May 27, 2025 • 46 mins
In this episode, Will Humphreys and Michael Silva tackle a crucial topic for every business owner: getting out of your own way. Michael, a master coach for private practice owners, shares his personal journey of building and selling a successful business and reveals the surprising lessons he learned about leadership, trust, and the elusive power of ego.
We explore why so many owners, especially in healthcare, struggle to delegate and truly empower their teams. Michael recounts his own experience of being "the brand" and how letting go of that identity was essential for his business to thrive beyond his individual efforts.
Key takeaways from this episode:
- The Ego Trap: Discover how your ego can be the biggest barrier to your business's growth and how recognizing its presence is the first step toward overcoming it.
- The "Me" vs. "We" Shift: Learn why transitioning from a "me" centered approach to a "we" mentality is vital for building a sustainable and impactful team.
- The Power of Relationships: Michael emphasizes that fostering strong, authentic relationships with your team members is paramount to your business's success, even more so than your patient relationships.
- Beyond Treating Patients: For private practice owners, understand why stepping back from full-time clinical work isn't about abandoning your passion, but about leveraging your highest value for the business as a leader.
- Self-Care is Non-Negotiable: Hear why prioritizing your well-being isn't a luxury, but a fundamental aspect of effective leadership and sustained business growth.
This episode is a must-listen for any business owner or leader who feels stuck, overwhelmed, or simply wants to unlock their full potential. Michael's candid insights and Will's relatable experiences offer a powerful roadmap for transforming your mindset and ultimately, your business.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Rockstars.
I am so proud of this episode.
Please listen to the entirething.
I'm going to give you somereasons why.
Here in a second, our guest isMichael Silva.
He and I had just the mostamazing conversation just now
about leadership.
This is applicable for anyoneowners, leaders within private
practices.
I want you to listen to thisepisode from a place of
(00:29):
understanding how we get in ourown ways.
That's kind of like one of themain themes how do we get in our
own way as leaders, especiallyin the private practice space
and healthcare companies?
We're going to talk about wherethose causes are and then how
Michael, as a coach, has helpedpeople overcome that.
But there's two main conceptshere.
The first I'm going to tell you.
The second I'm going to let youdiscover on your own.
(00:50):
The first is helping usunderstand where we do create
the most value as leaders andhow that gets us out of our head
into creating massive impact.
Like the secret to massiveimpact is going to be revealed
in how we serve our teams, okay,and then it pulls back round to
the ultimate secret of how weget out of our own way, and it
(01:12):
is.
This was not a pre-plannedepisode.
It's going to feel verycircular, but you're also going
to hear very authentic momentswhere we don't know the answers
to our own questions.
Enjoy the show.
Please let me know if you haveany questions afterwards in the
comments.
Yeah, michael, I love this ideaof owners who get in their own
way and how that's a limitationfor growth, because I know as an
(01:33):
owner for me, I felt like if Ididn't show up and do the thing
like it would never have gottendone.
So to hear from, I'm guessing,a lot of our audience members
who own private practices whoare like what do you mean get
out of my own way?
What do you mean by that?
When you talk about getting outof helping you, because you
said something that you're amaster at you help private
practice owners get out of theirown way.
What does that mean to you?
Speaker 2 (01:56):
Well, it's pretty literal to me.
I had to learn that the hard wayas well.
It's just you don't realize howmuch you're actually holding
back the business by trying tocontrol everything is a good way
of looking at it, I guess, umbeing able to delegate and um
trust in your team in order togive you the space to work on
(02:18):
the business.
Not, you can't be the number oneclinician, you can't be the
marketing guy, you can't beeverything in the business,
especially when it gets to acertain critical mass where it's
just too much.
So, learning ways where we canpull it back, work on the owner
himself or herself, working onthem as a leader, freeing up the
(02:38):
space to do what's mostimportant the vision, the
leadership, the, the guidance,the vision, the leadership, the
guidance, the mentorship allthose things that a lot of
business owners want to get to,but they're too stuck in doing
the little things.
I mean, a lot of them stillwant to treat clinically, but
they don't have to handle a lotof the administrative load.
(03:00):
Unloading those things so theycan just free up the space, I
guess would be another way ofputting it, and losing this is
one I had to do.
I had to lose my ego, Like.
Speaker 1 (03:11):
I really had to get up.
Interesting.
It always comes back to mindset, doesn't?
It, it just comes back to thatmindset.
So tell me about ego.
How does what do you mean egoLike?
What does that mean to you?
Speaker 2 (03:20):
Well, what does it mean to me?
All right, so my wife's a coachand she, she has a whole new
definition and she helped me getrid of my ego.
But, um, I would say I'm goingto draw on my own experience.
So I built this privatepractice because I wanted to do
things differently and wanted todo it my way, and I built it as
the sole person, I was the, Iwas the everything at first, and
(03:41):
the business became aboutMichael Silva, you know, and I
had a niche in the world.
I was the brand and you know,and I had these people lining up
.
I had a wait list to see me,see me, see me.
Um, it filled my ego.
I'm like, whoa, everyone wantsme, like it's me, me, me.
But then I tried to grow abusiness and I can't grow a
(04:01):
business of me.
I needed to step back, get outof my own way and realize wait,
I've got to, I've got to mentormy clinicians so they can do
what I'm doing.
I've got to build this brand asthe team that we are.
It's not about Michael Silva,about Michael Silva.
You know, I was a young 20something when this all started
and I was working with Olympicathletes, so I thought I was the
man you know and then Irealized I'm not.
(04:22):
I was 20-something when thisall started and I was working
with Olympic athletes.
So I thought I was the man youknow and then I realized I'm not
.
I was just in the right placeat the right time and I brought
a lot of value to patients.
And by doing that and justrealizing it's not about me
anymore, it's about the missionof the business, it's about the
team, it's about developing myteam, it's about the individual
goals of all my team members,never mind the clinical goals of
(04:45):
all our patients.
And as soon as I realized thatand stepped back and trusted
because I had some phenomenaltherapists and trusted them that
they could do the job and kindof carry that into the
conversations I had with mypatients, I'm like no, don't
worry, you're in good hands.
I remember going into rooms with, like the Michael only patients
that I had to get on otherpeople's schedule Right, and I
(05:07):
would go in and I always made ita point and I don't know if
this was a good thing, but Ialways made it a point to go
into the room where they wereseeing one of my clinicians and
like to say, hello, you're ingood hands, compliment the PT,
let them know.
I would always make the samejoke.
I'm like oh, you finally got areal PT to work on you, so
you're going to get better muchfaster than when you're working
with me.
Like, just build the trust inthem.
(05:27):
And my staff really liked thatbecause I was boosting their
confidence and I helped theirpatient PT relationship just by
taking two minutes to go inthere, say hello, give them a
compliment.
And then I was able to walkaway and those people got better
and I didn't have to touch themor do anything?
Speaker 1 (05:46):
Yeah, but you had to let go of the ego.
What's that?
Speaker 2 (05:48):
But you had to let go of that ego first I had to and
it was hard and I rememberwalking into my clinic when it
really started to grow and I'mseeing patients that I did not
evaluate in my offices using myequipment, being treated by my
team.
I'm like who's?
Speaker 1 (06:03):
that.
Speaker 2 (06:04):
And at first it was a little off-putting, but I loved
it.
Speaker 1 (06:08):
It's weird, isn't it, when you're used to be the show
.
I remember those days, michael,of like everyone, I knew
everyone's backstory, they allloved me, all those things, and
then later on, like no one inthe gym floor even knew who I
was.
I was just.
They would look at you kind oflike the stranger that you are
to your own business, and it wasoff-putting and beautiful.
I love that you describe itlike that.
Speaker 2 (06:28):
It was awesome.
At first it was off-putting andI'm like almost a little bit
sad.
And then, when I would walk into any of the offices and just
see these people who I've nevermet, who had no clue, who I am
having a great time, you know,enjoying the benefits of the
therapy that we're providing forthem, meeting their goals, it
(06:48):
was awesome.
And then, if I get introducedto them, oh here's Michael, he's
the owner and they would.
They would come to me and giveme the compliments of the team
and how great this office is.
And this team or this person,like, what better like, can you
ask for anything more as abusiness owner?
Speaker 1 (07:02):
No, it's such a cool thing, I think.
I think when you tell thatstory, obviously anyone who's
gone through that journey whichis a small percentage of private
practice owners they relate toit so much because the ego is
that first layer it has to be.
I remember what it was likewhen I didn't get my cookies.
You know patients bringingdesserts and it was just kind of
(07:28):
like when I didn't like no onewas even bringing me anything.
Speaker 2 (07:29):
I remember going through a small depression
because I was leaning on that.
Speaker 1 (07:31):
Yeah, the cookies, the cookies there was.
It was so much more than sugarand dough, like.
It was like validation that Iwas worth something, right.
And it's so interesting because, um, and you know, the ego
needs to be stroked when wedon't know our value as
individuals, right, like.
Speaker 2 (07:48):
I think, when we know .
Speaker 1 (07:49):
well, I mean, this has just been what you and I
have journeyed together is is,like you know, when we can find
our confidence in our impact anddon't need somebody else to
validate it, that's when we canbe free, mentally and
operationally, to start making abigger difference across the
globe, without the same credit.
(08:09):
So, right, right, right yeah.
So, how do you help?
How do you help people as acoach overcome that, that ego
Like I don't even know how you'dbegin to do that.
Speaker 2 (08:17):
Yeah, I mean it's.
It's different with everyonedepending on the person.
Um, and I, I typically see theego more of an issue in the
males out there, the young males, you know as fighter pilots?
I don't know, that's just myexperience.
I think the big thing is justletting them know that if you
want to build a business, youhave to trust.
And if you don't have trust andit comes down to you, your
(08:41):
mentorship and your trainingthen something's lacking.
You know, if you're hiring theright people, which is where it
all starts right.
So, as you know, recruiting yougot to hire the right person.
If you hire the right person,you mentor the right way, you
train them, you empower them.
You have to have trust.
If not, I think it's ourresponsibility as the owners.
(09:01):
Like, what did I do wrong tonot feel that I can trust this
employee?
Did I hire the wrong person forthe wrong job?
Is the wrong butt in the seat?
Is the wrong person in theclinic?
So I think, starting there andjust letting them know that it's
not, there's no more me, me, me, me in the business.
You're growing the business,you're growing a team.
Everything's got to be about we, about the team, and trying to
(09:30):
get them to step back.
And again it's hard to say no,why don't we have one of your
lead clinicians do thismarketing event at the local
CrossFit gym?
Why do you don't need to bethere.
Let's feature someone elsebesides yourself, because what
happens is you're the face.
People want to come see you,they want to get in your
schedule and now they getdisappointed because what do you
mean?
He's not taking patients, right?
He just came over to talk to usabout injuries and he said I
needed PT, and now he's notgoing to do PT.
So well, there's all thesedifferent scenarios, but I think
(09:52):
that's where I would start isjust learning.
Making sure they have the rightpeople in the right seats doing
the right job, they have agreat mentorship and there's,
you know, the follow-up.
Making sure that whatever goalswe're setting for the employees
, they're being hit, they'regetting what they need to be the
best, most valuable part of theteam, and then allowing them to
(10:13):
step back and just watch ithappen.
Speaker 1 (10:16):
Wow, I love how you customize that per person and
you build that.
But there's certain steps thatsound the same right, like when
you say that they step back andwatch it happen.
It's like they have toexperience this new world called
you matter.
But we matter matters more.
Speaker 2 (10:32):
Right, Like we not me kind of thing.
Right, right, yeah, and it'sdifferent Because I think the
way I do things is I just needto connect with someone and see
where they're struggling as ahuman and as a business owner
and as a leader, to see wherethey need the most.
And sometimes I get to reachfor help outside of me.
I know where my skill set liesin, but if I get to refer to, if
(10:56):
someone's really battlingconfidence issues or there's
some sort of mental block oranxiety that I can't coach
someone through, then I've gotreferrals that I can send people
out to Um and I.
You know I needed that helpwith my journey along the way.
I didn't realize how anxious Iwas until someone told me yeah,
man it's kind of funny.
Speaker 1 (11:15):
I, you know.
I have to say you know, I don't.
I don't think there is afive-step process.
Many of the people I've talkedto who are master coaches that
worked on me over the decadesthe best ones didn't have a
five-step process Like it was.
Because everything when it comesto mindset, mindset is one of
the biggest, is the biggest.
I'll just say it.
In my opinion is the biggest.
Uh, mastery needed forleadership.
(11:38):
You know, to improve inleadership is our mindset.
So to have someone customizedfrom experience is the best way
for me, like when I've workedwith someone as a coach who's
been where I've been and hasgone where I want to go.
Then they can come and step into see the world through my eyes
and go oh, it's all ego, butyour ego is coming from a place
of insecurity around blank andthen having someone kind of walk
(12:02):
me through that here's.
This is a true story.
So my first step into coachingever, michael, I was working
with this guy named David Bergwho wasn't a coach, he was a CEO
and still is CEO of ArrowheadHealth Company here in Arizona.
It's now a multi-locationhospital, so he's not a physical
therapist, he was a privatepractice owner that turned big
time and he was a chiropractorby trade and the first phone
(12:28):
call I had with him cause I wasjoining his little coaching
group through an organizationcalled entrepreneurs
organization and he wasn'tcharging anyone, he was doing
this for free.
So, he's mentored literallyhundreds of people, including
friends of mine that have ninefigure businesses.
We all go, we all.
But we've all been taught inthe ways of David Berg and so
(12:49):
I'll never forget.
First call five seconds in he'slike, oh so you're a physical
therapist, dude, I'm achiropractor?
And he goes are you stilltreating?
And I said yeah, and he goeswell, you're gonna get over that
because you're gonna realizethat doesn't matter.
And he intentionally bull baitslike that to create these
emotional responses and what wasyour emotional response?
(13:09):
So when I told him because I'm apeople pleaser I was like, oh
okay, inside I was like who theheck do you think you are?
Like I was so pissed, but I'm I.
Unfortunately, my characterback then was to not show those
feelings as much as I do now.
So I just kind of was likewhatever.
And now I know what he'stalking about.
He was pushing it hard to provea point, not to say that
(13:30):
treating didn't matter, but sothat I could shift my mindset.
Yeah, so I don't know Everyone'sdifferent when I used to coach.
That's not my style per se but,it was very effective.
Speaker 2 (13:41):
Yeah, same here and I think with some of the coaches
and courses I've taken over theyears, like, okay, what's your
unique five-step plan?
Let's come up with a name forit.
Let's do this.
I'm like what?
So I can print up an infographwith my five-step process?
Like what does that really mean, you know?
(14:02):
So I tried, I tried that at thebeginning and I have this great
like um ebook that I came upwith with like the five pillars
of business development, and Isent that out to everyone that I
had an email for, and it didn'tdo much and yeah, so I think it
goes back to this too.
So you know, I've, when Istarted consulting, which is a
(14:22):
totally new world for mebuilding a PT practice and
trying to gain consultants fromall over the country is a
totally different.
I mean, clients from all overthe country is totally different
.
Yeah, totally.
And I tried Facebook ads, I'vetried my email list.
I had the free gifts of thisPDF, this e-book.
Nothing was really working.
You know, where I made most ofmy clients is the people I met
(14:46):
face-to-face.
Speaker 1 (14:47):
Yeah.
Speaker 2 (14:47):
Like when I saw you in DC at the PPS conference.
Right Totally I met five, sixyoung practice owners.
Three are clients now.
Speaker 1 (14:57):
No way, yeah, yeah, I think with coaching
relationships, word of mouth.
Say it again I thinkrelationships is where it's at
with coaching, because it's suchan intimate relationship.
So you got three of those andthen everything else is word of
mouth.
Word of mouth yeah, that's cool.
Speaker 2 (15:10):
And it's funny you mentioned relationships, because
I put in a proposal for I don'tknow if it was one of the local
APTA chapters or for PPS, fornext year, but it's basically on
relationships and how to builda thriving practice through
relationships with your staff,with your referral sources and
with your clients.
Wow, I mean, think about it.
If you can just foster thosethree relationships.
(15:32):
Is there anything your businesscannot do?
Speaker 1 (15:34):
Totally.
Speaker 2 (15:35):
Yeah.
Speaker 1 (15:35):
It's amazing to think about what and what's
interesting for my journey isthat, as I learned how to step
out of treating and intoleadership was how.
That's when my world pivotedinternally at home, because I
became more of this like leaderacross all of the domains of my
life.
Because it was about learninghow to empower others, which was
so important to me and I'm sograteful for that painful lesson
(15:58):
.
Because of great coaches likeyou, it helped upgrade the
experience my kids had as afather and my wife is, you know,
for me as a husband.
So yeah, it's, it's.
It's such an important lesson.
It has so much little to dowith business, even though that
was the most successful thing.
Probably we could say thatwould grow our business as a
stepping into leadership, butit's.
(16:19):
It's so much more importantthan that.
Speaker 2 (16:21):
Right, and I agree with you a hundred percent.
And being a father and, youknow, the leader of the
household, yeah, even though mywife is definitely the leader of
my house, my wife is the CEO ofthe house.
Yes, Confidently and she shouldbe.
She's, she's, she's, um.
She earned that title very,very well.
(16:42):
Oh shoot, what was my pointthere?
Yeah, it's just.
It's just all connected Like if, if I'm, if I'm improving my
confidence as a leader at work,I come home and I'm just a more
fun dad.
I'm a more confident dad, I'm amore confident husband and vice
versa.
I'm having to, if I'm killingit as the dad and the husband at
home, I come into work moreconfident.
Like you can't I don't knowabout you and I don't know if
this is.
This is my, my take on life.
(17:03):
Like you can't compartmentalizewho you are in my opinion.
Like you can turn on work mode,but I'm who I am at work, I'm
who I am at home.
You know I'm still a 15 yearold kid with potty humor and you
spend enough time with me.
You'll hear that.
But yet I've got values andprinciples that I live by and
that I and you know.
(17:24):
Hopefully those trickle downinto the people I worked with as
clients now and in my team andhopefully some of that's
trickling down into my kids.
You know I'm mentoring my kidsand they're they're they're
young adults now and I I think Idid an okay job, because
they're two of the finest humanbeings I've ever met.
Speaker 1 (17:41):
That's all that matters.
I mean, it's so funny becausewe as men in particular you know
some women too, but more so onthe men, you know they studied
and found that our self-worth istied directly to our business.
That being the case, I thinkany business owner ties some of
their self-worth to theirbusiness, initially at least
self-worth to their business,initially at least and and I
(18:01):
think that's just such animportant thing to remember is
that this is the rubber ballthat can bounce that glass ball
at home with the kids and thefamily.
If we have that, that's theball that we can't drop, and
that leader that we become atwork becomes the leader at home.
So when we talk about, like,getting out of our own way, um,
what?
Let's go into more of thespecifics.
The first thing we talked aboutwas ego and mindset.
So now that we've kind ofaddressed that out of like how
you help people get out of theirown way, what would you say are
(18:25):
, like, the main mistakes thatpeople make?
Like, what are the main thingsthat they're doing to get in
their own way?
Speaker 2 (18:33):
outside of the mindset.
Well, we're going to go back tothe conversation you had with
your first coach.
Are you still treating?
No?
We're going to go back to theconversation you had with your
first coach.
Are you still treating no?
No, but they have to realizethat where is the most value you
can bring to your business?
And typically it's notcontinuing to treat patients.
Speaker 1 (18:49):
I'm glad you started with that, by the way, because I
think that is the majority ofpeople's time being spent when
they're getting in their own wayis treating their own patients.
It is.
Speaker 2 (18:56):
And I hear the same thing all the time, but I still
love treating I'm like I getthat.
But if you want to run abusiness, you can't be a
full-time clinician and run abusiness at the same time
successfully Like something hasto give and that's about getting
out of your own way.
So having that conversation andgiving them like okay, seeing
the value that they bring to thebusiness and to their team, and
(19:16):
showing them sometimes theydon't even realize the value
they have and a lot of themdon't have that confidence or
they have that ego becausethey're inconfident and you know
right.
Speaker 1 (19:25):
They're stuck in the devil.
They know because they'rescared of what they don't think
they're capable of outside ofthat.
Speaker 2 (19:29):
Right, right and um, you know, I was that way Like I
remember running my first teammeeting.
I'm like who the hell am I tolike sit there and tell these
people, like you're doing great,or don't do this, do that, like
I didn't run a great meeting atfirst because it was all about
what you're doing wrong and whatwe have to do better.
Right, but I mean, we have ahard time with that as humans.
I think I think, if you don't,that's a gift, because I teeter
(19:51):
on even to this day.
Ok, do I really know the valueI'm bringing?
Yeah, and, as you know, do Ireally know the value I'm
bringing and my wife will tellyou I need a lot of validation.
Is that still because I havethe sense of incompetence of
what I'm doing?
Because this is a huge careershift?
Oh, yeah.
I'm going to go on a separatetangent, because I want to ask
you this question yeah, please,when you sold your business your
(20:12):
first one did you have a planright after, or did you just
sell and figure out what you'regoing to?
Speaker 1 (20:17):
do no plan.
Started kind of just trying tofigure it out.
Speaker 2 (20:21):
Right, Did you?
Did you have like a littledepression or a little lull, and
or were you just like partyingright off the bat?
No, no.
Speaker 1 (20:27):
I I went through.
I was surprised that there wasa brief period of elation after
I sold, like a brief like welike took my wife and kids.
We moved to Europe for sixmonths but like literally two
months, yeah, that was.
I really recommend that, whenwe make these life transitions,
to highly celebrate them,because entrepreneurs and
leaders who are entrepreneurs,their default is like the next
(20:47):
to solve the next problem andthey never give themselves space
to like reward themselves, andthat has been proven.
They've done studies to showthat that's what changes how we
operate to be more successful.
So, even with a six month hiatusthat I was willing to go to
spend the money on, dude, twomonths in the anxiety hit hard.
What am I going to do?
(21:08):
I have all this money in thebank but I'm watching it go down
every month, especially when Iwasn't working, and I'm like,
okay, what am I going to do?
That's a problem to solve, theentrepreneur kicked in.
And to do that's a problem tosolve, the entrepreneur kicked
in.
And so no, it was.
It wasn't depression as much asanxiety for me, like straight
up stress.
Speaker 2 (21:21):
Yeah, I mean I think I had probably both, because
we're talking about our identity, like I was tied to my business
.
Speaker 1 (21:28):
Oh yeah.
Speaker 2 (21:28):
Michael Silva, the owner of foundation performance,
the running PT, like this iswho I was and all of a sudden
gone.
Gone, you know.
And I was like Whoa, you knowknow, I stayed in with the
business, I bought mine for awhile and then I had some.
I had some life things I had todeal with, so I took some time
off as well and, um, I was likewho am I like?
What am I doing?
(21:49):
Yeah, I re-shingled my housejust to spend some alone time.
I didn't move to europe for sixmonths, but we did buy a place
in europe because we alwayswanted to, so that's what I did
where'd you go?
Speaker 1 (21:59):
where'd you buy?
Speaker 2 (21:59):
well, we have a place in Europe because we always
wanted to.
So that's what I did?
Speaker 1 (22:02):
Where'd you go?
Where'd you buy?
We have a place in southernPortugal.
Oh man, that's such a goodplace.
Speaker 2 (22:04):
Good for you, yeah.
So I mean I did that, that wasgreat.
But then I was like, who am I,what am I doing?
And I was looking for jobsoutside of shop and then nothing
was panning out.
I was going to buy thisbuilding, I was going to open a
coffee shop here.
I actually entertained, whichis the kiss of death opening a
(22:25):
restaurant with someone.
Speaker 1 (22:26):
Oh never.
Yeah, exactly I grew up in arestaurant family where my dad
owned restaurants so I know thatworld.
It is the worst.
Speaker 2 (22:32):
I don't know the world.
So what was I thinking?
I don't know, but I didn't,Thank God.
Even my wife was like youreally want to do what with who?
Speaker 1 (22:40):
Why spaghetti?
Just kidding, I don't know whatyou're on.
Speaker 2 (22:43):
And then she was the one who really pushed me toward
it.
She's like, listen, she's likeyou ran a successful business,
you know how to do that.
She's like, why not just helpother people do that?
Like you don't have to do it,but teach other people and coach
them and mentor them.
I'm like, fine, I'll do it.
And begrudgingly, yeah, she'salways right.
So I did it and it worked out.
(23:04):
And again, the first client Ihave is now a business partner
of mine.
I have all these other clientsand I believe they're finding
value.
They're enjoying the guidanceI'm giving and the coaching I'm
giving.
I'm having a blast doing it.
I really like it and I'm nottied to a brick and mortar
building and a schedule like Iwas as the previous business
(23:26):
owner, so there's some freedomto it.
But it was a journey, man, toget here.
Speaker 1 (23:30):
And you're giving freedom to your partner.
That you you know.
I mean it's interesting becausefreedom is the main theme of
this podcast.
So it's interesting to see thatcycle.
And I don't know about you, but, like for me, when I stepped
into being owning a medicalbilling company, which was the
first thing I started afterselling my practice, I then
stepped into coaching, I wentthrough a total arc, just like
being a PT owner, all over again.
(23:51):
I was super insecure.
I worked crazy hours.
I started getting success.
I started it wasn't patientcare, but it was like certain
team member relationships Istarted to hold in the same way.
And then coaching was the samething for me, where I didn't
think who's going to hire me fora coach?
And then, before you knew it, Ihave more coaching clients than
I had space on my calendar.
So I started raising my pricesand you just kind of start going
(24:13):
through the same cycle of like,okay, that's who I am, I'm a
coach or I'm a medical billingowner and then, like I had to do
the same thing all over again.
I had to step out of thatmindset.
So it's not like this isn'tjust like, hey, if you're, if
you're listening to this, andyou're a healthcare private
practice owner or leader.
It's not about, like, gettingaway from patient care.
That's not what we're saying.
It's about changing the mindsetfor continual progression and
(24:35):
it's and it looks similar atevery step.
It's scary, it's insecure, butthen you gain some competence
and right behind some competencecomes a whole lot of confidence
.
And then we get comfortable inthat confidence which prevents
us from making more progress,right?
Speaker 2 (24:51):
So if we're not careful.
Right right.
It's a similar song that hasbeen sung over and over and over
again by entrepreneurseverywhere, and I guarantee even
people outside of health havethe same same story.
Speaker 1 (25:03):
It is.
You know, I've been in abusiness networking group for
almost 20 years.
None of them are healthcare uhowners.
They're all business owners.
Outside of healthcare, it's thesame thing If you're the cookie
maker, getting it.
It's harder in healthcare, inmy opinion, because we define
ourselves so cleanly by being ahealthcare like.
I am a physical therapist.
No one says I am a cookie maker.
(25:24):
It's like I don't know why I'mobsessed with cookies.
Maybe I've got low blood sugar.
But this whole thing about likeyou know what I'm saying Like
this whole thing about like weas healthcare providers, we
identify with our service somuch more than someone who owns
a product, but we still createidentity within our businesses
that are limiting.
If we are truly being honest,our ego is getting stroked at
(25:46):
some level, and so we can onlygrow to the degree of our, our
ego.
Speaker 2 (25:48):
You know, right, Right, that's deep.
Speaker 1 (25:50):
Oh, thanks.
Well, you're bringing it out ofme, coach, like you're clearly
getting me there.
So, no, I love this idea.
So that's.
I loved how I asked what's themain thing that people get in
their way?
It's, I love how I asked what'sthe main thing that people get
in their way?
It's, it's treating, which goesback a little bit to mindset.
Do you find with your clientsthat, like, sometimes they just
don't even know what to even do,cause I wonder if that limits
them a little bit.
Speaker 2 (26:11):
They do, and they hide behind the busy schedule.
Speaker 1 (26:13):
So they're super busy and burned out, but they're
also like the reason I'm doingthis, because I don't know what
I do if I wasn't doing thisright.
Speaker 2 (26:18):
At least I'm bringing in revenue, I'm doing something
positive right treatingpatients and they have no idea.
Like you, you give them alittle time.
If you don't, if they don'thave the guidance and a plan set
, then they're not going to knowwhat to do.
Speaker 1 (26:31):
So what should someone be doing?
Let's say, let's take twopeople.
Let's take because there's twotypes of people listening to the
show.
There's business owners andthen there's leaders who don't
own the business.
So what should business ownersbe doing besides treating if
they own a practice?
Speaker 2 (26:44):
Oh God, step out of the business, work on it.
I know it's a cliche term, like, but no like.
And if you don't know evenwhere your business is at like,
do do a whole um businessassessment.
And this is how I start with alot of my clients.
So we look at, like, financialhealth of a business.
We look at the processes of thebusiness.
(27:06):
We look at the team of thebusiness.
We look at everything.
Step back and look ateverything what's working, you
know, and honestly look at it,because I can make everything
look good in my eyes if I didn'twant to do any improvements or
make any changes right.
Oh, she's fine, she's justshe'll, she'll get it Like, yeah
, she's the right person in thatseat, we're okay, we'll just
(27:27):
leave her there, you know.
But taking an honest look atthe business, seeing where you
need to improve If you don'tknow how to get, help doing it,
but work on it.
Because once I started steppingaway from the business and
looking at it almost from a newlens outside, I didn't realize
how many improvements I need tomake, because I was just patient
(27:47):
, patient, patient.
And I was that guy who stayedreally busy and brought in a lot
of revenue because I didn'tknow what the hell to do until I
hired my first coach and shewas like slow down there, tough
guy, Bring it back, let's go.
And it was that moment where Iwas like, oh yeah, I can't just
do this.
So I forgot what the originalquestion was.
Speaker 1 (28:09):
But no, you were answering it the whole time.
You're talking Cause we'retalking about what.
Should people be working ontheir business?
And what I heard you say wasthat it kind of depends on the
person.
But all of it is that cliche ofworking on the business.
But there's departments offinance, marketing, leadership.
What are the key things?
Like?
If you could say two or threesuper high-level things that
every owner should keep theirattention on outside of treating
(28:31):
, where would you say that theyshould be focused on?
Speaker 2 (28:33):
I'm going to go back to what we talked about before.
The first thing is how are therelationships with your team
members?
Speaker 1 (28:38):
Oh, I see.
First thing is, how are therelationships with your team
members?
Oh, I see, their primary roleis the team builder.
Speaker 2 (28:43):
Love that that's a good one.
Check in have you ever sat downone-on-one with one of your
team members and just taken themto lunch or breakfast or dinner
or go get a beer?
Do you know what's going on intheir life?
Are they happy?
Are they just telling youthey're happy because they don't
want to lose their job?
Like really.
And then you've got to set thisenvironment that people feel
open and honest and vulnerableenough that they're going to be
(29:06):
able to be honest and have thatbe accepted.
But I think start there Likewho's?
I mean, what are we without ourteam?
Speaker 1 (29:15):
Yeah.
Speaker 2 (29:16):
Right.
Speaker 1 (29:23):
And I think that's what we forget when we make
patients.
Our priority is that we forgetabout those individuals.
It's not that we forget aboutthem, but I used to.
I used to not hate my team, butI hated.
I hated the distraction ofhaving to manage those
relationships because I wasusing them as a tool that to
like just grow my business CauseI didn't know how to treat more
patients without them.
But when, like for me, a bigmindset shift was oh, they're my
primary focus, right, right,like for me, a big mindset shift
was, oh, they're my primaryfocus, like, the more I can
(29:45):
develop the connections and, bythe way, that was so much more
rewarding than patient care.
It was right it took more time,but like, but like at the same
time, like in the end.
When I sold my company, I nevermissed my patient care.
I miss my core team every.
It's been six years since Isold.
I miss them every day and Italked to other people who've
sold, like you, and all we do istalk about those amazing men
and women who just made us, whothought more of us than we
(30:05):
deserved and loved us and workedtheir butts off and we and we
did all that we could honor themLike that was the greatest
reward of owning that company.
Speaker 2 (30:13):
I think that if you don't do that, don't do anything
else.
You have to start there, andmost people need some help with
that connection.
But I learned the hard way bynot putting time into certain
employees that needed more of meas a leader, and a few of them
have left, and I had to learnthe hard way that I need to be
(30:34):
there for them.
Speaker 1 (30:35):
How profound.
How profound that you just saidthat, and I think you are right
for them.
How profound that you just saidthat, and I think you are right
.
I've never heard that socleanly, michael, that, like, as
a business owner, our firstfocus should be on that team
more than anything else.
And you said that, like heywith, regardless of anything
else you could have yourattention on, that team is
number one.
Speaker 2 (30:53):
I agree.
Yeah, totally Right, we canjust drop the mic there.
We should which is in theepisode.
Speaker 1 (30:58):
The team thing is so important to be developing that
and it turns into this reallyfun journey.
But at first it's intentionallyhard, because no one's good at
it naturally at least not in myworld, no and that's where I
think.
For me, by the way, michael,having a coach was really big
for that.
Yeah, we were talking abouthuman relationships.
So having somebody who's beenin those circumstances they
don't know the people directly,but you know how this is.
(31:20):
After you own a business longenough, you see the same eyes in
other people, I think I justquoted Star Wars.
They're in that temple Ray is inthere, and the woman goes when
you spin it around, as long as Ihave, you see the same eyes in
other people, it's true, though.
You see these people cominginto your business.
Speaker 2 (31:37):
You're like okay, here we go yeah.
Speaker 1 (31:38):
Or oh yes, here we go , and so you can help coach
people through those elementaldiscussions.
Because the human relationshippart I always tell people this
too, Michael Retaining isrecruiting insurance, oh yeah,
so retaining, learning how toretain those people by having
those relationships.
You don't have to recruit whenyou have these amazing people
(31:59):
working for you.
So what are some of the keythings?
You mentioned a few of themloosely, but what are some of
the key things you tell yourcoachees about how to focus on
their team?
Speaker 2 (32:10):
Well, one is I encourage them all to spend some
alone time with each individualemployee.
Speaker 1 (32:15):
You mentioned, take them out to lunch and stuff.
Why is that important?
Speaker 2 (32:18):
Get out of the office , because when you're in the
office, they see you as the boss.
They're the employee.
Take them out, have a beerdrink, if that's what what you
like, or just go to breakfast.
Get out, I like doing it.
I did those things and Iencourage them to do it outside.
Get away from the workenvironment, even if it's on a
weekend after work.
Block their schedule for acouple hours in the middle of
(32:38):
the day, just get away and just,and I, the first thing.
What I tell them is don't sitthere and talk about are you
happy in your job role?
Like, can I be a better boss?
Like, no, like, how are yourkids doing?
You know?
Oh, just had a graduation.
How is that?
How's your husband?
What does your husband do?
Like, get to know them as aperson, really connect with them
(32:59):
Like number one.
So that's what I would.
That would be my number one,right there.
Speaker 1 (33:05):
Yeah, I don't think people feel like they have
enough time to do that.
Some people would even argue,uh, Michael, that making it too
personal could be bad, Like, isthere a point in those
relationships where you feellike the personalization maybe
goes too far, or is is is itlike the closer the better for
you?
Speaker 2 (33:21):
Um, no, I'm sure you can't get too far.
Um, you know, then you can getway too far and end up in weird
relationships with um,inappropriate relationships,
which I've never seen happen,thank, thank goodness, but yeah,
no.
So I think, yeah, anything canbe taken too far.
I think if, if you're generallyleading with your heart and
just trying to connect withsomeone, I don't think anything
(33:41):
negative will come of it.
You know, I say this and thenI'll tell you a quick story
where my business lawyer becauseI did get a former employee of
mine tried to sue me.
Speaker 1 (33:52):
Oh my.
Speaker 2 (33:52):
Yeah, that was fun.
And my lawyer was like you'rein business long enough, it's
going to happen, it's probablygoing to happen again, but you
know it was not legit.
You're in business long enough,it's going to happen, it's
probably going to happen again,but you know it was not legit.
We worked it all out, it wasfine.
Speaker 1 (34:05):
It didn't affect me or the business, and it was
nothing I did.
Oh sure, I'm with the game ofowning a business, yeah.
Speaker 2 (34:09):
But then he says this is why most small business
owners are cold-hearted pricks.
Part of my friendship, totally.
He's, totally he's like becauseI was hurt.
I was hurt on an emotionallevel that this person actually
thought that low of me that theywanted to sue me for something
that wasn't legitimate.
(34:30):
Like I was crushed and he keptsaying listen, we're making
business decisions.
You can't, you can't getemotionally involved like you
need to be cold, you need tohave cold, you need to have
these borders, you need to havewalls.
So he was on the opposite side.
Um, I think there's a a middleway where no, you can, you can
develop good relationships, youcan have a connection with your
(34:50):
team.
I did, I liked it.
You know, I enjoyed it.
I don't think I ever crossedthe line.
I think it helped me buildtrust and help them know that
I'm, I'm, I've got their back.
Yeah, I think I think COVID wasa big example, like they knew,
(35:11):
like just getting through thatwhole ordeal and being able to
keep people working.
And I did a fundraiser to raisemoney.
I gave all that money to myteam Like I had to let them go.
They were all not working Likecause I had to let them go Like
they were all not working.
So you know, I think because Ihad that solid relationship with
them, they knew that I was, I'mdoing my best for them and they
it was.
Without that trust I don'tthink I would have gotten
(35:31):
through COVID as successfully asI did.
Speaker 1 (35:34):
Yeah, I think we can relate this as you're talking,
the image that comes to mind isthe relationship a medical
provider has with their patients.
The really good ones have apersonal connection with
boundaries, and the boundariesare more for just keeping things
on a professional basis, causewhen we get too personal we get
too casual.
So this idea of like beingbeing personable, like a good
(35:56):
doctor remembers I mean, oh mygosh, if your doctor comes in
and remembers your kids' namesand knows that they're in soccer
, like how would you feel?
Same thing with employees.
We've been burned so many timesas employers or leaders.
I always tell this to peoplethat we get fired more than
anyone.
Like when someone is beingfired, that employer fires that
person.
But as employers, when peoplequit, every time we get fired
(36:19):
and it hurts, and when they sue,it's so personal and so it's
you get to a point where you getjaded and that's where I know I
got jaded at a certain point.
But that's when, again, we'recoaching, really stepped in and
help.
But I love this discussionbecause what it's evolved into
is under helping understand thatleaders primary job is to build
(36:40):
more leaders.
So when we're too busy treating, we're not creating space to,
to, to create connection and,like you're, you're obviously a
connection leader, which goesreally well in healthcare.
People don't care what you knowtill they know you care and all
those things.
So, as you're spending timedeveloping those relationships,
you're, you know, retainingtalent, which is recruiting
(37:01):
insurance.
You're also building people.
You're also giving them, youknow, an opportunity.
But I will say this the surprisefor me as well is that the
relationships to this day I'vepartnered with ex-employees in
two of my companies and in bothcases we have these deep
personal relationships that arestill highly rooted in the
(37:24):
professional relationship comingfirst.
Like it's weird, you wouldthink that.
Well, I mean cause we knowabout each other's personal
worlds but we're not tellingeach other's personal problems
either.
It's like there's this, theseboundaries around.
Like you know, if I know what'sgoing on, I'm there to help and
support.
I'm the first one you know tocontribute to whatever they need
.
But 90 something percent ofwhat we talk about is work and
(37:44):
how we're building this thingtogether, cause there's nothing
more personal than what we cando together in that domain,
cause it shapes that personaldomain Right.
Speaker 2 (37:52):
And I think you answered your own question is
like where's the line cut orwhen does it become too personal
, like it's professional first,but knowing that you care for
this person and there's a humanconnection there, um, but yeah,
like people didn't come to me totell me their marriage troubles
and right you know.
(38:12):
But they did come to me andneeded an extra mental health
day because they said they'rejust dealing with some family
stuff.
And I get it, I'm here.
Speaker 1 (38:21):
That's how you're showing up being personal
without being too casual, yeah.
Speaker 2 (38:24):
Yeah, yeah, yeah, cause I'm sure there's many
lines being crossed all over theplace and I'm sure there's
other coaches that disagree withbuilding a strong connection.
But you know, that's how I,that's how I'm getting through
life.
It's working so far, andhonestly.
Speaker 1 (38:37):
I will tell you this the people I look up to, michael
, are just like you and you're aperson I look up to as well and
I'm talking about people whohave, like these massive
companies, nine figurebusinesses.
They, they're very personable,like, they're very sincere,
they're present with people,they care, they invest.
I have a very close friend ofmine who owns the third largest
pest control company in theUnited States and I'll never
(38:58):
forget seeing how he interactedwith someone at a concession
stand at a son's game, abasketball game.
He was just so like how's yourday going?
And like the guy was justlighting up and you know he's
just getting the guy's hot dog.
But at the end of it they werelike laughing and I remember
going I get it.
Now, you know it's.
(39:21):
There's what's really funny,michael, is, don't you think
healthcare providers are kind ofpre-wired to do that?
Well, yeah, I mean, we're allin healthcare, we're all
treating patients.
We all do that well, so why?
Why is it that we struggle inshifting from doing that with
our patients to doing it withour employees?
Do you think?
Speaker 2 (39:37):
Why do we?
That's a really good question.
I don't know.
Yeah, I don't know.
I wish I had a good answer.
I don't either.
Something of the.
Maybe this is like theownership this is my company,
You're part of this.
I don't know.
No, I don't know.
Speaker 1 (39:58):
I'm just thinking out loud here.
I love the fact that we're bothlike we don't know, but it's,
but it's transparent that that'swhat happens.
It's like we're so goodnaturally with our um, with our
own patients, and developingthose relationships not every
healthcare provider, but mostespecially the owners or leaders
.
They're really good, they'regetting the cookies, but then
they don't know how to interactas much and usually it recreates
(40:20):
.
I will tell you this what Ihave seen when I used to coach
and recruiting was how, like, alot of times there's this
vilification of of their teammembers.
It's like all students careabout is money and being lazy,
like, like, oh, that's not true,let's not.
You know there's.
Let's talk about some trendsthat you're seeing and then
maybe some truth around that,but let's not talk about
generalizations.
But, yeah, I like the fact thatwe don't know.
(40:41):
Maybe that's another thing forus to think about and jump on
another episode, and I love thatyou and I are in that
transparent, honest space oflike, yeah, when they figure it
out, we are the best at growingteams, but there's something in
the middle between transitioningour natural leadership and care
and personalization from ourpatients to our employees.
That is the big barrier.
Speaker 2 (41:04):
Maybe it comes back down to ego, who knows?
Speaker 1 (41:07):
Oh, I bet At some degree it has to right.
Yeah, yeah, man.
So okay, we've talked, so Ilove this discussion.
This has been so fun, michael,talking about how to get leaders
and owners out of their own wayin private practices, starting
with the ego, understanding whattheir primary job is the main
thing that gets in the way ofpatient care and then
(41:28):
transitioning to this thought ofwhat should they be focusing on
, and that is your team.
And I almost don't want to gofurther in that particular
domain because, it's so conciseand clean for the listeners that
I think that's really powerfulin that regard.
What are we missing, though, inyour journey of helping people
get out of their way?
(41:49):
Is there anything else thatcomes to mind that you would
want to share with people whoare clearly in their way and
maybe don't even see thatthey're in their way?
What are they missing?
Speaker 2 (41:58):
Oh man, they missing.
Oh man, I want this like dropthe mic moment right now, with
this ending, on this statement,and I feel like I've got
pressure and I can't think ofanything.
Speaker 1 (42:11):
No, man, I love this and, by the way, I wasn't trying
to set you up for that.
I think that's okay, I would.
I'm coming, I literally askquestions from a place of like
what is that?
And I just think you have suchan experience of helping not
just yourself but other peopleget out of their own way, and
maybe we've covered it all.
Speaker 2 (42:27):
I'll let you know.
So I had two client meetingsyesterday and right before we
got on today.
Speaker 1 (42:31):
Yeah.
Speaker 2 (42:32):
Both of them.
I had to encourage and coachthese two individuals on their
self-care.
Speaker 1 (42:39):
Oh my gosh, Is that land hard.
Speaker 2 (42:42):
Because they were not taking care of themselves,
because they were in the grind,you know, treating patients,
trying to grow, doing this.
There's other factors, but andI and I always check in with all
when I sit down we have, likethis, a personal check-in how's
everything going?
How are you doing?
I'm faking it until I make it.
Well.
No, that's not a long-termstrategy.
So what's going on?
(43:02):
So, getting to the bottom of it, but these last two meetings I
had, I'm like you need to likenon-negotiable blocks in your
schedule.
You need to go for a walk atlunch, you need to hit the yoga
class, you need to do somethingfor yourself, because you are
burning and you're not going tomake smart decisions when you're
this stressed and this fatiguedand this tired.
So you need to prioritize yourself-care.
(43:24):
So I would say maybe that'smissing in this equation.
Speaker 1 (43:28):
That hit me almost emotionally and I'm hoping
listeners rock stars, as you'relistening to Michael, I have to
say that was brilliant, becausethe hope of what you're hearing
at home and in your car ordriving or walking is is this
idea of like leadership beginswith self leadership.
We can't we're the utensils,the tools in the world that we
(43:51):
serve in.
And like Abraham Lincoln, whowas asked once like you know, if
you had four hours to cut downa tree, what would you do?
And he said I'd spend threehours sharpening my ax, it's
like we.
I will tell you from personalexperience, without making this
episode about me, how much thatresonates with me and I just
hope that as people arelistening they recognize that,
(44:14):
at least for me, from myexperience, the second I stopped
taking care of myself is thesecond I stopped leading others.
Speaker 2 (44:20):
Yeah, yeah, yeah, yeah.
So it goes back relationshipwith self uh relationship with
your team, relationship withyour clients, relationship with
your referral sources.
It's all this relationshipbuilding, but it has to start
with self 100%.
Speaker 1 (44:37):
It's interesting how our discussion started with ego,
which is a relationship withourself, kind of thing, and then
it ended with, like getting ridof the things that don't serve
us individually and internally,and then it wrapped into others,
in terms of what we should befocusing on, and then all the
way back into caring forourselves.
Seriously, man, I don't thinkwe could have done a better job
(45:00):
planning this out, thisdiscussion, so um hopefully
people realize we did not planthis discussion Like we just
started talking and it came outUm.
Speaker 2 (45:09):
I think this is because we're having an honest
conversation.
Speaker 1 (45:12):
Yeah, and I want to thank you, you know, for the.
For the people who arelistening to the end of the
episode, I really want them toknow how much I regard you,
michael, you um the feelingsmutual.
Yeah, it's, it's I and I saythat from a place of like
encouraging others who arelistening, who are feeling
inspired right now, that if youneed a coach and if you don't
have a coach, then guess whatyou need a coach.
(45:33):
I highly recommend Michael.
I'd get nothing out ofrecommending you, buddy, I just
other than just helping others.
Speaker 2 (45:38):
So thank you for this wonderful discussion today.
Speaker 1 (45:41):
You have been such a phenomenal guest and I hope to
have you back.
Speaker 2 (45:45):
Absolutely, we'll set it up.
Okay, sounds good.
Thanks, bill.
Speaker 1 (45:48):
Everyone else.
Thank you so much for listening.
Well, until next time, guys.
Thank you for taking time tolisten to today's episode.
If you found today'sinformation to be useful, could
you take a minute and help me?
I would love it.
If you could leave'sinformation to be useful, could
you take a minute and help me?
I would love it if you couldleave a podcast review in your
app so that other people who arelooking for this information
can find it.
Plus, my dream is to have thelargest network of medical
(46:09):
entrepreneurs and leaders in theworld so that together, we can
change healthcare to make itbetter for all.
So, in addition, if you canthink of anyone that you could
send this to, not only wouldthat mean a lot to me personally
, but it would build thisnetwork so that we can make
healthcare the way that we wantit.
Rockstars.
I am so proud of this episode.
Please listen to the entirething.
I'm going to give you somereasons why.
Here in a second, our guest isMichael Silva.
He and I had just the mostamazing conversation just now
about leadership.
This is applicable for anyoneowners, leaders within private
practices.
I want you to listen to thisepisode from a place of
(00:29):
understanding how we get in ourown ways.
That's kind of like one of themain themes how do we get in our
own way as leaders, especiallyin the private practice space
and healthcare companies?
We're going to talk about wherethose causes are and then how
Michael, as a coach, has helpedpeople overcome that.
But there's two main conceptshere.
The first I'm going to tell you.
The second I'm going to let youdiscover on your own.
(00:50):
The first is helping usunderstand where we do create
the most value as leaders andhow that gets us out of our head
into creating massive impact.
Like the secret to massiveimpact is going to be revealed
in how we serve our teams, okay,and then it pulls back round to
the ultimate secret of how weget out of our own way, and it
(01:12):
is.
This was not a pre-plannedepisode.
It's going to feel verycircular, but you're also going
to hear very authentic momentswhere we don't know the answers
to our own questions.
Enjoy the show.
Please let me know if you haveany questions afterwards in the
comments.
Yeah, michael, I love this ideaof owners who get in their own
way and how that's a limitationfor growth, because I know as an
(01:33):
owner for me, I felt like if Ididn't show up and do the thing
like it would never have gottendone.
So to hear from, I'm guessing,a lot of our audience members
who own private practices whoare like what do you mean get
out of my own way?
What do you mean by that?
When you talk about getting outof helping you, because you
said something that you're amaster at you help private
practice owners get out of theirown way.
What does that mean to you?
Speaker 2 (01:56):
Well, it's pretty literal to me.
I had to learn that the hard wayas well.
It's just you don't realize howmuch you're actually holding
back the business by trying tocontrol everything is a good way
of looking at it, I guess, umbeing able to delegate and um
trust in your team in order togive you the space to work on
(02:18):
the business.
Not, you can't be the number oneclinician, you can't be the
marketing guy, you can't beeverything in the business,
especially when it gets to acertain critical mass where it's
just too much.
So, learning ways where we canpull it back, work on the owner
himself or herself, working onthem as a leader, freeing up the
(02:38):
space to do what's mostimportant the vision, the
leadership, the, the guidance,the vision, the leadership, the
guidance, the mentorship allthose things that a lot of
business owners want to get to,but they're too stuck in doing
the little things.
I mean, a lot of them stillwant to treat clinically, but
they don't have to handle a lotof the administrative load.
(03:00):
Unloading those things so theycan just free up the space, I
guess would be another way ofputting it, and losing this is
one I had to do.
I had to lose my ego, Like.
Speaker 1 (03:11):
I really had to get up.
Interesting.
It always comes back to mindset, doesn't?
It, it just comes back to thatmindset.
So tell me about ego.
How does what do you mean egoLike?
What does that mean to you?
Speaker 2 (03:20):
Well, what does it mean to me?
All right, so my wife's a coachand she, she has a whole new
definition and she helped me getrid of my ego.
But, um, I would say I'm goingto draw on my own experience.
So I built this privatepractice because I wanted to do
things differently and wanted todo it my way, and I built it as
the sole person, I was the, Iwas the everything at first, and
(03:41):
the business became aboutMichael Silva, you know, and I
had a niche in the world.
I was the brand and you know,and I had these people lining up
.
I had a wait list to see me,see me, see me.
Um, it filled my ego.
I'm like, whoa, everyone wantsme, like it's me, me, me.
But then I tried to grow abusiness and I can't grow a
(04:01):
business of me.
I needed to step back, get outof my own way and realize wait,
I've got to, I've got to mentormy clinicians so they can do
what I'm doing.
I've got to build this brand asthe team that we are.
It's not about Michael Silva,about Michael Silva.
You know, I was a young 20something when this all started
and I was working with Olympicathletes, so I thought I was the
man you know and then Irealized I'm not.
(04:22):
I was 20-something when thisall started and I was working
with Olympic athletes.
So I thought I was the man youknow and then I realized I'm not
.
I was just in the right placeat the right time and I brought
a lot of value to patients.
And by doing that and justrealizing it's not about me
anymore, it's about the missionof the business, it's about the
team, it's about developing myteam, it's about the individual
goals of all my team members,never mind the clinical goals of
(04:45):
all our patients.
And as soon as I realized thatand stepped back and trusted
because I had some phenomenaltherapists and trusted them that
they could do the job and kindof carry that into the
conversations I had with mypatients, I'm like no, don't
worry, you're in good hands.
I remember going into rooms with, like the Michael only patients
that I had to get on otherpeople's schedule Right, and I
(05:07):
would go in and I always made ita point and I don't know if
this was a good thing, but Ialways made it a point to go
into the room where they wereseeing one of my clinicians and
like to say, hello, you're ingood hands, compliment the PT,
let them know.
I would always make the samejoke.
I'm like oh, you finally got areal PT to work on you, so
you're going to get better muchfaster than when you're working
with me.
Like, just build the trust inthem.
(05:27):
And my staff really liked thatbecause I was boosting their
confidence and I helped theirpatient PT relationship just by
taking two minutes to go inthere, say hello, give them a
compliment.
And then I was able to walkaway and those people got better
and I didn't have to touch themor do anything?
Speaker 1 (05:46):
Yeah, but you had to let go of the ego.
What's that?
Speaker 2 (05:48):
But you had to let go of that ego first I had to and
it was hard and I rememberwalking into my clinic when it
really started to grow and I'mseeing patients that I did not
evaluate in my offices using myequipment, being treated by my
team.
I'm like who's?
Speaker 1 (06:03):
that.
Speaker 2 (06:04):
And at first it was a little off-putting, but I loved
it.
Speaker 1 (06:08):
It's weird, isn't it, when you're used to be the show
.
I remember those days, michael,of like everyone, I knew
everyone's backstory, they allloved me, all those things, and
then later on, like no one inthe gym floor even knew who I
was.
I was just.
They would look at you kind oflike the stranger that you are
to your own business, and it wasoff-putting and beautiful.
I love that you describe itlike that.
Speaker 2 (06:28):
It was awesome.
At first it was off-putting andI'm like almost a little bit
sad.
And then, when I would walk into any of the offices and just
see these people who I've nevermet, who had no clue, who I am
having a great time, you know,enjoying the benefits of the
therapy that we're providing forthem, meeting their goals, it
(06:48):
was awesome.
And then, if I get introducedto them, oh here's Michael, he's
the owner and they would.
They would come to me and giveme the compliments of the team
and how great this office is.
And this team or this person,like, what better like, can you
ask for anything more as abusiness owner?
Speaker 1 (07:02):
No, it's such a cool thing, I think.
I think when you tell thatstory, obviously anyone who's
gone through that journey whichis a small percentage of private
practice owners they relate toit so much because the ego is
that first layer it has to be.
I remember what it was likewhen I didn't get my cookies.
You know patients bringingdesserts and it was just kind of
(07:28):
like when I didn't like no onewas even bringing me anything.
Speaker 2 (07:29):
I remember going through a small depression
because I was leaning on that.
Speaker 1 (07:31):
Yeah, the cookies, the cookies there was.
It was so much more than sugarand dough, like.
It was like validation that Iwas worth something, right.
And it's so interesting because, um, and you know, the ego
needs to be stroked when wedon't know our value as
individuals, right, like.
Speaker 2 (07:48):
I think, when we know .
Speaker 1 (07:49):
well, I mean, this has just been what you and I
have journeyed together is is,like you know, when we can find
our confidence in our impact anddon't need somebody else to
validate it, that's when we canbe free, mentally and
operationally, to start making abigger difference across the
globe, without the same credit.
(08:09):
So, right, right, right yeah.
So, how do you help?
How do you help people as acoach overcome that, that ego
Like I don't even know how you'dbegin to do that.
Speaker 2 (08:17):
Yeah, I mean it's.
It's different with everyonedepending on the person.
Um, and I, I typically see theego more of an issue in the
males out there, the young males, you know as fighter pilots?
I don't know, that's just myexperience.
I think the big thing is justletting them know that if you
want to build a business, youhave to trust.
And if you don't have trust andit comes down to you, your
(08:41):
mentorship and your trainingthen something's lacking.
You know, if you're hiring theright people, which is where it
all starts right.
So, as you know, recruiting yougot to hire the right person.
If you hire the right person,you mentor the right way, you
train them, you empower them.
You have to have trust.
If not, I think it's ourresponsibility as the owners.
(09:01):
Like, what did I do wrong tonot feel that I can trust this
employee?
Did I hire the wrong person forthe wrong job?
Is the wrong butt in the seat?
Is the wrong person in theclinic?
So I think, starting there andjust letting them know that it's
not, there's no more me, me, me, me in the business.
You're growing the business,you're growing a team.
Everything's got to be about we, about the team, and trying to
(09:30):
get them to step back.
And again it's hard to say no,why don't we have one of your
lead clinicians do thismarketing event at the local
CrossFit gym?
Why do you don't need to bethere.
Let's feature someone elsebesides yourself, because what
happens is you're the face.
People want to come see you,they want to get in your
schedule and now they getdisappointed because what do you
mean?
He's not taking patients, right?
He just came over to talk to usabout injuries and he said I
needed PT, and now he's notgoing to do PT.
So well, there's all thesedifferent scenarios, but I think
(09:52):
that's where I would start isjust learning.
Making sure they have the rightpeople in the right seats doing
the right job, they have agreat mentorship and there's,
you know, the follow-up.
Making sure that whatever goalswe're setting for the employees
, they're being hit, they'regetting what they need to be the
best, most valuable part of theteam, and then allowing them to
(10:13):
step back and just watch ithappen.
Speaker 1 (10:16):
Wow, I love how you customize that per person and
you build that.
But there's certain steps thatsound the same right, like when
you say that they step back andwatch it happen.
It's like they have toexperience this new world called
you matter.
But we matter matters more.
Speaker 2 (10:32):
Right, Like we not me kind of thing.
Right, right, yeah, and it'sdifferent Because I think the
way I do things is I just needto connect with someone and see
where they're struggling as ahuman and as a business owner
and as a leader, to see wherethey need the most.
And sometimes I get to reachfor help outside of me.
I know where my skill set liesin, but if I get to refer to, if
(10:56):
someone's really battlingconfidence issues or there's
some sort of mental block oranxiety that I can't coach
someone through, then I've gotreferrals that I can send people
out to Um and I.
You know I needed that helpwith my journey along the way.
I didn't realize how anxious Iwas until someone told me yeah,
man it's kind of funny.
Speaker 1 (11:15):
I, you know.
I have to say you know, I don't.
I don't think there is afive-step process.
Many of the people I've talkedto who are master coaches that
worked on me over the decadesthe best ones didn't have a
five-step process Like it was.
Because everything when it comesto mindset, mindset is one of
the biggest, is the biggest.
I'll just say it.
In my opinion is the biggest.
Uh, mastery needed forleadership.
(11:38):
You know, to improve inleadership is our mindset.
So to have someone customizedfrom experience is the best way
for me, like when I've workedwith someone as a coach who's
been where I've been and hasgone where I want to go.
Then they can come and step into see the world through my eyes
and go oh, it's all ego, butyour ego is coming from a place
of insecurity around blank andthen having someone kind of walk
(12:02):
me through that here's.
This is a true story.
So my first step into coachingever, michael, I was working
with this guy named David Bergwho wasn't a coach, he was a CEO
and still is CEO of ArrowheadHealth Company here in Arizona.
It's now a multi-locationhospital, so he's not a physical
therapist, he was a privatepractice owner that turned big
time and he was a chiropractorby trade and the first phone
(12:28):
call I had with him cause I wasjoining his little coaching
group through an organizationcalled entrepreneurs
organization and he wasn'tcharging anyone, he was doing
this for free.
So, he's mentored literallyhundreds of people, including
friends of mine that have ninefigure businesses.
We all go, we all.
But we've all been taught inthe ways of David Berg and so
(12:49):
I'll never forget.
First call five seconds in he'slike, oh so you're a physical
therapist, dude, I'm achiropractor?
And he goes are you stilltreating?
And I said yeah, and he goeswell, you're gonna get over that
because you're gonna realizethat doesn't matter.
And he intentionally bull baitslike that to create these
emotional responses and what wasyour emotional response?
(13:09):
So when I told him because I'm apeople pleaser I was like, oh
okay, inside I was like who theheck do you think you are?
Like I was so pissed, but I'm I.
Unfortunately, my characterback then was to not show those
feelings as much as I do now.
So I just kind of was likewhatever.
And now I know what he'stalking about.
He was pushing it hard to provea point, not to say that
(13:30):
treating didn't matter, but sothat I could shift my mindset.
Yeah, so I don't know Everyone'sdifferent when I used to coach.
That's not my style per se but,it was very effective.
Speaker 2 (13:41):
Yeah, same here and I think with some of the coaches
and courses I've taken over theyears, like, okay, what's your
unique five-step plan?
Let's come up with a name forit.
Let's do this.
I'm like what?
So I can print up an infographwith my five-step process?
Like what does that really mean, you know?
(14:02):
So I tried, I tried that at thebeginning and I have this great
like um ebook that I came upwith with like the five pillars
of business development, and Isent that out to everyone that I
had an email for, and it didn'tdo much and yeah, so I think it
goes back to this too.
So you know, I've, when Istarted consulting, which is a
(14:22):
totally new world for mebuilding a PT practice and
trying to gain consultants fromall over the country is a
totally different.
I mean, clients from all overthe country is totally different
.
Yeah, totally.
And I tried Facebook ads, I'vetried my email list.
I had the free gifts of thisPDF, this e-book.
Nothing was really working.
You know, where I made most ofmy clients is the people I met
(14:46):
face-to-face.
Speaker 1 (14:47):
Yeah.
Speaker 2 (14:47):
Like when I saw you in DC at the PPS conference.
Right Totally I met five, sixyoung practice owners.
Three are clients now.
Speaker 1 (14:57):
No way, yeah, yeah, I think with coaching
relationships, word of mouth.
Say it again I thinkrelationships is where it's at
with coaching, because it's suchan intimate relationship.
So you got three of those andthen everything else is word of
mouth.
Word of mouth yeah, that's cool.
Speaker 2 (15:10):
And it's funny you mentioned relationships, because
I put in a proposal for I don'tknow if it was one of the local
APTA chapters or for PPS, fornext year, but it's basically on
relationships and how to builda thriving practice through
relationships with your staff,with your referral sources and
with your clients.
Wow, I mean, think about it.
If you can just foster thosethree relationships.
(15:32):
Is there anything your businesscannot do?
Speaker 1 (15:34):
Totally.
Speaker 2 (15:35):
Yeah.
Speaker 1 (15:35):
It's amazing to think about what and what's
interesting for my journey isthat, as I learned how to step
out of treating and intoleadership was how.
That's when my world pivotedinternally at home, because I
became more of this like leaderacross all of the domains of my
life.
Because it was about learninghow to empower others, which was
so important to me and I'm sograteful for that painful lesson
(15:58):
.
Because of great coaches likeyou, it helped upgrade the
experience my kids had as afather and my wife is, you know,
for me as a husband.
So yeah, it's, it's.
It's such an important lesson.
It has so much little to dowith business, even though that
was the most successful thing.
Probably we could say thatwould grow our business as a
stepping into leadership, butit's.
(16:19):
It's so much more importantthan that.
Speaker 2 (16:21):
Right, and I agree with you a hundred percent.
And being a father and, youknow, the leader of the
household, yeah, even though mywife is definitely the leader of
my house, my wife is the CEO ofthe house.
Yes, Confidently and she shouldbe.
She's, she's, she's, um.
She earned that title very,very well.
(16:42):
Oh shoot, what was my pointthere?
Yeah, it's just.
It's just all connected Like if, if I'm, if I'm improving my
confidence as a leader at work,I come home and I'm just a more
fun dad.
I'm a more confident dad, I'm amore confident husband and vice
versa.
I'm having to, if I'm killingit as the dad and the husband at
home, I come into work moreconfident.
Like you can't I don't knowabout you and I don't know if
this is.
This is my, my take on life.
(17:03):
Like you can't compartmentalizewho you are in my opinion.
Like you can turn on work mode,but I'm who I am at work, I'm
who I am at home.
You know I'm still a 15 yearold kid with potty humor and you
spend enough time with me.
You'll hear that.
But yet I've got values andprinciples that I live by and
that I and you know.
(17:24):
Hopefully those trickle downinto the people I worked with as
clients now and in my team andhopefully some of that's
trickling down into my kids.
You know I'm mentoring my kidsand they're they're they're
young adults now and I I think Idid an okay job, because
they're two of the finest humanbeings I've ever met.
Speaker 1 (17:41):
That's all that matters.
I mean, it's so funny becausewe as men in particular you know
some women too, but more so onthe men, you know they studied
and found that our self-worth istied directly to our business.
That being the case, I thinkany business owner ties some of
their self-worth to theirbusiness, initially at least
self-worth to their business,initially at least and and I
(18:01):
think that's just such animportant thing to remember is
that this is the rubber ballthat can bounce that glass ball
at home with the kids and thefamily.
If we have that, that's theball that we can't drop, and
that leader that we become atwork becomes the leader at home.
So when we talk about, like,getting out of our own way, um,
what?
Let's go into more of thespecifics.
The first thing we talked aboutwas ego and mindset.
So now that we've kind ofaddressed that out of like how
you help people get out of theirown way, what would you say are
(18:25):
, like, the main mistakes thatpeople make?
Like, what are the main thingsthat they're doing to get in
their own way?
Speaker 2 (18:33):
outside of the mindset.
Well, we're going to go back tothe conversation you had with
your first coach.
Are you still treating?
No?
We're going to go back to theconversation you had with your
first coach.
Are you still treating no?
No, but they have to realizethat where is the most value you
can bring to your business?
And typically it's notcontinuing to treat patients.
Speaker 1 (18:49):
I'm glad you started with that, by the way, because I
think that is the majority ofpeople's time being spent when
they're getting in their own wayis treating their own patients.
It is.
Speaker 2 (18:56):
And I hear the same thing all the time, but I still
love treating I'm like I getthat.
But if you want to run abusiness, you can't be a
full-time clinician and run abusiness at the same time
successfully Like something hasto give and that's about getting
out of your own way.
So having that conversation andgiving them like okay, seeing
the value that they bring to thebusiness and to their team, and
(19:16):
showing them sometimes theydon't even realize the value
they have and a lot of themdon't have that confidence or
they have that ego becausethey're inconfident and you know
right.
Speaker 1 (19:25):
They're stuck in the devil.
They know because they'rescared of what they don't think
they're capable of outside ofthat.
Speaker 2 (19:29):
Right, right and um, you know, I was that way Like I
remember running my first teammeeting.
I'm like who the hell am I tolike sit there and tell these
people, like you're doing great,or don't do this, do that, like
I didn't run a great meeting atfirst because it was all about
what you're doing wrong and whatwe have to do better.
Right, but I mean, we have ahard time with that as humans.
I think I think, if you don't,that's a gift, because I teeter
(19:51):
on even to this day.
Ok, do I really know the valueI'm bringing?
Yeah, and, as you know, do Ireally know the value I'm
bringing and my wife will tellyou I need a lot of validation.
Is that still because I havethe sense of incompetence of
what I'm doing?
Because this is a huge careershift?
Oh, yeah.
I'm going to go on a separatetangent, because I want to ask
you this question yeah, please,when you sold your business your
(20:12):
first one did you have a planright after, or did you just
sell and figure out what you'regoing to?
Speaker 1 (20:17):
do no plan.
Started kind of just trying tofigure it out.
Speaker 2 (20:21):
Right, Did you?
Did you have like a littledepression or a little lull, and
or were you just like partyingright off the bat?
No, no.
Speaker 1 (20:27):
I I went through.
I was surprised that there wasa brief period of elation after
I sold, like a brief like welike took my wife and kids.
We moved to Europe for sixmonths but like literally two
months, yeah, that was.
I really recommend that, whenwe make these life transitions,
to highly celebrate them,because entrepreneurs and
leaders who are entrepreneurs,their default is like the next
(20:47):
to solve the next problem andthey never give themselves space
to like reward themselves, andthat has been proven.
They've done studies to showthat that's what changes how we
operate to be more successful.
So, even with a six month hiatusthat I was willing to go to
spend the money on, dude, twomonths in the anxiety hit hard.
What am I going to do?
(21:08):
I have all this money in thebank but I'm watching it go down
every month, especially when Iwasn't working, and I'm like,
okay, what am I going to do?
That's a problem to solve, theentrepreneur kicked in.
And to do that's a problem tosolve, the entrepreneur kicked
in.
And so no, it was.
It wasn't depression as much asanxiety for me, like straight
up stress.
Speaker 2 (21:21):
Yeah, I mean I think I had probably both, because
we're talking about our identity, like I was tied to my business
.
Speaker 1 (21:28):
Oh yeah.
Speaker 2 (21:28):
Michael Silva, the owner of foundation performance,
the running PT, like this iswho I was and all of a sudden
gone.
Gone, you know.
And I was like Whoa, you knowknow, I stayed in with the
business, I bought mine for awhile and then I had some.
I had some life things I had todeal with, so I took some time
off as well and, um, I was likewho am I like?
What am I doing?
(21:49):
Yeah, I re-shingled my housejust to spend some alone time.
I didn't move to europe for sixmonths, but we did buy a place
in europe because we alwayswanted to, so that's what I did
where'd you go?
Speaker 1 (21:59):
where'd you buy?
Speaker 2 (21:59):
well, we have a place in Europe because we always
wanted to.
So that's what I did?
Speaker 1 (22:02):
Where'd you go?
Where'd you buy?
We have a place in southernPortugal.
Oh man, that's such a goodplace.
Speaker 2 (22:04):
Good for you, yeah.
So I mean I did that, that wasgreat.
But then I was like, who am I,what am I doing?
And I was looking for jobsoutside of shop and then nothing
was panning out.
I was going to buy thisbuilding, I was going to open a
coffee shop here.
I actually entertained, whichis the kiss of death opening a
(22:25):
restaurant with someone.
Speaker 1 (22:26):
Oh never.
Yeah, exactly I grew up in arestaurant family where my dad
owned restaurants so I know thatworld.
It is the worst.
Speaker 2 (22:32):
I don't know the world.
So what was I thinking?
I don't know, but I didn't,Thank God.
Even my wife was like youreally want to do what with who?
Speaker 1 (22:40):
Why spaghetti?
Just kidding, I don't know whatyou're on.
Speaker 2 (22:43):
And then she was the one who really pushed me toward
it.
She's like, listen, she's likeyou ran a successful business,
you know how to do that.
She's like, why not just helpother people do that?
Like you don't have to do it,but teach other people and coach
them and mentor them.
I'm like, fine, I'll do it.
And begrudgingly, yeah, she'salways right.
So I did it and it worked out.
(23:04):
And again, the first client Ihave is now a business partner
of mine.
I have all these other clientsand I believe they're finding
value.
They're enjoying the guidanceI'm giving and the coaching I'm
giving.
I'm having a blast doing it.
I really like it and I'm nottied to a brick and mortar
building and a schedule like Iwas as the previous business
(23:26):
owner, so there's some freedomto it.
But it was a journey, man, toget here.
Speaker 1 (23:30):
And you're giving freedom to your partner.
That you you know.
I mean it's interesting becausefreedom is the main theme of
this podcast.
So it's interesting to see thatcycle.
And I don't know about you, but, like for me, when I stepped
into being owning a medicalbilling company, which was the
first thing I started afterselling my practice, I then
stepped into coaching, I wentthrough a total arc, just like
being a PT owner, all over again.
(23:51):
I was super insecure.
I worked crazy hours.
I started getting success.
I started it wasn't patientcare, but it was like certain
team member relationships Istarted to hold in the same way.
And then coaching was the samething for me, where I didn't
think who's going to hire me fora coach?
And then, before you knew it, Ihave more coaching clients than
I had space on my calendar.
So I started raising my pricesand you just kind of start going
(24:13):
through the same cycle of like,okay, that's who I am, I'm a
coach or I'm a medical billingowner and then, like I had to do
the same thing all over again.
I had to step out of thatmindset.
So it's not like this isn'tjust like, hey, if you're, if
you're listening to this, andyou're a healthcare private
practice owner or leader.
It's not about, like, gettingaway from patient care.
That's not what we're saying.
It's about changing the mindsetfor continual progression and
(24:35):
it's and it looks similar atevery step.
It's scary, it's insecure, butthen you gain some competence
and right behind some competencecomes a whole lot of confidence
.
And then we get comfortable inthat confidence which prevents
us from making more progress,right?
Speaker 2 (24:51):
So if we're not careful.
Right right.
It's a similar song that hasbeen sung over and over and over
again by entrepreneurseverywhere, and I guarantee even
people outside of health havethe same same story.
Speaker 1 (25:03):
It is.
You know, I've been in abusiness networking group for
almost 20 years.
None of them are healthcare uhowners.
They're all business owners.
Outside of healthcare, it's thesame thing If you're the cookie
maker, getting it.
It's harder in healthcare, inmy opinion, because we define
ourselves so cleanly by being ahealthcare like.
I am a physical therapist.
No one says I am a cookie maker.
(25:24):
It's like I don't know why I'mobsessed with cookies.
Maybe I've got low blood sugar.
But this whole thing about likeyou know what I'm saying Like
this whole thing about like weas healthcare providers, we
identify with our service somuch more than someone who owns
a product, but we still createidentity within our businesses
that are limiting.
If we are truly being honest,our ego is getting stroked at
(25:46):
some level, and so we can onlygrow to the degree of our, our
ego.
Speaker 2 (25:48):
You know, right, Right, that's deep.
Speaker 1 (25:50):
Oh, thanks.
Well, you're bringing it out ofme, coach, like you're clearly
getting me there.
So, no, I love this idea.
So that's.
I loved how I asked what's themain thing that people get in
their way?
It's, I love how I asked what'sthe main thing that people get
in their way?
It's, it's treating, which goesback a little bit to mindset.
Do you find with your clientsthat, like, sometimes they just
don't even know what to even do,cause I wonder if that limits
them a little bit.
Speaker 2 (26:11):
They do, and they hide behind the busy schedule.
Speaker 1 (26:13):
So they're super busy and burned out, but they're
also like the reason I'm doingthis, because I don't know what
I do if I wasn't doing thisright.
Speaker 2 (26:18):
At least I'm bringing in revenue, I'm doing something
positive right treatingpatients and they have no idea.
Like you, you give them alittle time.
If you don't, if they don'thave the guidance and a plan set
, then they're not going to knowwhat to do.
Speaker 1 (26:31):
So what should someone be doing?
Let's say, let's take twopeople.
Let's take because there's twotypes of people listening to the
show.
There's business owners andthen there's leaders who don't
own the business.
So what should business ownersbe doing besides treating if
they own a practice?
Speaker 2 (26:44):
Oh God, step out of the business, work on it.
I know it's a cliche term, like, but no like.
And if you don't know evenwhere your business is at like,
do do a whole um businessassessment.
And this is how I start with alot of my clients.
So we look at, like, financialhealth of a business.
We look at the processes of thebusiness.
(27:06):
We look at the team of thebusiness.
We look at everything.
Step back and look ateverything what's working, you
know, and honestly look at it,because I can make everything
look good in my eyes if I didn'twant to do any improvements or
make any changes right.
Oh, she's fine, she's justshe'll, she'll get it Like, yeah
, she's the right person in thatseat, we're okay, we'll just
(27:27):
leave her there, you know.
But taking an honest look atthe business, seeing where you
need to improve If you don'tknow how to get, help doing it,
but work on it.
Because once I started steppingaway from the business and
looking at it almost from a newlens outside, I didn't realize
how many improvements I need tomake, because I was just patient
(27:47):
, patient, patient.
And I was that guy who stayedreally busy and brought in a lot
of revenue because I didn'tknow what the hell to do until I
hired my first coach and shewas like slow down there, tough
guy, Bring it back, let's go.
And it was that moment where Iwas like, oh yeah, I can't just
do this.
So I forgot what the originalquestion was.
Speaker 1 (28:09):
But no, you were answering it the whole time.
You're talking Cause we'retalking about what.
Should people be working ontheir business?
And what I heard you say wasthat it kind of depends on the
person.
But all of it is that cliche ofworking on the business.
But there's departments offinance, marketing, leadership.
What are the key things?
Like?
If you could say two or threesuper high-level things that
every owner should keep theirattention on outside of treating
(28:31):
, where would you say that theyshould be focused on?
Speaker 2 (28:33):
I'm going to go back to what we talked about before.
The first thing is how are therelationships with your team
members?
Speaker 1 (28:38):
Oh, I see.
First thing is, how are therelationships with your team
members?
Oh, I see, their primary roleis the team builder.
Speaker 2 (28:43):
Love that that's a good one.
Check in have you ever sat downone-on-one with one of your
team members and just taken themto lunch or breakfast or dinner
or go get a beer?
Do you know what's going on intheir life?
Are they happy?
Are they just telling youthey're happy because they don't
want to lose their job?
Like really.
And then you've got to set thisenvironment that people feel
open and honest and vulnerableenough that they're going to be
(29:06):
able to be honest and have thatbe accepted.
But I think start there Likewho's?
I mean, what are we without ourteam?
Speaker 1 (29:15):
Yeah.
Speaker 2 (29:16):
Right.
Speaker 1 (29:23):
And I think that's what we forget when we make
patients.
Our priority is that we forgetabout those individuals.
It's not that we forget aboutthem, but I used to.
I used to not hate my team, butI hated.
I hated the distraction ofhaving to manage those
relationships because I wasusing them as a tool that to
like just grow my business CauseI didn't know how to treat more
patients without them.
But when, like for me, a bigmindset shift was oh, they're my
primary focus, right, right,like for me, a big mindset shift
was, oh, they're my primaryfocus, like, the more I can
(29:45):
develop the connections and, bythe way, that was so much more
rewarding than patient care.
It was right it took more time,but like, but like at the same
time, like in the end.
When I sold my company, I nevermissed my patient care.
I miss my core team every.
It's been six years since Isold.
I miss them every day and Italked to other people who've
sold, like you, and all we do istalk about those amazing men
and women who just made us, whothought more of us than we
(30:05):
deserved and loved us and workedtheir butts off and we and we
did all that we could honor themLike that was the greatest
reward of owning that company.
Speaker 2 (30:13):
I think that if you don't do that, don't do anything
else.
You have to start there, andmost people need some help with
that connection.
But I learned the hard way bynot putting time into certain
employees that needed more of meas a leader, and a few of them
have left, and I had to learnthe hard way that I need to be
(30:34):
there for them.
Speaker 1 (30:35):
How profound.
How profound that you just saidthat, and I think you are right
for them.
How profound that you just saidthat, and I think you are right
.
I've never heard that socleanly, michael, that, like, as
a business owner, our firstfocus should be on that team
more than anything else.
And you said that, like heywith, regardless of anything
else you could have yourattention on, that team is
number one.
Speaker 2 (30:53):
I agree.
Yeah, totally Right, we canjust drop the mic there.
We should which is in theepisode.
Speaker 1 (30:58):
The team thing is so important to be developing that
and it turns into this reallyfun journey.
But at first it's intentionallyhard, because no one's good at
it naturally at least not in myworld, no and that's where I
think.
For me, by the way, michael,having a coach was really big
for that.
Yeah, we were talking abouthuman relationships.
So having somebody who's beenin those circumstances they
don't know the people directly,but you know how this is.
(31:20):
After you own a business longenough, you see the same eyes in
other people, I think I justquoted Star Wars.
They're in that temple Ray is inthere, and the woman goes when
you spin it around, as long as Ihave, you see the same eyes in
other people, it's true, though.
You see these people cominginto your business.
Speaker 2 (31:37):
You're like okay, here we go yeah.
Speaker 1 (31:38):
Or oh yes, here we go , and so you can help coach
people through those elementaldiscussions.
Because the human relationshippart I always tell people this
too, Michael Retaining isrecruiting insurance, oh yeah,
so retaining, learning how toretain those people by having
those relationships.
You don't have to recruit whenyou have these amazing people
(31:59):
working for you.
So what are some of the keythings?
You mentioned a few of themloosely, but what are some of
the key things you tell yourcoachees about how to focus on
their team?
Speaker 2 (32:10):
Well, one is I encourage them all to spend some
alone time with each individualemployee.
Speaker 1 (32:15):
You mentioned, take them out to lunch and stuff.
Why is that important?
Speaker 2 (32:18):
Get out of the office , because when you're in the
office, they see you as the boss.
They're the employee.
Take them out, have a beerdrink, if that's what what you
like, or just go to breakfast.
Get out, I like doing it.
I did those things and Iencourage them to do it outside.
Get away from the workenvironment, even if it's on a
weekend after work.
Block their schedule for acouple hours in the middle of
(32:38):
the day, just get away and just,and I, the first thing.
What I tell them is don't sitthere and talk about are you
happy in your job role?
Like, can I be a better boss?
Like, no, like, how are yourkids doing?
You know?
Oh, just had a graduation.
How is that?
How's your husband?
What does your husband do?
Like, get to know them as aperson, really connect with them
(32:59):
Like number one.
So that's what I would.
That would be my number one,right there.
Speaker 1 (33:05):
Yeah, I don't think people feel like they have
enough time to do that.
Some people would even argue,uh, Michael, that making it too
personal could be bad, Like, isthere a point in those
relationships where you feellike the personalization maybe
goes too far, or is is is itlike the closer the better for
you?
Speaker 2 (33:21):
Um, no, I'm sure you can't get too far.
Um, you know, then you can getway too far and end up in weird
relationships with um,inappropriate relationships,
which I've never seen happen,thank, thank goodness, but yeah,
no.
So I think, yeah, anything canbe taken too far.
I think if, if you're generallyleading with your heart and
just trying to connect withsomeone, I don't think anything
(33:41):
negative will come of it.
You know, I say this and thenI'll tell you a quick story
where my business lawyer becauseI did get a former employee of
mine tried to sue me.
Speaker 1 (33:52):
Oh my.
Speaker 2 (33:52):
Yeah, that was fun.
And my lawyer was like you'rein business long enough, it's
going to happen, it's probablygoing to happen again, but you
know it was not legit.
You're in business long enough,it's going to happen, it's
probably going to happen again,but you know it was not legit.
We worked it all out, it wasfine.
Speaker 1 (34:05):
It didn't affect me or the business, and it was
nothing I did.
Oh sure, I'm with the game ofowning a business, yeah.
Speaker 2 (34:09):
But then he says this is why most small business
owners are cold-hearted pricks.
Part of my friendship, totally.
He's, totally he's like becauseI was hurt.
I was hurt on an emotionallevel that this person actually
thought that low of me that theywanted to sue me for something
that wasn't legitimate.
(34:30):
Like I was crushed and he keptsaying listen, we're making
business decisions.
You can't, you can't getemotionally involved like you
need to be cold, you need tohave cold, you need to have
these borders, you need to havewalls.
So he was on the opposite side.
Um, I think there's a a middleway where no, you can, you can
develop good relationships, youcan have a connection with your
(34:50):
team.
I did, I liked it.
You know, I enjoyed it.
I don't think I ever crossedthe line.
I think it helped me buildtrust and help them know that
I'm, I'm, I've got their back.
Yeah, I think I think COVID wasa big example, like they knew,
(35:11):
like just getting through thatwhole ordeal and being able to
keep people working.
And I did a fundraiser to raisemoney.
I gave all that money to myteam Like I had to let them go.
They were all not working Likecause I had to let them go Like
they were all not working.
So you know, I think because Ihad that solid relationship with
them, they knew that I was, I'mdoing my best for them and they
it was.
Without that trust I don'tthink I would have gotten
(35:31):
through COVID as successfully asI did.
Speaker 1 (35:34):
Yeah, I think we can relate this as you're talking,
the image that comes to mind isthe relationship a medical
provider has with their patients.
The really good ones have apersonal connection with
boundaries, and the boundariesare more for just keeping things
on a professional basis, causewhen we get too personal we get
too casual.
So this idea of like beingbeing personable, like a good
(35:56):
doctor remembers I mean, oh mygosh, if your doctor comes in
and remembers your kids' namesand knows that they're in soccer
, like how would you feel?
Same thing with employees.
We've been burned so many timesas employers or leaders.
I always tell this to peoplethat we get fired more than
anyone.
Like when someone is beingfired, that employer fires that
person.
But as employers, when peoplequit, every time we get fired
(36:19):
and it hurts, and when they sue,it's so personal and so it's
you get to a point where you getjaded and that's where I know I
got jaded at a certain point.
But that's when, again, we'recoaching, really stepped in and
help.
But I love this discussionbecause what it's evolved into
is under helping understand thatleaders primary job is to build
(36:40):
more leaders.
So when we're too busy treating, we're not creating space to,
to, to create connection and,like you're, you're obviously a
connection leader, which goesreally well in healthcare.
People don't care what you knowtill they know you care and all
those things.
So, as you're spending timedeveloping those relationships,
you're, you know, retainingtalent, which is recruiting
(37:01):
insurance.
You're also building people.
You're also giving them, youknow, an opportunity.
But I will say this the surprisefor me as well is that the
relationships to this day I'vepartnered with ex-employees in
two of my companies and in bothcases we have these deep
personal relationships that arestill highly rooted in the
(37:24):
professional relationship comingfirst.
Like it's weird, you wouldthink that.
Well, I mean cause we knowabout each other's personal
worlds but we're not tellingeach other's personal problems
either.
It's like there's this, theseboundaries around.
Like you know, if I know what'sgoing on, I'm there to help and
support.
I'm the first one you know tocontribute to whatever they need
.
But 90 something percent ofwhat we talk about is work and
(37:44):
how we're building this thingtogether, cause there's nothing
more personal than what we cando together in that domain,
cause it shapes that personaldomain Right.
Speaker 2 (37:52):
And I think you answered your own question is
like where's the line cut orwhen does it become too personal
, like it's professional first,but knowing that you care for
this person and there's a humanconnection there, um, but yeah,
like people didn't come to me totell me their marriage troubles
and right you know.
(38:12):
But they did come to me andneeded an extra mental health
day because they said they'rejust dealing with some family
stuff.
And I get it, I'm here.
Speaker 1 (38:21):
That's how you're showing up being personal
without being too casual, yeah.
Speaker 2 (38:24):
Yeah, yeah, yeah, cause I'm sure there's many
lines being crossed all over theplace and I'm sure there's
other coaches that disagree withbuilding a strong connection.
But you know, that's how I,that's how I'm getting through
life.
It's working so far, andhonestly.
Speaker 1 (38:37):
I will tell you this the people I look up to, michael
, are just like you and you're aperson I look up to as well and
I'm talking about people whohave, like these massive
companies, nine figurebusinesses.
They, they're very personable,like, they're very sincere,
they're present with people,they care, they invest.
I have a very close friend ofmine who owns the third largest
pest control company in theUnited States and I'll never
(38:58):
forget seeing how he interactedwith someone at a concession
stand at a son's game, abasketball game.
He was just so like how's yourday going?
And like the guy was justlighting up and you know he's
just getting the guy's hot dog.
But at the end of it they werelike laughing and I remember
going I get it.
Now, you know it's.
(39:21):
There's what's really funny,michael, is, don't you think
healthcare providers are kind ofpre-wired to do that?
Well, yeah, I mean, we're allin healthcare, we're all
treating patients.
We all do that well, so why?
Why is it that we struggle inshifting from doing that with
our patients to doing it withour employees?
Do you think?
Speaker 2 (39:37):
Why do we?
That's a really good question.
I don't know.
Yeah, I don't know.
I wish I had a good answer.
I don't either.
Something of the.
Maybe this is like theownership this is my company,
You're part of this.
I don't know.
No, I don't know.
Speaker 1 (39:58):
I'm just thinking out loud here.
I love the fact that we're bothlike we don't know, but it's,
but it's transparent that that'swhat happens.
It's like we're so goodnaturally with our um, with our
own patients, and developingthose relationships not every
healthcare provider, but mostespecially the owners or leaders
.
They're really good, they'regetting the cookies, but then
they don't know how to interactas much and usually it recreates
(40:20):
.
I will tell you this what Ihave seen when I used to coach
and recruiting was how, like, alot of times there's this
vilification of of their teammembers.
It's like all students careabout is money and being lazy,
like, like, oh, that's not true,let's not.
You know there's.
Let's talk about some trendsthat you're seeing and then
maybe some truth around that,but let's not talk about
generalizations.
But, yeah, I like the fact thatwe don't know.
(40:41):
Maybe that's another thing forus to think about and jump on
another episode, and I love thatyou and I are in that
transparent, honest space oflike, yeah, when they figure it
out, we are the best at growingteams, but there's something in
the middle between transitioningour natural leadership and care
and personalization from ourpatients to our employees.
That is the big barrier.
Speaker 2 (41:04):
Maybe it comes back down to ego, who knows?
Speaker 1 (41:07):
Oh, I bet At some degree it has to right.
Yeah, yeah, man.
So okay, we've talked, so Ilove this discussion.
This has been so fun, michael,talking about how to get leaders
and owners out of their own wayin private practices, starting
with the ego, understanding whattheir primary job is the main
thing that gets in the way ofpatient care and then
(41:28):
transitioning to this thought ofwhat should they be focusing on
, and that is your team.
And I almost don't want to gofurther in that particular
domain because, it's so conciseand clean for the listeners that
I think that's really powerfulin that regard.
What are we missing, though, inyour journey of helping people
get out of their way?
(41:49):
Is there anything else thatcomes to mind that you would
want to share with people whoare clearly in their way and
maybe don't even see thatthey're in their way?
What are they missing?
Speaker 2 (41:58):
Oh man, they missing.
Oh man, I want this like dropthe mic moment right now, with
this ending, on this statement,and I feel like I've got
pressure and I can't think ofanything.
Speaker 1 (42:11):
No, man, I love this and, by the way, I wasn't trying
to set you up for that.
I think that's okay, I would.
I'm coming, I literally askquestions from a place of like
what is that?
And I just think you have suchan experience of helping not
just yourself but other peopleget out of their own way, and
maybe we've covered it all.
Speaker 2 (42:27):
I'll let you know.
So I had two client meetingsyesterday and right before we
got on today.
Speaker 1 (42:31):
Yeah.
Speaker 2 (42:32):
Both of them.
I had to encourage and coachthese two individuals on their
self-care.
Speaker 1 (42:39):
Oh my gosh, Is that land hard.
Speaker 2 (42:42):
Because they were not taking care of themselves,
because they were in the grind,you know, treating patients,
trying to grow, doing this.
There's other factors, but andI and I always check in with all
when I sit down we have, likethis, a personal check-in how's
everything going?
How are you doing?
I'm faking it until I make it.
Well.
No, that's not a long-termstrategy.
So what's going on?
(43:02):
So, getting to the bottom of it, but these last two meetings I
had, I'm like you need to likenon-negotiable blocks in your
schedule.
You need to go for a walk atlunch, you need to hit the yoga
class, you need to do somethingfor yourself, because you are
burning and you're not going tomake smart decisions when you're
this stressed and this fatiguedand this tired.
So you need to prioritize yourself-care.
(43:24):
So I would say maybe that'smissing in this equation.
Speaker 1 (43:28):
That hit me almost emotionally and I'm hoping
listeners rock stars, as you'relistening to Michael, I have to
say that was brilliant, becausethe hope of what you're hearing
at home and in your car ordriving or walking is is this
idea of like leadership beginswith self leadership.
We can't we're the utensils,the tools in the world that we
(43:51):
serve in.
And like Abraham Lincoln, whowas asked once like you know, if
you had four hours to cut downa tree, what would you do?
And he said I'd spend threehours sharpening my ax, it's
like we.
I will tell you from personalexperience, without making this
episode about me, how much thatresonates with me and I just
hope that as people arelistening they recognize that,
(44:14):
at least for me, from myexperience, the second I stopped
taking care of myself is thesecond I stopped leading others.
Speaker 2 (44:20):
Yeah, yeah, yeah, yeah.
So it goes back relationshipwith self uh relationship with
your team, relationship withyour clients, relationship with
your referral sources.
It's all this relationshipbuilding, but it has to start
with self 100%.
Speaker 1 (44:37):
It's interesting how our discussion started with ego,
which is a relationship withourself, kind of thing, and then
it ended with, like getting ridof the things that don't serve
us individually and internally,and then it wrapped into others,
in terms of what we should befocusing on, and then all the
way back into caring forourselves.
Seriously, man, I don't thinkwe could have done a better job
(45:00):
planning this out, thisdiscussion, so um hopefully
people realize we did not planthis discussion Like we just
started talking and it came outUm.
Speaker 2 (45:09):
I think this is because we're having an honest
conversation.
Speaker 1 (45:12):
Yeah, and I want to thank you, you know, for the.
For the people who arelistening to the end of the
episode, I really want them toknow how much I regard you,
michael, you um the feelingsmutual.
Yeah, it's, it's I and I saythat from a place of like
encouraging others who arelistening, who are feeling
inspired right now, that if youneed a coach and if you don't
have a coach, then guess whatyou need a coach.
(45:33):
I highly recommend Michael.
I'd get nothing out ofrecommending you, buddy, I just
other than just helping others.
Speaker 2 (45:38):
So thank you for this wonderful discussion today.
Speaker 1 (45:41):
You have been such a phenomenal guest and I hope to
have you back.
Speaker 2 (45:45):
Absolutely, we'll set it up.
Okay, sounds good.
Thanks, bill.
Speaker 1 (45:48):
Everyone else.
Thank you so much for listening.
Well, until next time, guys.
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(46:09):
entrepreneurs and leaders in theworld so that together, we can
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