(11:51):
higher quality team members andI can get them on board quicker,
right?
Like you know, that's the waythat works.
So that's the third thing.
So number one is vision casting.
Number two you got to give themkey metrics.
Number three you got to givethem training.
Number four is accountability.
Your people, your high flyers,love accountability.
The tire kickers hateaccountability.
(12:13):
Okay, and so what does that mean?
You have key metrics, you'vetrained them and you hold them
accountable to the training andyou hold them accountable to the
key metrics.
And so, for instance, with myteam, I meet with them every
week.
I'm like, okay, these are themetrics.
Which metrics are we hittingand what is working?
Which metrics are not hitting?
Why is that not happening?
(12:34):
What do we need to do there?
What extra training do you need?
What support do you need?
What is confusing to you andall of that stuff?
Okay, boom, so we're going todo A, b, c and we're going to
come back next week and we'regoing to look at these metrics
again.
So we're looking at the metricsweekly, right, because what is
not inspected doesn't get done.
(12:54):
Champions thrive onaccountability, right?
A players thrive onaccountability.
So you may say, oh, I can'tmeet with them every week, I
don't want to look at that.
I don't want to look at thosenumbers.
If you, the business owner, arenot inspired enough to look at
it, they're not going to look atit.
And if you don't think that themetrics are important enough
for you to look at it weekly,they're not going to look at it
(13:15):
either.
They're just not right.
And so giving them the gift ofaccountability puts them in a
position where every weekthey're getting better.
Every week they're workingtowards the goal.
They're clear on what isfluffing, what is not.
They're clear on their outcomes.
Because you look at it everyweek, you start seeing it in
your sleep.
That's the way it works.
Okay, so that's number four.
(13:36):
And so, again, when we look atthe temperaments, my temperament
, if you will, is phlegmatic,and people who are phlegmatic,
they avoid conflict.
Okay, that's what people whoare phlegmatic do.
But as an entrepreneur wholeads a team, avoiding conflict
is one of the ways to have ateam that will just lead to pure
pain and suffering.
(13:56):
Okay, because it's like havingchildren.
I'm not saying they're children, but it's like having children
deciding I don't want to do thatdiscipline thing.
I don't want to like, just letthem do what they want to do.
That is called a nightmare.
Okay, you want to give them,you want to give them
accountability?
Okay, so I avoided conflict,but I had to come to this point
(14:17):
where I embrace it.
I had to come to this point,where it doesn't mean I love it,
it's just that I don't shy awayfrom it, because difficult
conversations need to be had,accountability needs to be done,
training needs to be done,tough questions need to be asked
, and that's how we get better.
That is what champions do, okay.
That is what leaders ofrockstar teams do, okay.
And then finally, finally, theyneed your care.
(14:43):
They need your care.
They need to know that you seethem as humans.
They need to know that you seethem.
They need to know that theyhave your support.
And so, for instance, sometimesit's just like okay, in this
company, as you're working here,what are your goals?
Like, what do you want to beable to do?
What do you want yourprogression to look like?
And they'll tell you, right,they're having challenges on the
job.
We just don't kick them to theside.
(15:03):
Okay, I see you're.
You're having a struggle withthis.
Talk to me.
What is going on here?
This is the level of work I'mused to from you, but this is
happening.
Is there something going onthat I don't know about, or is
there something unclear?
And all of that, sometimes it'sjust you giving them the
opportunity to ask questions.
Right, like, talk to me, likeyou've been working here for
four weeks.
You've been working here forfour years.
What is it like?
(15:23):
What do you like about your job?
What do you not like about yourjob?
Where do you want to improve?
What's going on for you?
Have those questions, see them.
See them when they're having abad day.
See it when they're struggling.
See it.
They want to be human.
They want to be human to you aswell.
Right, and if you do these fivethings, cast vision often, make
(15:44):
your key metrics clear, givethem the gift of training, give
them the gift of accountabilityand you care for them.
Chances are you end up with ateam of people who will knock
your socks off.
I will say I run five companiesand across all five companies,
I am totally blessed to havepeople that I can truly say are
rock stars in every singlecompany, and these are some of
(16:05):
the things that we've done andthat have made a huge difference
, and I would love the same foryou, too.
Right, and so you can lead arock star team, but the way you
lead will need to change theconcept of abdication.
Where you're like here's yourjob.
Goodbye, like, figure it out.
People who lead rockstar teamsdon't do that.
That's not what they do.
They're in it for their teams,they're willing to cast vision,
(16:26):
they're willing to train,they're willing to hold
accountable, they're willing tocare for them, they're very
clear on what their outcomes are.
They show them what it means toscore.
And these people then go on andleverage their experience,
their expertise, theircreativity and all of that to
create results that the owner ontheir own could never have
created.
My team they bring things tothe table that I'm like I don't
even know how your mind worksthat way.
(16:48):
I don't even know how you cameup with that.
Well, why do they do that?
Because they're empowered towin.
They're empowered to win.
Okay, all right.
So what I want you to do is Iwant you to take these five
things.
In the entrepreneur world, weobserve, we don't judge.
So you may say, oh, my goodness, I haven't been doing any of
these things.
I've been doing one of thesethings or two of these things
and all this stuff.
It's not a I suck moment, it'swow, okay, great.
(17:10):
So now I have the opportunityto add these three things, or
these four things, or all fiveof them, to what I do as a
leader and start practicing.
That's the important piece.
It's not whether you've missedit, it's whether you're willing
to start practicing, willing tostart talking about your vision,
willing to map out key metricsfor your people, willing to
train, willing to holdaccountable, willing to start
having meetings, willing to lookat your people and truly see
(17:33):
them.
If you will do this, if youstart applying this and just get
better at it every week, thecompany you have after 90 days
will shock you.
And that's the truth, it reallywill.
So I want to invite you to dothat and I want you to kind of
hold this picture right.
You are the leader of arockstar team.
You are the people who are.
Whatever impact it is that yourbusiness is designed to have in
(17:54):
this world is having it, and youguys are creating time, freedom
and financial freedom.
And your people.
When they think about theircareers, they're like, oh my
goodness, the best part of mycareer, the best timeline in my
career, was when I worked withthis person, when I worked with
this doctor, and that's one ofmy drives.
Like when people leave myorganizations, that's what
they'll say Like this was theabsolute best time in my career.
(18:14):
Okay, so you can have that too.
I'm absolutely rooting for you.
I'm absolutely rooting for youand I cannot wait to hear from
you the wins that you createbecause you start doing this.
See you on the next episode.
Champions thrive on accountability.
A players thrive onaccountability.
You may say, oh, I can't meetwith them every week, I don't
want to look at that.
I don't look at those numbers.
If you, the business owner, arenot inspired enough to look at
it, they're not going to look atit.
And if you don't think that themetrics are important enough
for you to look at it weekly,they're not going to look at it
either.
Speaker 2 (00:21):
Hi docs, welcome to the EntreMD podcast, where it's
all about helping amazingphysicians just like you embrace
entrepreneurship so you canhave the freedom to live life
and practice medicine on yourterms.
I'm your host, dr Imna.
Speaker 1 (00:40):
When my clients come to me and they tell me about a
team member that they're havinga lot of problems with, the
first thing I do is not to lookat the team member.
The first thing I do is to lookat the leader, the owner of the
company, the person who isleading this team member,
because a lot of times they havenot empowered the person to win
.
So today I am going to show youfive things you can do, five
(01:03):
ways you can empower your peopleto win, and they want this from
you.
Most of the people that youwould go on to hire, they're
people who want to win at work.
They want to do well, they wantto make significant impact in
the company and all of that.
But we have a role to play andif we do not play that role, it
will be so difficult for them todo their part.
So these are five things yourteam members desperately need
(01:25):
from you in order to win.
These are all things thatyou're going to do in
communication, right?
So the very first thing iscommunication and, truth be told
, how I came up with thisepisode is I was asking my
executive assistant.
I said what do you think it isthat empowers a team member the
most to win.
And she said communication.
She started listing differentthings and all of that and at
(01:47):
the end of it I was like, okay,so do you feel like you're
getting that kind ofcommunication from this company,
from EntreeMD?
And she said, yes, that reallyshe is.
And I was like, whew, pass mytest.
But anyway, let me break downthese five things for you.
So the very first thing isvision.
The very first thing is castingvision.
Now, the thing about being anentrepreneur is, a lot of times
(02:09):
you would have spent so muchtime with your vision.
Initially it was like a littlenudge.
Let me use myself as an example.
Like, as physicians, we have toretool ourselves, we have to
reinvent ourselves and if wedon't do that, you know, we're
going to be out of luck with theway the healthcare space is
going.
And, of course, this was anidea that I had a very long time
ago and, you know, I sat withit a few months and didn't do a
whole lot with it and then Idecided, hey, like this is
(02:32):
actually true, I need to start.
And I started by, you know,retooling myself.
I learned to become a speaker.
I, you know, I learned to startmentoring people, coaching all
of those kinds of things,delving into the world of you
know, being on YouTube doingvideos, all of those things.
And after a stage I was like,okay, great, I started doing
one-on-one coaching.
Then I started doing groupprograms.
(02:52):
I did a 12-week program, then anine-month program and then
came up with the Entree MDBusiness School, which we've run
for almost five years at thispoint, and you know, then there
was a podcast and they're thebest-selling books and then all
of these things.
But this happened over years,and so for me, my vision is like
it's simple, it's clear, itmakes sense to me, it drives me,
(03:15):
and that's the same for you,right, like you have this vision
that is driving you, but a lotof times we're not able to
articulate it and communicate itto our team.
So we're being driven bysomething that they have no idea
about, and we wonder about thedecisions they make, the way
they show up and all of thosethings which they would act, the
way they're acting, except theyhad a vision that was driving
(03:36):
them, your vision, but theydon't know what.
That is Right, and so lettingthem know this is the vision of
the company, this is where we'regoing.
This is the kind of resultswe're creating in the world.
This is why our work is soimportant.
Doing that over and over andover again is critical, like you
almost want to have that comeup in every single meeting, and
(03:57):
it can come up in different ways, right.
Sometimes you can have a wholeon vision.
I've had times with my team.
I'll do a whole PowerPointpresentation, right, and things
like that.
But it's also the little things, right.
So, for instance, even with myexecutive assistant, I would you
know somebody would post a win.
You know, in the Entre MDbusiness school Facebook group
(04:20):
has so significant right, so itcould be.
You know they did not thinkthey would be where they are at
that time and you know theamount of revenue they've been
able to create and the easethrough which they're going
through challenges and all ofthese things.
And I would tag them on thepost and I would say this is the
impact of the work you're doing.
I understand you're taking careof emails.
I understand you're taking careof my calendar.
I understand that you'resupporting the students in the
(04:40):
Ontario MD Business School, butit's not mundane work.
It's not work that doesn'tmatter.
This is the impact when you doyour work.
This is the kind of change itcreates in the life of a doctor.
What is that vision casting?
So the things they do go frommundane tasks or just repetitive
tasks and all of that to belike I'm changing the world,
right.
So it's kind of like the storyof the janitor who worked at
(05:02):
NASA and they asked him what areyou doing here?
He said I'm working here to puta man on the moon right, Like
that's, because he was like thevision was so clear.
And that's the same thing wewant to do for our team members.
And it is unfair for us to havesat with our vision for years
some of us decades and notcommunicate or maybe say once
(05:22):
during orientation and expectthat they will get it.
We didn't get it that way andit's our vision right, and so
they're not going to get it thatway either.
So that's the very first thingthat they need from you.
The more you give them that,the more they can thrive.
The more you give it to them,the more they can thrive, period
.
The second thing here that yourteam needs from you to thrive
is key metrics, right?
(05:43):
The beautiful thing about sportsis that it is very clear how to
win right?
So if I'm playing a basketballgame, this is the basket and
this is where the ball needs togo, and the ball needs to go
into this basket more times thanit goes into that basket.
If it's soccer, we know wherethe goalpost is.
If it's golf, we know where theball needs to go to.
(06:06):
If it's swimming, we understandyou need to swim fast and you
need to get to that end of thepool and you need to get there
first, and so it's very clear.
But the question becomes in ourbusinesses, is it clear how they
win?
Is it clear how to score a goal?
And so, for instance, myexecutive assistant has seven,
(06:26):
sometimes eight, core metricsLike these are the metrics,
these are the numbers we wantyou to hit in these areas, and
when you hit these numbers,you're winning.
So all the things you're doingall day, every day, the emails,
the calendaring, thecommunicating with the students
in the entrepreneur businessschool, the entrepreneur
community at large, all of thatstuff is driving you towards
these seven things.
When you score this on theseseven things, you're winning.
(06:48):
My practice administrator is thesame thing, right, like?
These are the metrics for thisyear.
This is the patient volume wewant, the positioning we want in
the marketplace.
This is the number of reviewswe want.
This is what we want ourturnaround times to be.
This is what we want ourbilling numbers to look like.
And so, when she's killing it,she's clear I am killing it.
She knows, like, okay, if Iwant to kill it more.
(07:08):
These are the areas where Ineed to improve.
It's clear this is how youscore a goal right.
And we have that for ourmedical assistants, front desk
and all of that right, our salesteam, all of those things.
Because if you don't show themhow to score, how are they going
to score Right?
So I know this sounds like youknow pretty obvious, but I coach
so many people, I consult in somany practices and I'm telling
(07:31):
you, in many of them, you won'tsee that, you won't see that
Right, like.
So, for everyone on your team,your virtual assistant, what
does it mean to win?
You got to make it clear.
So that's.
The second thing is key metrics.
The third thing is training.
Okay, now, giving them the keymetrics is one thing.
These are the outcomes I wantyou to create.
Okay, these are your keymetrics, but then training them
(07:52):
on how to do that.
So when I started off hiring, Ihad this whole philosophy of I
want to hire somebody who hasthe training, who has a
competence, who has theexperience.
My thoughts was I would plugand play, like I would just take
them from wherever, whatevercompany they came in, just fit
them into my company andeverybody will live happily ever
after.
But it has never worked thatway, right?
(08:14):
And if you think about it, it'sright.
Like Burger King they sellburgers, mcdonald's they sell
burgers.
But you're not going to plugand play Like if you go from one
to the other, you are going toneed training.
You could be a great clinician,a great surgeon at one hospital
and you go to another hospital.
Maybe the methods they use aredifferent, maybe their setup is
(08:35):
different for their OR, maybethe way they leverage surgical
techs and assistants isdifferent, maybe they have
different kinds of collaborationbetween departments.
When you get there, you aregoing to need training.
It doesn't mean you're not agreat surgeon, it just means
you're in a different place.
In the same way, your peopleare going to need training.
They may have certaincompetencies that you want and
(08:56):
then there are competencies theydon't have and you're going to
train for those.
There are definite ways yourcompany works.
They're not going to know that.
They're going to need trainingon that, and so my method was I
mean, you have the experience.
I met you at the interview.
I like you.
Here you go, plug and play.
May the force be with you.
But I've realized that the moretime you take to train your
(09:19):
people, the better results theycan create, the more they will
thrive, because who doesn't wantto win?
Your team wants to win at work.
Okay Now, my practiceadministrator is absolutely
amazing for my private practice,absolutely amazing.
She's just she's amazing.
When I started working with her, we would talk, for I mean say
(09:42):
we finished at five and we wouldtypically stay an hour after
and we're brainstorming together.
I'm telling her the thoughtprocesses behind what I do.
We're looking at differentthings.
We're looking at a goal we wantto tackle and like, okay, how
are we going to do this and allof that?
She will say you know, this iswhat we want to get.
I'm like how would you do that?
I'm like this is the way Iwould think about that and all
(10:03):
of that we want to get.
I'm like how would you do that?
I'm like this is the way Iwould think about that and all
of that.
And it is so amazing becausenow, years down the line, she
can run the whole office withoutme.
She can run it because sheknows what I would think, she
knows what I would do, she knowsmy core principles.
Now, of course, she has her owncreativity and all of those
things, but she gets it.
She gets it Like.
There are many times she wouldsay I want to do this, that,
(10:25):
that that I'm like awesome, likeyeah, I love that plan because
it's like what I would do anyway, it's in line with what we want
to accomplish, right, but whatcreated that is training.
Now, you're not going to investthe same level in training and
everybody, but everybody's goingto need training and they're
going to need more training thanyou think they would.
If you don't do that for them,you are setting them up to not
(10:46):
win, and it hurts if you have,you know, high flyers, eight
players, rockstar team members.
They want to win and trainingis required.
Okay, training is required.
I used to see it as a waste oftime.
I used to see it like thisshouldn't be something that I
need to do and all of that.
But it's not true.
You need to train your people,right?
You need to train your people.
In fact, even for the role ofan executive assistant, I have a
(11:07):
30-day onboarding process 30days for an executive assistant.
But this is the deal.
After they get on board withthat, your life becomes so much
easier, and if you don't trainthem, your life just stays hard.
Sometimes people say, well, whatif I train them and they don't
stay, they go away, then I haveto start over.
People say that a lot and I'mlike well, what if you don't
(11:29):
train them and they stay?
And then they're a nightmarefor how many every years?
You keep them Right, and so Itry not to be afraid of you know
, like what, if I do all thisinvestment and train them and
they leave because one is well,while I had them, they were
trained too is that I just got awhole lot better at training?
Like every time I do, my 30 dayonboarding process is better,
right, I got better at trainingso I can attract, you know,
(11:51):
higher quality team members andI can get them on board quicker,
right?
Like you know, that's the waythat works.
So that's the third thing.
So number one is vision casting.
Number two you got to give themkey metrics.
Number three you got to givethem training.
Number four is accountability.
Your people, your high flyers,love accountability.
The tire kickers hateaccountability.
(12:13):
Okay, and so what does that mean?
You have key metrics, you'vetrained them and you hold them
accountable to the training andyou hold them accountable to the
key metrics.
And so, for instance, with myteam, I meet with them every
week.
I'm like, okay, these are themetrics.
Which metrics are we hittingand what is working?
Which metrics are not hitting?
Why is that not happening?
(12:34):
What do we need to do there?
What extra training do you need?
What support do you need?
What is confusing to you andall of that stuff?
Okay, boom, so we're going todo A, b, c and we're going to
come back next week and we'regoing to look at these metrics
again.
So we're looking at the metricsweekly, right, because what is
not inspected doesn't get done.
(12:54):
Champions thrive onaccountability, right?
A players thrive onaccountability.
So you may say, oh, I can'tmeet with them every week, I
don't want to look at that.
I don't want to look at thosenumbers.
If you, the business owner, arenot inspired enough to look at
it, they're not going to look atit.
And if you don't think that themetrics are important enough
for you to look at it weekly,they're not going to look at it
(13:15):
either.
They're just not right.
And so giving them the gift ofaccountability puts them in a
position where every weekthey're getting better.
Every week they're workingtowards the goal.
They're clear on what isfluffing, what is not.
They're clear on their outcomes.
Because you look at it everyweek, you start seeing it in
your sleep.
That's the way it works.
Okay, so that's number four.
(13:36):
And so, again, when we look atthe temperaments, my temperament
, if you will, is phlegmatic,and people who are phlegmatic,
they avoid conflict.
Okay, that's what people whoare phlegmatic do.
But as an entrepreneur wholeads a team, avoiding conflict
is one of the ways to have ateam that will just lead to pure
pain and suffering.
(13:56):
Okay, because it's like havingchildren.
I'm not saying they're children, but it's like having children
deciding I don't want to do thatdiscipline thing.
I don't want to like, just letthem do what they want to do.
That is called a nightmare.
Okay, you want to give them,you want to give them
accountability?
Okay, so I avoided conflict,but I had to come to this point
(14:17):
where I embrace it.
I had to come to this point,where it doesn't mean I love it,
it's just that I don't shy awayfrom it, because difficult
conversations need to be had,accountability needs to be done,
training needs to be done,tough questions need to be asked
, and that's how we get better.
That is what champions do, okay.
That is what leaders ofrockstar teams do, okay.
And then finally, finally, theyneed your care.
(14:43):
They need your care.
They need to know that you seethem as humans.
They need to know that you seethem.
They need to know that theyhave your support.
And so, for instance, sometimesit's just like okay, in this
company, as you're working here,what are your goals?
Like, what do you want to beable to do?
What do you want yourprogression to look like?
And they'll tell you, right,they're having challenges on the
job.
We just don't kick them to theside.
(15:03):
Okay, I see you're.
You're having a struggle withthis.
Talk to me.
What is going on here?
This is the level of work I'mused to from you, but this is
happening.
Is there something going onthat I don't know about, or is
there something unclear?
And all of that, sometimes it'sjust you giving them the
opportunity to ask questions.
Right, like, talk to me, likeyou've been working here for
four weeks.
You've been working here forfour years.
What is it like?
(15:23):
What do you like about your job?
What do you not like about yourjob?
Where do you want to improve?
What's going on for you?
Have those questions, see them.
See them when they're having abad day.
See it when they're struggling.
See it.
They want to be human.
They want to be human to you aswell.
Right, and if you do these fivethings, cast vision often, make
(15:44):
your key metrics clear, givethem the gift of training, give
them the gift of accountabilityand you care for them.
Chances are you end up with ateam of people who will knock
your socks off.
I will say I run five companiesand across all five companies,
I am totally blessed to havepeople that I can truly say are
rock stars in every singlecompany, and these are some of
(16:05):
the things that we've done andthat have made a huge difference
, and I would love the same foryou, too.
Right, and so you can lead arock star team, but the way you
lead will need to change theconcept of abdication.
Where you're like here's yourjob.
Goodbye, like, figure it out.
People who lead rockstar teamsdon't do that.
That's not what they do.
They're in it for their teams,they're willing to cast vision,
(16:26):
they're willing to train,they're willing to hold
accountable, they're willing tocare for them, they're very
clear on what their outcomes are.
They show them what it means toscore.
And these people then go on andleverage their experience,
their expertise, theircreativity and all of that to
create results that the owner ontheir own could never have
created.
My team they bring things tothe table that I'm like I don't
even know how your mind worksthat way.
(16:48):
I don't even know how you cameup with that.
Well, why do they do that?
Because they're empowered towin.
They're empowered to win.
Okay, all right.
So what I want you to do is Iwant you to take these five
things.
In the entrepreneur world, weobserve, we don't judge.
So you may say, oh, my goodness, I haven't been doing any of
these things.
I've been doing one of thesethings or two of these things
and all this stuff.
It's not a I suck moment, it'swow, okay, great.
(17:10):
So now I have the opportunityto add these three things, or
these four things, or all fiveof them, to what I do as a
leader and start practicing.
That's the important piece.
It's not whether you've missedit, it's whether you're willing
to start practicing, willing tostart talking about your vision,
willing to map out key metricsfor your people, willing to
train, willing to holdaccountable, willing to start
having meetings, willing to lookat your people and truly see
(17:33):
them.
If you will do this, if youstart applying this and just get
better at it every week, thecompany you have after 90 days
will shock you.
And that's the truth, it reallywill.
So I want to invite you to dothat and I want you to kind of
hold this picture right.
You are the leader of arockstar team.
You are the people who are.
Whatever impact it is that yourbusiness is designed to have in
(17:54):
this world is having it, and youguys are creating time, freedom
and financial freedom.
And your people.
When they think about theircareers, they're like, oh my
goodness, the best part of mycareer, the best timeline in my
career, was when I worked withthis person, when I worked with
this doctor, and that's one ofmy drives.
Like when people leave myorganizations, that's what
they'll say Like this was theabsolute best time in my career.
(18:14):
Okay, so you can have that too.
I'm absolutely rooting for you.
I'm absolutely rooting for youand I cannot wait to hear from
you the wins that you createbecause you start doing this.
See you on the next episode.
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