March 26, 2025 • 17 mins
We celebrate one year of The Therapy Business Podcast by revisiting the most valuable and impactful clips from our most downloaded episodes. These highlights provide concentrated wisdom on marketing, finance, scaling, and creating freedom in your therapy practice.
• Ross Herosian explains how all marketing is content, including your therapy services themselves
• The Profit First system transforms practice finances using five key accounts
• Katherine Parnell shares strategies for maintaining culture when scaling to multiple locations
• Richard Walsh discusses escaping the "owner's prison" many practice owners find themselves in
If your practice needs help getting organized with its finances or just growing your practice, head to therapybusinesspod.com to learn how we can help.
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*Intro/outro song credit:
King Around Here by Alex Grohl
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Do you remember in the 90s when your favorite
sitcoms would do a clips episodewhere they show you clips from
some of their favorite episodesand the funniest moments in the
show?
Well, we are celebrating oneyear of the podcast and I'm
going to bring you clips fromthe most impactful, valuable
episodes, some of the mostdownloaded, the most listened to
, and then the ones I personallyif it was an interview found
(00:23):
really, really insightful.
So trust me, you're going towant to listen to this episode,
even if you were around when wereleased the clips that I'm
going to talk about revisitingthem, really honing in on some
of the most impactful moments inthe past year.
My name is Craig and I'm theowner of Daisy Financial
Coaching.
Our team is on a mission tomake your therapy practice
(00:44):
permanently profitable.
If you own a solo or grouppractice, we're here to help you
build a business that createsmore time, makes more money and
serves more people.
This is the Therapy BusinessPodcast, all right?
So this first clip is from ourmost downloaded listen to
(01:04):
episode and it's marketing yourtherapy practice, and I had my
really really good friend, rossHiroshan, join us.
Ross is a marketing expert whois all about getting your
message out there speaking toyour ideal clients and helping
you create a online persona andcreate content that attracts the
right people and fills yourcalendar.
(01:25):
This is something that a lot oftherapists struggle with is
conveying themselves in a waythat attracts the right people
and speaks to the right audience.
So, without further ado, I wantto show you a really, really
insightful clip from ourconversation.
Speaker 2 (01:40):
All.
Marketing now is content.
I look at everything as content.
I'm a content marketer, right?
Like this idea that content,marketing and marketing exists
somehow separately.
It's not the case.
Marketing now is content, iscreating content.
(02:00):
And whether that content iscreating content, and whether
that content is in the form ofand we're going to, I know,
we're going to talk about thisbut in the form of a video or a
blog or a podcast, or even salesmaterials, even how you conduct
a sales call, right, that'ssomething that I myself had to
(02:25):
hone over the years when Istarted my business.
I'd never done like sales callsbefore, right, I had to hone
that.
But guess what?
That is really an extension ofmarketing and, one might argue,
the most intense or mostimportant one, because you're
talking to someone one-to-one,right?
So, putting together proposals,guess what?
(02:46):
Marketing?
Yeah, I mean everything I lookat as marketing because it is
saying something about you, andit is.
It is putting in the mind ofyour prospect or your existing
customer, um, you know, uh,positioning you in their head.
Is this someone I want to workwith?
(03:07):
Is this someone I enjoy workingwith?
Is this someone I want tocontinue to work with?
Speaker 1 (03:12):
Yeah, that makes sense.
And I don't think, even withyour current client base, as
you're saying, that I'm likeokay, so even just delivering on
your commitments is marketing,because you're, you know, yeah,
providing quality therapy toyour clients is marketing, in
the sense of you're going tokeep those clients coming back,
(03:33):
um, and it's, it's the tellingtheir friends it's the follow-up
of marketing, it's thefulfillment.
Speaker 2 (03:39):
Yeah right, like Right, like.
Anyone can put claims out there, but the important aspect of
those claims continuing to workand you not being a fraud is
that you deliver on those things.
Speaker 1 (03:56):
Yeah.
Speaker 2 (03:57):
Right, Otherwise that marketing is going to run out
at some point.
Speaker 1 (04:02):
This next clip is from an episode that I did on my
own.
It is our second most popularepisode and it is all about
transforming your practice usingthe Profit First system.
Profit First is a system thatwe teach our clients.
It's a system we are certifiedin and we are huge believers in
it.
So I'm going to show you a clipthat where I break down the
(04:22):
system in just a reallybite-sized, easy-to-understand
way.
What we need is a system forour finances, something that can
help us stay organized, that'snot crazy elaborate, that's not
confusing, but something that wecan do, that's going to ingrain
itself into our day-to-daybehaviors.
We had a business, a practiceowner, come to us not long ago
(04:46):
who was stressed out, frustratedwith their finances.
They felt like they could neverget ahead.
They felt like they couldn'tget enough money to get any
traction in their business.
They felt like every timepayroll came up, they were
overwhelmed, they couldn't getsleep.
Payroll came up, they wereoverwhelmed, they couldn't get
(05:06):
sleep.
And here's the thing thathappens to so many business
owners and with this specificpractice, they weren't paying
themselves what they deserve tobe paid.
They were feeling undervalued,working long hours and just kind
of feeling stuck, wondering whydid I ever leave working for
someone else to start my ownpractice?
Most money systems, like I said,they're confusing.
We're trying to look at a P&L,we're trying to look at a
(05:27):
balance sheet and a cash flowstatement.
We're using QuickBooks andwe're doing all these different
things and yet they don't reallymean anything.
What are we actually doing?
When we want to know how muchmoney we have, when we want to
know how we're doing financially, we look at our phone, at our
bank accounts.
Does that resonate with you?
And just ask this simplequestion When's the last time
(05:48):
you looked at a financialdocument and did something with
that?
Now, when's the last time youlooked at your bank account?
Or how often do you look atyour bank account?
Most business owners, it'sdaily, or multiple times a week
at least.
They're looking at theiraccount.
So let's leverage that behavior.
We need a system for your moneythat leverages that behavior,
and today I'm going to talk toyou about Profit First.
(06:09):
That is the system that weteach all of our clients.
It's a system we use in our ownbusiness.
It is an amazingly simplesystem, system that you can just
plug and play and it uses yourbehavior.
We recommend for practices thatyou have five to six accounts.
The five core accounts that wethink every therapist should
have, whether you're a solopractice or group practice, is
(06:31):
an income account, a profitaccount, an owner's pay account,
a tax account and an operatingexpense account.
Now, if you're a group practiceowner, we recommend a sixth
account, which would be forcontractors or payroll, because
we know oftentimes you arepaying your staff, your
therapists, either on apercentage basis or some kind of
(06:52):
commission split, or even ifit's hourly.
It's good to have that otheraccount open so that you can
make sure that they are coveredand that you're got it over here
and separated out fromeverything else.
It's not getting mixed up.
One of the biggest strugglestherapists have is going from
solo to group practice, andthere's no better way to really
understand how to navigate thattransition than to talk with
(07:14):
someone who has lived it andbreathed it and then also turned
around and helped otherpractices do the same thing.
Catherine Parnell is a practiceowner who not only went from
solo to group but then alsostarted acquiring other
practices as she has grown herfootprint across the country.
I did an interview withCatherine and it was one of my
favorite interviews I did lastyear because I just I gained so
(07:36):
much and got a uniqueperspective into what it's like
to actually go from being soloto growing a team and doing it
the right way.
Without further ado, let's jumpin and hear a really, really
valuable insight from Catherine.
Absolutely and I'm sure that'san interesting dynamic we were
just talking about you hadopened a location in my city and
when I was trying to find yourbusiness, I was like that can't
(07:58):
be it.
I don't think she has an officein Austin which you do now
business.
I was like that can't be it.
I don't think she has an officein Austin which you do now.
How is that going from?
Because you're in Utah.
So is it weird having officesin different states, working
with people who are nowhere nearyou, or does it feel still
pretty connected?
What is that like?
Speaker 3 (08:15):
Well, it's tricky.
There's logistical issues thatwe have to figure out.
There's travel, of course, thatwe have to do.
Our members of our executiveteam travel out there and make
sure that we are stayingconnected.
I always have to do the timezone conversion in my head,
which makes it a little bitcomplicated, but we really
(08:38):
emphasize our company culture.
That is such a big part of whatwe do, and so we work every
single day to make sure that allof our team members are
connected, and we do that in avariety of ways.
I think our values are one ofthe things that we always lean
back on to say okay, are weaddressing things in a
(09:01):
consistent way from office tooffice?
So, even though each officemight have just a different feel
to it it doesn't always havethe same exact structure there
is a consistency in the missionof what the company is
attempting to do and theattitude of service that we have
toward our communities and toour team members.
Speaker 1 (09:24):
I love that.
I love that.
The attitude of service.
You know we that's been a hugefocus for us this year and we
call it.
We've said, the theme for us inour company is just client
experience and how can weimprove that, and that
ultimately shows itself throughthat service.
Speaker 3 (09:40):
It really does.
Speaker 1 (09:42):
Yes, very much so.
So with that, you're talkingabout the culture being an
important and valuable part ofwhat you guys do.
So how can, how do you connecteveryone?
You've got the all these peoplefrom all in different locations
.
How are you able to build aculture when you're not sitting
in the same office?
You know, I think back to whenI was teaching and being next to
another teacher and we're onour lunch break getting to just
(10:03):
talk and connect and in thisdigital world and not living in
the same towns, it's a littlebit more difficult to cultivate.
Speaker 3 (10:11):
Right, so the first thing that we do is we have
there is our clinical directorsin each of our offices are part
of our executive team.
So we have our executive teamthat comes together every single
week to make sure that we'reall on the same page.
And then we do things like allof our new team members.
(10:33):
I actually do the onboardingwith them, and so a lot of that
is virtual, but they're gettingthat consistent message from me
as the founder and as theexecutive director, and I build
relationships with them.
I make sure that I know abouttheir families and I make sure
that I know about pain points intheir life.
(10:55):
And then we make sure that ourpractice coordinators at each
location are doing the samething.
They're often labeled as themom of the office because they
are taking care of everybody inthe office and making sure not
just the logistical needs arebeing met, but oftentimes that
the emotional needs that all ofour team members are feeling
(11:16):
valued.
We do things like we have, um,we utilize a microsoft uh
platform, and so we have thingslike team chats for tech issues
and for, uh, just fun in theoffices.
We generate a lot of fun, uh.
We do things like what we calla new view on the town, excuse
(11:38):
me, which is where, and usuallya few times a year, we'll just
have a social gathering of theteam members, and the team
members get to bring a plus onewith them, an adult plus one,
and so that pulls their familymembers into it as well and
their significant others, or,you know, the people who are
important in their lives, thenare invested as well in our team
(12:03):
members and the work thatthey're doing with a new view
counseling.
So those are some of the of thethings that we do.
We do a lot of coaching, we doa lot of career development, but
I think the main emphasis isjust making sure that people
feel understood, that they feelvalued in the role that they
(12:23):
have.
We are not seeking to bepunitive in any of our measures.
We really are about justhelping people develop
themselves as a professional.
Speaker 1 (12:37):
Richard Walsh joined me last year and he's the author
of Escaping the Owner's Prison.
It's a book all about helpingyou get out of that trap that we
, as business owners, findourselves in.
We oftentimes start thisbusiness with high hopes and
pie-in-the-sky ideas and then,after a year, two years, five
years down the road, we lookdown and we realize we are a
prisoner in our own business.
Richard was a lot of fun totalk to.
Speaker 4 (13:00):
I learned so much during this interview and that's
why I wanted to highlight ithere.
That was it.
It was the pattern of thesepeople working so hard in their
business and you hear it a lotthe in and not on.
You want to work on yourbusiness but, like a lot of your
, the majority of your listenerspractitioners, right, people
who have a therapy business.
I work with an audiologist samething, multiple offices, right,
(13:22):
she's got practitioners alwaysplaced.
This Same thing, multipleoffices, right, she's got
practitioners always placed.
It's hard because a lot of it isbased on you Like, or you think
it's based on you.
Okay, you feel like you're theperson You've got the knowledge,
you can lay hands on people thebest, right, you can do all
this stuff, and that's the trap.
And you can be a carpenter, andit's the same thing.
(13:42):
You can be an electrician it.
And you can be a carpenter, andit's the same thing.
You can be an electrician, andit's the same thing.
You can be a general contractor, there's no difference.
It doesn't matter what thebusiness is, the patterns are
the same.
So I wanted to create a systemto get them out of that.
So that pretty much brings usup to speed.
Speaker 1 (14:00):
Yeah, no, that's spot on.
I think it resonates for me,and largely not only myself, but
what we see.
Uh, cause we work with peopleon their finances, that we help
them learn how to manage cash intheir business in a simple way,
and a lot of times they'restruggling financially and
that's so closely tied to howthey've gotten locked into this
(14:20):
business and they feel this likethey've left their nine to five
to start this business, for tworeasons usually, which is more
time and more money.
Right, that's our main reasonwhy we go into business for
ourselves and they're like well,I'm working more hours than I
was ever working before and I'mgetting paid less than I was
making before.
What am I, what am I doing here?
Is that kind of the?
Speaker 4 (14:41):
what you're seeing.
So, yeah, so what?
So what I figured out was okay.
So I created the movement.
I'm going to help 10,000business owners create freedom,
profit and impact in theirbusiness.
That's the three things.
Freedom, because we're doing itall for our family, we're doing
it to get time, we're doing itto make more money and we get
(15:02):
none of that.
Okay, so it's the it's debateand switch right.
You get in there like you coulddo all this next year, like I
said.
Next, you know it's 10 yearsand you're like wait a minute.
So it's freedom, profit, impact.
So they only work together inthe sense of business.
You can't make impact withoutprofit.
You can't.
You can't make impact withoutfreedom at the time to do it.
(15:24):
You can't make impact withoutfreedom.
You have the time to do it.
You can't make profit withoutfreedom.
Okay, because you have to beable to step away from the big.
If you're doing it all, youcan't leverage yourself.
So there's no leverage in thatright.
So all these three worktogether and if you can dial it
in that way, and that comesthrough systemization, creating
process systemization in yourbusiness so it can run itself.
(15:48):
So my goal is to get the ownerworking on what we call the 5%,
that's the 5% of the businessonly they can do.
That's vision, direction, right.
That's market share maybereeling in the big client making
the new deals right, that'swhat they do best, right.
Everything else, that's all Icall it farmed out, right.
You build the lanes, you bringthe people in the office.
(16:10):
They handle everything Like,let's say, I'll just use like my
chiropractor.
I've been getting chiropractorwork for 35 years, right From
boxing and everything else Iused to do and you get beat up
so you need a little bit of work, right, but you go in and
that's to me that's one of thoseexamples of this.
It's based around that Cairo,that guy.
But if they build and they gotthe assist and they create the
process, the check-in, theappointments, the massage,
(16:36):
whatever the table is, thetraction table, you go on there
and then the doc comes in doesthis five or ten minutes, right,
and you have that.
That's a system when the otherone they this five or 10 minutes
, right, and you have that Likethat.
That's a system when the otherone they used to do it all right
.
So they've learned to systemizethat a lot and bring on others
right and create a business.
So I think that's a big thingabout the owner prison is can
(16:58):
you let go?
Can you let go of that?
I have to control everything.
I'm the guy.
Speaker 1 (17:05):
Thanks for joining us on the Therapy Business Podcast
.
Be sure to subscribe, leave areview and share it with a
practice owner that you may know.
If your practice needs helpgetting organized with its
finances or just growing yourpractice, head to
therapybusinesspodcom to learnhow we can help.
Do you remember in the 90s when your favorite
sitcoms would do a clips episodewhere they show you clips from
some of their favorite episodesand the funniest moments in the
show?
Well, we are celebrating oneyear of the podcast and I'm
going to bring you clips fromthe most impactful, valuable
episodes, some of the mostdownloaded, the most listened to
, and then the ones I personallyif it was an interview found
(00:23):
really, really insightful.
So trust me, you're going towant to listen to this episode,
even if you were around when wereleased the clips that I'm
going to talk about revisitingthem, really honing in on some
of the most impactful moments inthe past year.
My name is Craig and I'm theowner of Daisy Financial
Coaching.
Our team is on a mission tomake your therapy practice
(00:44):
permanently profitable.
If you own a solo or grouppractice, we're here to help you
build a business that createsmore time, makes more money and
serves more people.
This is the Therapy BusinessPodcast, all right?
So this first clip is from ourmost downloaded listen to
(01:04):
episode and it's marketing yourtherapy practice, and I had my
really really good friend, rossHiroshan, join us.
Ross is a marketing expert whois all about getting your
message out there speaking toyour ideal clients and helping
you create a online persona andcreate content that attracts the
right people and fills yourcalendar.
(01:25):
This is something that a lot oftherapists struggle with is
conveying themselves in a waythat attracts the right people
and speaks to the right audience.
So, without further ado, I wantto show you a really, really
insightful clip from ourconversation.
Speaker 2 (01:40):
All.
Marketing now is content.
I look at everything as content.
I'm a content marketer, right?
Like this idea that content,marketing and marketing exists
somehow separately.
It's not the case.
Marketing now is content, iscreating content.
(02:00):
And whether that content iscreating content, and whether
that content is in the form ofand we're going to, I know,
we're going to talk about thisbut in the form of a video or a
blog or a podcast, or even salesmaterials, even how you conduct
a sales call, right, that'ssomething that I myself had to
(02:25):
hone over the years when Istarted my business.
I'd never done like sales callsbefore, right, I had to hone
that.
But guess what?
That is really an extension ofmarketing and, one might argue,
the most intense or mostimportant one, because you're
talking to someone one-to-one,right?
So, putting together proposals,guess what?
(02:46):
Marketing?
Yeah, I mean everything I lookat as marketing because it is
saying something about you, andit is.
It is putting in the mind ofyour prospect or your existing
customer, um, you know, uh,positioning you in their head.
Is this someone I want to workwith?
(03:07):
Is this someone I enjoy workingwith?
Is this someone I want tocontinue to work with?
Speaker 1 (03:12):
Yeah, that makes sense.
And I don't think, even withyour current client base, as
you're saying, that I'm likeokay, so even just delivering on
your commitments is marketing,because you're, you know, yeah,
providing quality therapy toyour clients is marketing, in
the sense of you're going tokeep those clients coming back,
(03:33):
um, and it's, it's the tellingtheir friends it's the follow-up
of marketing, it's thefulfillment.
Speaker 2 (03:39):
Yeah right, like Right, like.
Anyone can put claims out there, but the important aspect of
those claims continuing to workand you not being a fraud is
that you deliver on those things.
Speaker 1 (03:56):
Yeah.
Speaker 2 (03:57):
Right, Otherwise that marketing is going to run out
at some point.
Speaker 1 (04:02):
This next clip is from an episode that I did on my
own.
It is our second most popularepisode and it is all about
transforming your practice usingthe Profit First system.
Profit First is a system thatwe teach our clients.
It's a system we are certifiedin and we are huge believers in
it.
So I'm going to show you a clipthat where I break down the
(04:22):
system in just a reallybite-sized, easy-to-understand
way.
What we need is a system forour finances, something that can
help us stay organized, that'snot crazy elaborate, that's not
confusing, but something that wecan do, that's going to ingrain
itself into our day-to-daybehaviors.
We had a business, a practiceowner, come to us not long ago
(04:46):
who was stressed out, frustratedwith their finances.
They felt like they could neverget ahead.
They felt like they couldn'tget enough money to get any
traction in their business.
They felt like every timepayroll came up, they were
overwhelmed, they couldn't getsleep.
Payroll came up, they wereoverwhelmed, they couldn't get
(05:06):
sleep.
And here's the thing thathappens to so many business
owners and with this specificpractice, they weren't paying
themselves what they deserve tobe paid.
They were feeling undervalued,working long hours and just kind
of feeling stuck, wondering whydid I ever leave working for
someone else to start my ownpractice?
Most money systems, like I said,they're confusing.
We're trying to look at a P&L,we're trying to look at a
(05:27):
balance sheet and a cash flowstatement.
We're using QuickBooks andwe're doing all these different
things and yet they don't reallymean anything.
What are we actually doing?
When we want to know how muchmoney we have, when we want to
know how we're doing financially, we look at our phone, at our
bank accounts.
Does that resonate with you?
And just ask this simplequestion When's the last time
(05:48):
you looked at a financialdocument and did something with
that?
Now, when's the last time youlooked at your bank account?
Or how often do you look atyour bank account?
Most business owners, it'sdaily, or multiple times a week
at least.
They're looking at theiraccount.
So let's leverage that behavior.
We need a system for your moneythat leverages that behavior,
and today I'm going to talk toyou about Profit First.
(06:09):
That is the system that weteach all of our clients.
It's a system we use in our ownbusiness.
It is an amazingly simplesystem, system that you can just
plug and play and it uses yourbehavior.
We recommend for practices thatyou have five to six accounts.
The five core accounts that wethink every therapist should
have, whether you're a solopractice or group practice, is
(06:31):
an income account, a profitaccount, an owner's pay account,
a tax account and an operatingexpense account.
Now, if you're a group practiceowner, we recommend a sixth
account, which would be forcontractors or payroll, because
we know oftentimes you arepaying your staff, your
therapists, either on apercentage basis or some kind of
(06:52):
commission split, or even ifit's hourly.
It's good to have that otheraccount open so that you can
make sure that they are coveredand that you're got it over here
and separated out fromeverything else.
It's not getting mixed up.
One of the biggest strugglestherapists have is going from
solo to group practice, andthere's no better way to really
understand how to navigate thattransition than to talk with
(07:14):
someone who has lived it andbreathed it and then also turned
around and helped otherpractices do the same thing.
Catherine Parnell is a practiceowner who not only went from
solo to group but then alsostarted acquiring other
practices as she has grown herfootprint across the country.
I did an interview withCatherine and it was one of my
favorite interviews I did lastyear because I just I gained so
(07:36):
much and got a uniqueperspective into what it's like
to actually go from being soloto growing a team and doing it
the right way.
Without further ado, let's jumpin and hear a really, really
valuable insight from Catherine.
Absolutely and I'm sure that'san interesting dynamic we were
just talking about you hadopened a location in my city and
when I was trying to find yourbusiness, I was like that can't
(07:58):
be it.
I don't think she has an officein Austin which you do now
business.
I was like that can't be it.
I don't think she has an officein Austin which you do now.
How is that going from?
Because you're in Utah.
So is it weird having officesin different states, working
with people who are nowhere nearyou, or does it feel still
pretty connected?
What is that like?
Speaker 3 (08:15):
Well, it's tricky.
There's logistical issues thatwe have to figure out.
There's travel, of course, thatwe have to do.
Our members of our executiveteam travel out there and make
sure that we are stayingconnected.
I always have to do the timezone conversion in my head,
which makes it a little bitcomplicated, but we really
(08:38):
emphasize our company culture.
That is such a big part of whatwe do, and so we work every
single day to make sure that allof our team members are
connected, and we do that in avariety of ways.
I think our values are one ofthe things that we always lean
back on to say okay, are weaddressing things in a
(09:01):
consistent way from office tooffice?
So, even though each officemight have just a different feel
to it it doesn't always havethe same exact structure there
is a consistency in the missionof what the company is
attempting to do and theattitude of service that we have
toward our communities and toour team members.
Speaker 1 (09:24):
I love that.
I love that.
The attitude of service.
You know we that's been a hugefocus for us this year and we
call it.
We've said, the theme for us inour company is just client
experience and how can weimprove that, and that
ultimately shows itself throughthat service.
Speaker 3 (09:40):
It really does.
Speaker 1 (09:42):
Yes, very much so.
So with that, you're talkingabout the culture being an
important and valuable part ofwhat you guys do.
So how can, how do you connecteveryone?
You've got the all these peoplefrom all in different locations
.
How are you able to build aculture when you're not sitting
in the same office?
You know, I think back to whenI was teaching and being next to
another teacher and we're onour lunch break getting to just
(10:03):
talk and connect and in thisdigital world and not living in
the same towns, it's a littlebit more difficult to cultivate.
Speaker 3 (10:11):
Right, so the first thing that we do is we have
there is our clinical directorsin each of our offices are part
of our executive team.
So we have our executive teamthat comes together every single
week to make sure that we'reall on the same page.
And then we do things like allof our new team members.
(10:33):
I actually do the onboardingwith them, and so a lot of that
is virtual, but they're gettingthat consistent message from me
as the founder and as theexecutive director, and I build
relationships with them.
I make sure that I know abouttheir families and I make sure
that I know about pain points intheir life.
(10:55):
And then we make sure that ourpractice coordinators at each
location are doing the samething.
They're often labeled as themom of the office because they
are taking care of everybody inthe office and making sure not
just the logistical needs arebeing met, but oftentimes that
the emotional needs that all ofour team members are feeling
(11:16):
valued.
We do things like we have, um,we utilize a microsoft uh
platform, and so we have thingslike team chats for tech issues
and for, uh, just fun in theoffices.
We generate a lot of fun, uh.
We do things like what we calla new view on the town, excuse
(11:38):
me, which is where, and usuallya few times a year, we'll just
have a social gathering of theteam members, and the team
members get to bring a plus onewith them, an adult plus one,
and so that pulls their familymembers into it as well and
their significant others, or,you know, the people who are
important in their lives, thenare invested as well in our team
(12:03):
members and the work thatthey're doing with a new view
counseling.
So those are some of the of thethings that we do.
We do a lot of coaching, we doa lot of career development, but
I think the main emphasis isjust making sure that people
feel understood, that they feelvalued in the role that they
(12:23):
have.
We are not seeking to bepunitive in any of our measures.
We really are about justhelping people develop
themselves as a professional.
Speaker 1 (12:37):
Richard Walsh joined me last year and he's the author
of Escaping the Owner's Prison.
It's a book all about helpingyou get out of that trap that we
, as business owners, findourselves in.
We oftentimes start thisbusiness with high hopes and
pie-in-the-sky ideas and then,after a year, two years, five
years down the road, we lookdown and we realize we are a
prisoner in our own business.
Richard was a lot of fun totalk to.
Speaker 4 (13:00):
I learned so much during this interview and that's
why I wanted to highlight ithere.
That was it.
It was the pattern of thesepeople working so hard in their
business and you hear it a lotthe in and not on.
You want to work on yourbusiness but, like a lot of your
, the majority of your listenerspractitioners, right, people
who have a therapy business.
I work with an audiologist samething, multiple offices, right,
(13:22):
she's got practitioners alwaysplaced.
This Same thing, multipleoffices, right, she's got
practitioners always placed.
It's hard because a lot of it isbased on you Like, or you think
it's based on you.
Okay, you feel like you're theperson You've got the knowledge,
you can lay hands on people thebest, right, you can do all
this stuff, and that's the trap.
And you can be a carpenter, andit's the same thing.
(13:42):
You can be an electrician it.
And you can be a carpenter, andit's the same thing.
You can be an electrician, andit's the same thing.
You can be a general contractor, there's no difference.
It doesn't matter what thebusiness is, the patterns are
the same.
So I wanted to create a systemto get them out of that.
So that pretty much brings usup to speed.
Speaker 1 (14:00):
Yeah, no, that's spot on.
I think it resonates for me,and largely not only myself, but
what we see.
Uh, cause we work with peopleon their finances, that we help
them learn how to manage cash intheir business in a simple way,
and a lot of times they'restruggling financially and
that's so closely tied to howthey've gotten locked into this
(14:20):
business and they feel this likethey've left their nine to five
to start this business, for tworeasons usually, which is more
time and more money.
Right, that's our main reasonwhy we go into business for
ourselves and they're like well,I'm working more hours than I
was ever working before and I'mgetting paid less than I was
making before.
What am I, what am I doing here?
Is that kind of the?
Speaker 4 (14:41):
what you're seeing.
So, yeah, so what?
So what I figured out was okay.
So I created the movement.
I'm going to help 10,000business owners create freedom,
profit and impact in theirbusiness.
That's the three things.
Freedom, because we're doing itall for our family, we're doing
it to get time, we're doing itto make more money and we get
(15:02):
none of that.
Okay, so it's the it's debateand switch right.
You get in there like you coulddo all this next year, like I
said.
Next, you know it's 10 yearsand you're like wait a minute.
So it's freedom, profit, impact.
So they only work together inthe sense of business.
You can't make impact withoutprofit.
You can't.
You can't make impact withoutfreedom at the time to do it.
(15:24):
You can't make impact withoutfreedom.
You have the time to do it.
You can't make profit withoutfreedom.
Okay, because you have to beable to step away from the big.
If you're doing it all, youcan't leverage yourself.
So there's no leverage in thatright.
So all these three worktogether and if you can dial it
in that way, and that comesthrough systemization, creating
process systemization in yourbusiness so it can run itself.
(15:48):
So my goal is to get the ownerworking on what we call the 5%,
that's the 5% of the businessonly they can do.
That's vision, direction, right.
That's market share maybereeling in the big client making
the new deals right, that'swhat they do best, right.
Everything else, that's all Icall it farmed out, right.
You build the lanes, you bringthe people in the office.
(16:10):
They handle everything Like,let's say, I'll just use like my
chiropractor.
I've been getting chiropractorwork for 35 years, right From
boxing and everything else Iused to do and you get beat up
so you need a little bit of work, right, but you go in and
that's to me that's one of thoseexamples of this.
It's based around that Cairo,that guy.
But if they build and they gotthe assist and they create the
process, the check-in, theappointments, the massage,
(16:36):
whatever the table is, thetraction table, you go on there
and then the doc comes in doesthis five or ten minutes, right,
and you have that.
That's a system when the otherone they this five or 10 minutes
, right, and you have that Likethat.
That's a system when the otherone they used to do it all right
.
So they've learned to systemizethat a lot and bring on others
right and create a business.
So I think that's a big thingabout the owner prison is can
(16:58):
you let go?
Can you let go of that?
I have to control everything.
I'm the guy.
Speaker 1 (17:05):
Thanks for joining us on the Therapy Business Podcast
.
Be sure to subscribe, leave areview and share it with a
practice owner that you may know.
If your practice needs helpgetting organized with its
finances or just growing yourpractice, head to
therapybusinesspodcom to learnhow we can help.
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