August 5, 2025 • 52 mins
Join Will Humphreys on the Willpower Podcast as he sits down with Rachel Woodson, a pediatric physical therapist and the visionary CEO & CFO of Post Pediatric Therapies. In this insightful episode, Rachel shares her unique journey of growing a thriving multi-location clinic, originally founded by her mother. Discover how she's redefining "freedom at work" not by stepping back, but by strategically embracing new responsibilities that align with her strengths and passion.
Rachel delves into the crucial role of family, both in patient care and in building a cohesive work family. She reveals how understanding her team's "working geniuses" (a concept by Patrick Lencioni) has revolutionized their operations, allowing for seamless delegation and a more joyful work environment. This episode offers a masterclass in intrapreneurship, demonstrating how to foster growth and leadership within an existing organization.
The conversation takes an exciting turn as Rachel, a trailblazer in healthcare, uncovers how she leverages AI tools, particularly Google Gemini, to boost efficiency, streamline communication, and make data-driven decisions. Learn about her innovative approach to task management, email optimization, and her compelling perspective on the evolving landscape of virtual assistants and artificial intelligence in the healthcare industry.
Key Takeaways You Won't Want to Miss:
- The Power of Purpose-Driven Work: Understand how Rachel's lifelong connection to pediatric therapy fuels her drive and commitment to making a difference in families' lives.
- Building a "Work Family": Learn the importance of a team-centric approach, empowering employees, and delegating based on individual strengths.
- Unlocking Freedom Through Growth: Discover how embracing new responsibilities and optimizing your strengths can lead to a more fulfilling and impactful career.
- AI as a Game-Changer in Healthcare: Get a firsthand look at how Google Gemini is being used to automate tasks, improve communication, and analyze data for increased efficiency.
- The Future of Delegation: Hear Rachel's compelling insights on the interplay between AI and virtual assistants and why staying ahead in AI adoption is crucial for long-term success.
This episode is a must-listen for healthcare professionals, business owners, and anyone interested in the intersection of leadership, technology, and personal fulfillment.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome back to the Willpower Podcast.
Today's guest is proof thatwhen your mom says that you'll
be running the company one day,she might actually be right.
Meet Rachel Woodson.
She's the CEO of Post PediatricTherapies.
They're in Northwest Arkansaswhere their team delivers over a
thousand patient visits everysingle week.
So she runs a pediatric therapyempire and still sometimes
(00:22):
finds the ability to battle herarch nemesis, email.
So from growing up watching hermom treat patients to now
leading a powerhouse team thatfeels like a second family to
her, rachel's story is whathappens when humility, genius
and a little bit of I neverwanted to do this energy collide
.
Plus, she's mastered AI in away I can't wait for you to see.
(00:44):
She's learning how to find thejoy in color coding spreadsheets
, and in this episode we'regoing to have a master class on
leadership family-run businessesand building freedom from the
inside out.
Buckle up rock stars.
Enjoy the show.
Rachel Woodson, thank you somuch for being on the Willpower
(01:10):
podcast.
Let's have you introduceyourself.
Kind of set that table of whoyou are and what you do.
Speaker 2 (01:17):
Okay, yeah, so I'm a pediatric physical therapist and
also the CEO and CFO ofPost-Pediatric Therapies, and
we're a clinic in NorthwestArkansas that's serving.
We have three differentlocations One's like
school-based, and then two arelocations and we're opening up a
third in the next year.
Speaker 1 (01:34):
That's great Congratulations.
Speaker 2 (01:37):
Yeah, we just broke ground a couple weeks ago, so
we're pretty excited about that.
And then, yeah, we just we haveabout 50 to 60 employees and
are just having a good timeplaying with kids and working
with families and doing all that.
Speaker 1 (01:54):
I love that, so you're making a big difference
in there.
Why are you so driven in thatspace, like what drives you to
be in that world?
Speaker 2 (02:03):
I've been around pediatric therapy my whole life
because my mom is also apediatric physical therapist and
so I've watched it and reallyseen the value that it brings to
families and just how you likeget to enter into a space with a
family that kind of feels incrisis at that moment often and
go through just finding thepotential in their child and
(02:26):
helping them see goals and seeprogress to just see their child
grow and become who they wanttheir child to become, as well
as who their child wants tobecome right.
Speaker 1 (02:36):
I love the word family in that, the fact that
you use that family word is sopowerful because you guys do
especially with pediatrics.
You're involved in a whole teamapproach.
Outpatient adult physicaltherapy, occupational therapy
doesn't have that sameconnection that you guys do on
the pediatric space.
So it's powerful that you guysare in that role.
And you know, I wonder, youknow you must work with, with
(03:00):
families whose freedoms havebeen basically impinged, you
know, infringed upon or changedbecause of the challenges
they're facing at home withtheir health.
Talk to me a little bit aboutthat.
What is it like, you know, whenyou're working with kids and
their whole family's world havepivoted around a condition that
needs therapy?
Speaker 2 (03:19):
Yeah, I think one of the big things that I've
realized is, like in my I'vebeen in it for 10 years now is
when I first started that thefamily's kind of scared me, like
the parents, like having thatinteraction kind of scared me.
I was like I just want to treatthe child, I want to treat my
patient.
And now I've recognized likehow important that family is to
the child.
Like even like our owner choseto make our colors the secondary
(03:43):
colors and we do thatintentionally as like the family
is the primary and we're thesecondary to that family and
that that's how we see ourselvesas a support network to the
family, and so we have alwayslike mentored and discussed that
together.
Of a lot of these families aretruly going through a grief
process and they feel guilty toeven say that, and so to talk
(04:06):
about it and say it andacknowledge it with them and
then help them walk through thatto the point of acceptance
allows them to then step intoadvocating for what their child
needs to become everything thatchild can become.
Speaker 1 (04:20):
Remember freedom isn't just possible, it's kind
of the point.
Remember freedom isn't justpossible, it's kind of the point
.
If this episode helped youlaugh, learn or at least cancel
one meeting, go ahead and hitsubscribe, share it with your
overworked friend and leave areview.
I read every single one,usually while avoiding emails.
Want more behind-the-scenesstuff.
Then hit us up on the socials.
Now go delegate something andtake a nap.
(04:43):
You've earned it.
I love the branding, down to thesecondary colors, as a reminder
that we are secondary to theparents, and so, as a provider,
you had to pivot yourunderstanding of how to help
them create freedom by helpingfocus on the child and the
family as a whole.
And you're no stranger tofamily.
Not only do you work withfamilies as a pediatric
(05:07):
therapist, but you're the CEO ofthis company that has a work
family Like you have employees,their teams.
I always tell people a reallygood team feels like a work
family, and so you know.
Tell me a little bit aboutthose.
You've taken a few steppingstones in your career, so tell
me about where you entered thecompany and how you got to CEO.
Speaker 2 (05:26):
Yeah, so my mom actually owns the company that I
work for and she joked way backwhen I was in third grade when
I said I was going to be a PT,and she joked when she started
it I was in sixth grade.
She was like you're going toown it one day or something like
that.
And I was like I'm never owningthis, like I don't want to like
(05:46):
that, you like work too hard,all of that stuff, like I just
want to treat, I don't want todo all the rest of it.
And so I think now, looking atit from that standpoint, like
I've gotten to work with my momjust as a physical therapist and
just found so much value in theteam that we have created and
in the therapist that I get towork with, and I saw that in a
(06:06):
way to kind of just how Ioperate.
I like to talk about things andI like to set goals and I like
to kind of direct where I'mgoing constantly.
I've set goals since I was veryyoung and so I think that was
the first like where I started.
And then Taylor Marla and I,who are all now on the executive
(06:30):
team together, were placed intoleadership when we transitioned
from being contract therapiststo salary therapists and we've
just kind of moved up togetheras far as just seeing things
that can be done and doing them.
And my mom has recognized thatand put us in different
positions and roles based onwhere, like, our strengths are.
(06:51):
So she's been really good atdelegating and empowering us to
do things that she was doingbefore, but recognize that we
could do better and I thinkthat's like become a general
thing that we've done as acompany.
Speaker 1 (07:05):
Rachel, I love that and rock stars who are listening
.
Rachel just described thepattern of freedom.
I want you to go back and hearwhat she just said, because she
had a leader who had a vision,who brought her and some other A
players on and nurtured them.
And what, rachel, you said,that I love, I want the rock
stars to really focus on is thisidea that, like she empowered
(07:26):
them to take over things she waswilling to let go.
There's a lot of mindsetshifting in that process of
helping other people takeownership of it.
And when you say it's funnybecause your mom, when you're a
little like you're going to ownthis one day, you know she
wasn't wrong because in one, onthe very first day of your job,
you really took it seriously asan a player, and that's what she
probably meant.
(07:47):
Is that a good team member, abunch of team members who take
ownership of their roles andtheir responsibilities.
They change the worldregardless of who actually
legally owns the business, andit's so smart for any of you
listeners who are owners torecognize that they need.
You need to give up thatfreedom.
You to create your freedom, youmust give up your
(08:10):
responsibilities, excuse me, toothers who want to grow, and
then for those of you who arelistening that aren't owners
legally of a practice, thattaking ownership of that
practice and yourresponsibilities is the path for
progression.
Because, rachel, you started inentry level and then you worked
your way up as a director andthen you eventually became CEO.
(08:30):
So where in that, what wouldyou say, the hardest transition
in all of that path was for you?
Speaker 2 (08:38):
I think, accepting the leadership at all because I
think for me.
Speaker 1 (08:42):
I always was afraid.
So clinician leadership iswhere that struggle hit.
Speaker 2 (08:46):
Okay yeah, and I think for me, I was just afraid
that I was only being put inleadership because my mom was
the owner of the company andthat other people wouldn't
respect my role in that orwouldn't see like I stepped into
leadership because I had skillsets in there, you know, and
really like it's funny becausewe like how it all started, it
(09:11):
was really my coworkers who didthat, not my mom.
Like we voted on like who wouldbe lead PT and who would be
these things, and it was like mycoworkers who chose for it to
be me and I felt that was so oddbecause I was two to three
years out, but and and I willsay they like trusted me with
their kids too, like I wastreating their kids, um, and I
(09:34):
think that also gave me a lot ofconfidence like okay, they
value what I bring as atherapist and they see that I've
been intentional about becominga good therapist and so now I
can step into that role becausethey trust me.
But it was still really hardfor me and still to like it
still is to this day Like whenpeople ask like, oh, like who
(09:55):
owns your company?
And I say my mom, Iautomatically kind of have that
feeling of people probably justdon't like, probably think I was
just given this role becauseit's a family business.
You really think people thinkthat.
I think initially I don't think.
I think the people that know medon't, and I know like even
when we were talking about CEO,I was like we should talk, we
(10:16):
should talk about the otherexecutives, like maybe Marla
should be, or maybe Taylorshould be, or maybe Aaron should
be, and they were all just likeno, rachel, like that's you,
like you're the person who setsthe goals, you're the person who
directs the ship, like you'rethat person that we all go to
for direction, like we want thatto be you.
And then I think, like meetingwith consultants, meeting with
(10:38):
coaches, meeting in thesedifferent leadership teams I now
recognize that people outsideof our organization see me in
that role, but it's just one ofthose things where it's like
it's the stigma of it.
Speaker 1 (10:49):
I appreciate that and I think it's actually served
you well, because here's what Ithink about you as a leader Like
, for me, when I found that out,it didn't ever cross my mind
that there was a nepotitiouslike motivation there in that
promotion because, um, at theend of the day, leadership is
leadership and if it doesn'twork, you wouldn't even, you
(11:11):
wouldn't even have a business.
Like if, if some, if a parentwas going to put a child as the
leader of their own, of theircompany, it wouldn't work if the
leader, if the child, wasn't agood leader.
Like there's no.
And so it's really interestingbecause in your world, it's kept
you really humble, like it'skept you really humble, and I
love that, because the bestleaders demonstrate humility.
(11:32):
You know, the best leaders arethe ones who are these reluctant
leaders of.
Like people are asking them tostep up because they know they
would be great, and so I, I I'mmore, I'm just smiling as we're
talking, rachel, because you are, you're so approachable that I
think this is a nice littlediscussion on leadership as well
.
As a side note before we get offthis topic, I've recently found
(11:54):
a study that talked about howone of the greatest gifts a
business owner can give is allowtheir family members, their
children, to work inside of thatcompany, and the reason being
is because they'll eitherprogress or grow or they'll go
find their own niche.
But it's it's not.
It's not enabling at all, it'sactually the opposite.
(12:16):
It's like a leg up in terms of,like, getting them a chance to
prove themselves.
And boy have you provedyourself.
Congratulations, and all yourgrowth and success.
So that transition intoleadership was your hardest step
going.
Okay, I'm a clinician, now I'ma leader, holy crap.
And then you just clearlyyou've run with it and you're
still, internally at least,managing this idea.
(12:38):
It's keeping you humble thatlike, oh, this is the owner's
daughter, all that silly stuffthat I probably think no one,
anyone who knows you doesn'tthink it and anyone who doesn't
know you doesn't even know it.
But let's get into freedom.
So, as you've gotten into thisplace of transitioning, how have
you created space or freedomfor yourself to grow?
You know, like, how did you andthe owner, in this case your
(13:01):
mom, like how did you guys worktogether to progress from
clinician to owner and thenowner to leader, then leader to
ceo?
Like what was that?
What?
How did you do that?
Speaker 2 (13:12):
yeah, um, I think a lot of like.
I think my mom is actuallyreally good at trusting people
to do the day-to-day things.
Something we like wereencouraged by Michelle to do was
take that, michelle Pambanek,your company coach that you guys
work with, yeah, is to take theworking genius, and so we did
(13:36):
that about 18 months ago and itwas so interesting because my
mom, like, has hired a lot ofpeople to do really important
jobs within our clinic.
Um, but when you look at whatthose people are, my mom was an
inventor, discerner, and shehired all these people who were
(13:56):
enablers in tenacity and so shetook, like here's what I want to
do, but I know I can't do theseother parts of it, and so she
hired a bunch of people who hadenablement and tenacity to like
work with her and do the thingsWithout the test, oh yeah.
Speaker 1 (14:13):
So, for people who don't know what the six working
geniuses is, it's a PatrickLencioni system of assessment.
It's not a personality test.
It's the single greatest, mosteffective way to determine how
well people are going to worktogether.
It's not about if you feel orreceive love.
It's it's literally like hey ina work cycle here's where this
person will do well and wherethey won't.
And so your mom was an ideasperson who could make really
(14:35):
good decisions, but what shedidn't have was someone who
could coach people and someonewho just liked to get the job
done.
That's what discern, ortenacity and enablement, means.
So you're saying that she, justwithout even a test which you
guys are all listening, haveaccess to now reach out, we'll
give you free information andI'll put you in touch with
michelle bambenek, but in yourcase, rachel, like she just
(14:56):
figured that out kind oforganically.
Speaker 2 (14:58):
That's crazy, oh yeah and she had like in our office,
like team that's doing billingand scheduling, all of those
things.
She had hired three ets and onewt and so she and she does not
do tenacity, I have to jump in.
Speaker 1 (15:14):
So ets, enablers and uh, tenacities, and one wonder,
or a wonder is someone who'svery like high level why do we
have to do it this way?
Speaker 2 (15:24):
yeah, yeah.
And so it's just like cool thatshe's naturally filled the
spaces that she didn't like feelher skill sets were shining and
instead of being like, oh, Idon't like, this is the right
way to do it, the way I do it isthe best way.
She was like I do these thingsreally well and it is okay that
I don't do these other thingsreally well.
(15:45):
I'm gonna find somebody, findsomebody that does that, and
she's always been that way.
Um, as far as I've known her,and like even before I worked at
the clinic, like that's howshe's always been.
And so when she was looking attransitioning people into
leadership so that she couldhave more freedom, um, and start
training and coaching all of usinto leadership roles, um, she
(16:09):
did a lot of the same thing.
I actually am my mom's carboncopy, so I also am an inventor
and discerner.
Um, and then, like just otherpeople on our team, we we kind
of rounded out, and so in doingthat, she delegated or gave each
of us different things based onour skill sets and what we
(16:31):
enjoyed, and she really didn'tlike, she didn't really give
options, I guess and I know thatsounds rude, but it wasn't ever
done in a rude way, like my momhas such a intentional,
respectful way way of doing it.
But she just was like hey, thisis what you're going to do now
and like, and it was just like,okay.
Speaker 1 (16:51):
Question it because she was so confident.
Speaker 2 (16:53):
Yeah, yeah, like she had decided she had thought of
it, she, she had decided it wasthe best thing and she decided
it was going to be good for us.
And she was like, if you needhelp or you don't feel like it's
right, come and let me know.
But this is what you're goingto do now, like this is your new
role, um, and I think that'sreally great it is.
It is funny at times, like Itell everyone I found out I was
(17:15):
clinic director through the sameemail that everyone else found
out that I was clinic director.
Speaker 1 (17:19):
You're kidding me.
You were promoted to clinicdirector and you read that, you
read the memo that you wereclinic director, yeah.
Speaker 2 (17:26):
Yeah, so we all.
I always laugh.
I'm like, oh, okay, cause shehad asked me, and I was like I
don't think I'm ready for thatyet.
And then you know she haddecided well, I'm going to tell
everyone.
Speaker 1 (17:39):
And then I've noticed that, by the way, as a trait
with very strong leaders, thatthey are so decisive that people
just don't even like, they justgo, oh, is that what we're
doing?
Like there's no question andlike, to your point, it was in
your best interest.
So you knew what she was, youknew it wasn't an accident, she
was doing it on purpose to belike oh, you are, you just don't
know it.
And now you know, it andeveryone else knows it too.
(17:59):
Yes, yeah.
Speaker 2 (18:01):
And so that's I just think it's like that's how she's
been and so she created spacefor all of us to step into those
roles and she also created likean opening for us to figure out
what the best way for us to dothat.
And Taylor Marla and I were thethree that kind of stepped into
this first and we always said,like we're, like it's
(18:23):
interesting, because when youtalk about the working genius,
it also talks about the gears,right, so it has the different
gears and how they will worktogether.
We always said that we werelike we're like gears that just
work together.
Speaker 1 (18:32):
And we would never get it.
Speaker 2 (18:34):
Yeah, we would be like we would never get anything
done if we didn't have eachother.
Speaker 1 (18:38):
Like we're in this together everyone turns the dial
just a little bit differentlyand complementary to the other.
It's a very if you've neverexperienced it, it's magical,
you know.
It's like when I it took meyears to get a team where we
finally clicked as gears in thesame machine and when it
happened it was just it'sfreeing.
It's freeing because you startfeeling free, you feel you start
(18:58):
feeling like oh, I can do thething that I love and that
doesn't feel like work whereaseveryone else, and then you get
better results and so on.
Speaker 2 (19:04):
That's amazing oh, yeah, yeah, so we took that.
We took that test last Marchand it was just so.
It was so, like, oh,eye-opening.
I think that has actually beenlike the number one thing that
has changed us, like freeingourselves up, because, um, we
now don't feel bad to give otherpeople other things and we
(19:25):
think about what their workinggenius is.
And then we're like, hey, Ineed to want to do this, like,
can you, like, would you want todo that?
You know, um, and usually theywant to, they truly want to do
it, and they feel honored to,like have been given that
responsibility.
So I think that is really whereI've learned is from my mom
would just be like it's okay ifother people do things better,
(19:48):
like, and they don't need to doit the way I do it, but I need
to have enough clarity so thatthey can figure out where they
need to go with it.
Speaker 1 (19:55):
Yeah, it's.
It's really bizarre.
It's a different shift inmindset when you realize the
stuff that I hate doing might besomeone else's favorite thing
to do, and when I ask them to doit, it's like a compliment
because I hate it.
So if you ask me to do it,you're insulting me.
Perfect example I'm agalvanizer, which means I like
to rally groups of peopletogether.
(20:16):
I'm an inventor galvanizer.
I come up with lots of goodideas and then I love to sell
these ideas to groups of people,not so much coaching one-on-one
, and so I love speaking onstage.
It's my favorite thing.
It's um, might have somethingto do with being a middle child
with not enough attention, but Itruly love being not just
speaking at people, but likefacilitating a group discussion.
(20:37):
I love to like help invent andgalvanize simultaneously.
But if you ask my wife to speakon stage, she will wonder what
she did Like why do you hate meso much?
You know, if you ask me tospeak on stage, it's like oh you
, what little old me?
Oh, of course I will.
I'd be happy to Because at theend of the day, when we're in
(20:59):
our strengths, what we do feelslike a gift, because it is our
gift to the world.
So how fun for you that you guysare seeing this cog.
It's really validating too isthat you guys have identified
the six working geniuses in away that has already been, kind
of miraculously.
It tells me how great of aleader your mom is, because most
(21:19):
people don't organically figurethat out.
She did.
Now you've got the technologythat helps you blueprint it, and
now you're able to build onthat blueprint in a way that you
don't need the natural instinct.
Some leaders are born, but,like me, I'm a main leader.
I have Theodore Roosevelt saidthat anyone can be a powerful
leader anyone.
They just need to practice andget training.
I'm a main leader.
I have Theodore Roosevelt saidthat anyone can be a powerful
leader anyone.
They just need to practice andget training.
(21:41):
I'm that guy.
I'm the one who needs training,and so I love the fact that
these tools come out that allowme to grow my team.
Speaker 2 (21:48):
So how fun that you don't have to rest on one
leader's intuition and you canuse a system now within your own
company to create freedom,which, in your case case,
freedom has always been filledwith more responsibility, though
yeah yeah, yeah, like I wouldsay I started out in the clinic
director role and then we filledthat, like taylor then filled
that role, so he was lead there,but him and milo were lead
(22:11):
therapists and I was clinicdirector and then taylor filled
the role of clinic director,which allowed me to move into
cfo, um, and then from the CFOrole I actually have just
somebody that works under me whohas worked for Post longer than
I have.
She likes to get things doneand so in my CFO role I've given
(22:32):
her a lot of those things, soshe's probably taken 15 to 20
hours of what used to be mine.
I've put the systems in place,I created how to do it.
She just wants to get it done,and so now she does that, which
I.
Once it got to that point Ihated it.
I like loathe that part of myjob.
I hated it so much.
And she like came to me becauseshe was kind of in the opposite
(22:55):
role where we were like hey, wewant you to train people.
And she came to me.
She's like I do not have enoughto get done, like I don't have
enough work, um, and I was likeoh, I can give you work.
I got that.
So that's what we've been doingand it's been so freeing to me
and, I think, for her.
She knows what she's supposedto get done each week and that's
so like that makes her find somuch more joy in what she's
(23:17):
doing.
Because she was like I feel lazyand our office team is not lazy
, and I was like, ok, yeah,we'll work on that this week, I
will give you something, and sothat freed up 15 to 20 hours of
my, like admin time, and thenfrom there my mom was like
secreting herself from the dayto day, more and more so I
(23:38):
started being the one that setthe, and more so I started being
the one that set the agendasand I started being the one that
set the goals, and then shewould look at them and the team
would look at them.
Um, but when we would set goals, everyone was like I don't know
how you do this, like it takesso much brain power for me to
set my goals, and so I wouldmeet with each individual person
that what have you did this andwhat have you did that, and and
what if this was your goal?
And that's too many goals.
(23:59):
Like, yeah, one time we sat downand somebody had 57 goals for
the next year and I was likewhen are you doing that?
Because we're all part timeclinicians, our entire executive
team treats at least 15 hoursof patients, and so when are you
going to do 57 goals throughoutthe year?
She was like I can, and she'sthe tenacity person.
(24:20):
I was like okay, we'll checkback in.
I want you to choose your top15, though, for us to like
release it.
And so that's just kind of howour team has worked.
But that's what I stepped intois doing that direction role of
and I love it Like I lovesetting all those things.
I love setting the meetingagendas.
And I love it Like I lovesetting all those things.
I love setting the meetingagendas.
I love creating our team'sgoals.
Speaker 1 (24:42):
I love just looking at what we're doing next, right,
yeah, you know what you saidwas I'm going to highlight for
the rock stars who are listening.
There were three words that youused that I want to show the
audience how they go together tocreate freedom, and one of them
is freedom.
One of the words is as joy andone of them is giving, giving.
So it was interesting to mebecause I think a lot of times
(25:04):
people think that freedom meansnot having anything to do.
That's not freedom, that'sboredom.
Freedom is working where youget love and energy, like where
do you find?
So that example of when youwere CFO was a really cool one,
because the word you used was Igave her those things to do.
She was unhappy because shedidn't have enough on her plate.
(25:25):
Now, as a quick side note, Ibelieve people are burned out.
All this burnout that's soprevalent in our industry comes
from people doing either toomuch or doing things that aren't
in their geniuses.
So, I could be doing fewerthings outside of my genius and
complain about feeling burnedout and overwhelmed.
And then people who have thatgenius look at what I how little
(25:49):
I'm producing and judge it likewell, what's wrong with him?
He's just.
He just must be weak.
No, I'm working outside of mygenius.
So when we give, when wedelegate a task to an employee
or a coworker in my opinion,who's outside of their genius,
we're crippling them.
But when we are delegating atask to an employee or a
(26:12):
coworker that's within theirgenius, we're gifting them.
We shouldn't even call itdelegation, we should call it
gifting them, because we'regifting them the freedom to do
what they love, which gives thempeace and joy.
And then so, like, in yourjourney, this has been a really
cool masterclass, because youhaven't created space and
freedom.
And then, like, gone fishingSome of the owners of companies
(26:35):
I've interviewed that's whatthey do.
They'll talk about like, oh, I'msnowboarding more, and that
kind of stuff.
In your case, you grew andyou're growing a legacy because
your mom started this business,but you're growing into the
leader that you were born to be,which is, by the way,
beautifully DNA by your mom, butit's also got its own flavor,
yeah, and you're getting accessto tools and techniques that no
(26:57):
one else has.
So it's fun because, like Itold you before we hit record,
I've created freedom throughmultiple companies and I keep
filling it with more things thatI do, but every time I do it's
because of love.
I love what I.
I'm getting so clear that whatI want to do I never want to
retire.
I you know, and I want peoplewho are hearing this kind of
shifting their mindset aroundfreedom, because that's what
(27:18):
you've done You've createdfreedom to grow, to become the
leader of this legacy companywith others.
By the way, it's never alone.
You've got Taylor, you've gotthis wonderful team, so I love
that you're there.
Let's talk about, let's shiftgears just a little bit.
Tell me about somewhere in yourbusiness that you feel you're
limited, somewhere in yourbusiness that maybe feel you're
limited, somewhere thatsomewhere in your business that
(27:39):
maybe feels prevents you fromfeeling free at this point.
Speaker 2 (27:43):
It's like it's interesting.
I think the only thing that Ireally don't like about my job
is emails.
Speaker 1 (27:50):
Got it.
So communication.
How many hours a day are you onemail?
Speaker 2 (27:56):
Well, many hours should I be, or how many hours
am I, because they're two verydifferent things.
Oh, I like hate it so much thatI just I don't.
I do it like once or twice aweek, because no, that's not
good.
It's tenacity, it's a tenacityway for sure yeah, and I like
yeah, it's tenacity for sure,and so it's like I tell people.
(28:18):
I'm like, like in my executiveteam and in my billing team,
which are the two teams that Ilead, um, I'm like if you need a
response, you need to text melike like if I don't respond
your email like, but it's justlike I probably didn't see it
because I didn't look, um, andso I'm like, if you need a fast
(28:42):
response, like I need you totext me, like that is, I need
that from you, um, and yeah, itis tenacity, it's also just.
I think it's also galvanizing,which is my lowest, and actually
my lowest are gal like.
Yeah, so I think it's like allthese things of like actually
getting people and likeresponding in a way that's like
positive and answers theirquestion and keeps everything in
(29:04):
the right direction, and notlike if all I had to do was just
answer the question bluntly, Iwould have no problem doing it
yeah, but to rally the troops?
Speaker 1 (29:12):
if you were on stage with your entire company and
you're selling them on a newdirection for your, for your
company, you'd be like get meoff stage.
Speaker 2 (29:19):
I don't want to do that, oh, yeah, for sure, um,
but also, like, even in an email, like trying to get someone to
like read it in the right toneand like make sure it's
communicated in the way wherethey like understand how it's in
alignment with what we're doing, I just I those take forever,
like those just really are hardfor me, um, and so, yeah,
email's like the only thing Idon't like doing, that I
(29:43):
constantly try to think of waysthat I can like get out of it,
make that better, you know, okay, um, because it's not the
simple emails, it's like theones that take time to respond
to and research and all of that.
Um, but yeah, so I'd say likethat's the only place that I
right now feel like I needfreedom from.
(30:04):
But everything else that I docurrently I truly love and I
know I work more than 40 hourslike I'm in that role, but I've
been in the CEO role for sixmonths, and so working more than
40 hours to me is like myenjoyment of learning how to do
it and learning what thisbusiness is, and learning from
(30:24):
my mom like what she wants thedirection to be and why she's
done things the way she's doneit.
So to me, that's not like anarea that I need freedom right
now.
I'm sure in the future, if Istill am there in two years,
I'll have a different feelingabout it, but right now I feel
pretty like I'm putting a lot oftime into it and it's worth it.
Speaker 1 (30:47):
That's so great.
I love that answer Because weall have those things that we're
feeling.
If we're not feeling limitedsomewhere, we're not trying hard
enough.
I think we think those areasare invalidating, like oh, we're
still doing this, but it's like, no, we're all trying to break
free of those things, but oncewe break free and we progress,
we got more things that limit us.
Yeah, so in your case, what arethe tools and technology that
(31:10):
you use that frees you up?
You know email is like theworst thing for you.
Do you use any technology tohelp you?
Speaker 2 (31:20):
Yeah, like the worst thing for you.
Do you use any technology tohelp you?
Yeah, so I, I use I, we usegemini, so we use google
workspace, um, and gemini islike the ai tool within that um
which is getting so good.
Speaker 1 (31:29):
They they started a year ago at the bottom, but
because it's google, they'regoing to pass chat, gpt and then
blow them out of the water.
Speaker 2 (31:35):
It's what a lot of people are saying yeah, it's,
it's really, it's fun to use andtaylor and I have like used it
since the beginning and so itlike.
It says that it doesn't learnyou, but I don't believe that,
because the words it uses now,versus what it used to use, is
so in alignment with what I howI speak, and so if I want
(31:56):
something, I'll like write justthe bullet points and I'll be
like make this in alignment withour core values, and here's our
core values, and then it'lljust like use that wording to
like write the email.
Um, that's awesome and and Ithe way I've like learned it is
the Gemini app on the phone andI sign into it with my work
email, which is important, butmore in the details.
(32:20):
But I use the Gemini app on myphone and I'll just be like how
do I get you to do this?
Speaker 1 (32:25):
Because you can talk to it.
So you ask AI to teach you howto use it.
Speaker 2 (32:28):
Yeah, yeah and so and I think that's like been so fun
because, like, what Geminicould like you said what Gemini
could do a year ago was solimited.
Now you can like put it intoGoogle Sheets and be like, hey,
summarize all this data for meand it'll give you a bunch of
different ways that itsummarizes the data.
Speaker 1 (32:44):
How do you put it into Google Sheets?
Speaker 2 (32:46):
It's just like if you have the Gemini through Google
Workspace, there's just like athing that you click that says
different ways to use Gemini.
You know it's funny, I.
You know it's funny I haveGemini.
Speaker 1 (32:55):
I use Google Workspace myself, but I'm so
heavy into chat GPT I didn'teven realize I've seen that
button.
I'm going to pull up aspreadsheet where we're talking
right now, just so I can walkyou.
So, as you're talking, I can dothat.
Speaker 2 (33:07):
I might have to do the same thing with you because
I can't remember exactly how Idid it, but you can go through
and, depending on what data youhave I know someone else was
talking about how they use it tocreate their calendar in Google
Sheets and they'll take thetasks that are in their task and
be like, put this into mycalendar and it'll create a
(33:28):
calendar.
But yeah, so you could likelike, if you click on that top
right next to your face, it'llsay, like generate a chart,
analyze insights.
What can Gemini do in GoogleSheets?
Like, and you can just like,learn it and so any like google
sheet I make, I just do it.
I do all the things that jimand I will do and figure out,
like what it's going to do forme and how I can use that and if
(33:51):
I should put more things intogoogle sheets so that I can use
that.
Speaker 1 (33:55):
um you were actually really heavy into ai, then I
mean, you're using one mainproduct so far as I talked about
, but it's the way that you'reusing it is fairly frequent.
And so I pulled up.
I pulled up Google slides andGoogle sheets and it's
interesting because there's abutton there on the right that
says find out what Google Geminican do for slides, and it can
(34:17):
generate images, generate newslides.
I can say what kind of slide Iwant and it'll create it.
Summarize presentations it canactually write the slide.
It can actually create yourpresentation for you.
Holy cow, I feel embarrassedthat I didn't know that.
And then, on the slide, oh, goahead.
Speaker 2 (34:33):
We just did that Like our orientation.
We created a new orientationdoc and we were like, put this
in, like create a slideshow,because we were working on a
working document we call it theworking document um, but we
created a new tab in there andwe were like, take this tab and
make a slideshow.
So they did that and then theyhad the whole slideshow as a as
a lead therapist team created inlike 35 minutes see that's
(34:55):
insane.
Speaker 1 (34:56):
and then like spreadsheets I love spreadsheets
, but I'm just not realizing howI am not.
I am not, um, I'm spending waytoo much time building them out
or even reviewing them and so onand so forth Like I've got oh
man, this is open.
So, guys, I don't know if rockstars are home or opening up
their minds to this, but, likethis shows about me at this
point, cause I'm so excited tosee how I'm gonna start
leveraging Gemini, they me atthis point, because I'm so
(35:18):
excited to see how I'm going tostart leveraging Gemini they're
doing video automation now,where you can create videos that
you can use for marketing.
I had a video.
I'm turning 50 next year, so Icreated a birthday invitation of
a bunch of scenes of like onesin African safari, where the
gorilla turns and invites peopleto the birthday party.
So it's like the opportunity.
Speaker 2 (35:34):
if people aren't spending time educating
themselves on AI a little bitevery day, they're missing out
on a massive wave of opportunityyeah, and I would like, I would
highly suggest because I usedto like read about it and all
that stuff or watch youtube Iwould highly suggest just using
gemini to learn about it.
Like ask gemini, like what canyou do here?
How do I use you this way?
(35:54):
How like, and there'll beanswers.
It'll be like I can't do thatright now and I'll be like okay,
well, good to know, like it'snot gonna matter what research I
find you can't do that and I'llask the question 17 different
ways to see if they're justwrong and they can do it.
And sometimes it is like,sometimes it's like, oh, if you
give me that information, then,yeah, I can do it.
Speaker 1 (36:12):
Um, and so it's weird how it can be wrong.
I, my, my, my, my buddy, who'sa?
He's a, he's a genius, he ownsa tech company, he's using AI at
a level that, like, I'll neveruse already, and he was telling
me about this thing called theone-off you know concept, where
it's like, yeah, it's not likeyou're Googling it or using a
calendar, it still makesmistakes.
He goes and he showed me Idon't know which platform it was
(36:33):
, but he, he said to spell theword strawberry and he spelled
the word strawberry and itmisspelled it.
He goes this I forgot it wasgemini or whatever.
He's like that.
For some reason, this platformgets it wrong.
But when you say, hey, youmisspelled it, they go oops, you
caught me.
And then they correct it likeit's it's.
It's really fascinating howit's oddly off in some weird
ways, when it can do all theseother amazing things so
(36:53):
beautifully yeah, yeah, um, yeah.
Speaker 2 (36:57):
So that's that's kind of, but I use it in my emails
and I'll be like, oh, thatsounds too formal, like can you
write it this way, or thatsounds whatever, and so I'll
just like I do use it to answera lot of my emails.
What it can't do is like getinto my real desktop and pull up
the specific spreadsheets andall that.
So it's like those are thethings that take more time, and
maybe it's just because I haveso much of it automated that I'm
(37:18):
like why do I have to do this?
Speaker 1 (37:22):
I like the fact.
You know, steve, I forgot whoit was.
Some famous leader said oh, itwas Bill Gates.
He goes.
I like to hire lazy people forleadership because they're so
like they just want to do it aseasy as possible and they find
the best ways of doing it.
I'm not calling you lazy, I'mjust saying like no that would
be me?
That would be me.
I want to find the simplest wayto do that, so okay, so what
(37:42):
other AI do you use?
Any other AI?
I mean, that one thing is huge,but do you happen to have any
other AI tools or things?
Speaker 2 (37:48):
that you use.
Yeah, we only have a fun timewith it.
So we are actually would belike taylor does a lot more
about this.
But we actually helped a ainote check company create their
ai for that.
So we were meeting with themand so we got free ai note
checking for like a year becausewe were their bet data.
(38:08):
And then, when it came down tothe cost of it, we were just
like we don't feel like that'sworth it.
Um, for what, like?
For how often we have we don'treally have a lot of rejected,
and so we were like it's notworth that amount for us, but it
was fun to like see what itcould do there.
And then we use Our platformthat we use for communication.
(38:31):
It's called Infinity.
It has AI within it and it hasautomations within it that use
AI, and so we use that toautomate a lot of our processes
so it notifies the right personat the right time.
Trying to think what else?
Speaker 1 (38:46):
So Infinity is a communication software.
Is it like Slack or one ofthose?
It's more like Monday.
Oh, got it.
So Monday is a task organizerand it has, like, some
automations, but you use it formostly communication and
automate some of those tasksyeah okay yeah also, but it also
has like an ai feature in there.
Speaker 2 (39:06):
You can be like create a board that does this um
, and it will help create that.
Uh, I will say, I think thething about ai is you have to
learn how to use it and it hasto learn you yeah and it's and I
tell what I tell everyone islike it's like a relationship,
not a computer, and so you haveto like develop that
relationship and create like.
(39:28):
It's going to make mistakes,it's going to like not get what
you were saying, but you have tolearn how to communicate with
it, and the way you do that isby communicating with it and
just asking it questions.
Speaker 1 (39:38):
Yeah, it's funny because I find that when I'm
doing coaching groups now,rachel, I spend a lot of time
teaching people how I use my AIand it's to your point, I've
used it so much that when I askfor it to do something now
because it has this database ofall my preferences how I operate
, my purpose, my, you know, mycompany, my personal purpose,
(39:59):
vision, values, like all ofthose details are so baked in
that when I go in there and askit for advice, it is so like
people look like what did yousay to it to get that kind of
result?
Like it's not what I said inthis question, it's what I've
been saying for the last year,day in and day out.
So it's a muscle we have tolearn to use.
We decided to create a newavatar or or an ideal client for
(40:21):
my company, and it alreadyremembered everything we've ever
done in marketing.
And when I asked for who theideal client was because we were
deciding between one, a certainsize versus a different size it
was like, dude, you only?
It told me like you have tofocus on this particular size
now because you don't have thesethings in place.
So you get this here by doingthis and then you get there by
(40:44):
doing that and, like, I mean, itgave us a road map that I
probably would have spent easilyfive figures on and it did it
in like 10 minutes and I justremember going oh, my, my
understanding of what this canbe used as is expanding, but
only proportionately to my useof it.
Yeah, so you're very big on ai.
(41:04):
I think it's very interestingbecause you don't have virtual
assistance, which I love because, again, I want this to be a
very like neutral piece of this.
So those are the two fastestgrowing trends in healthcare.
You are so advanced, more sothan most of our clients who've
been on this podcast.
We're on the second half offilming these episodes and,
rachel, you guys are moreadvanced than the vast majority
of the people I talk to.
So why is it that you guys areso advanced in there but you're
(41:27):
not looking at VAs at this point?
Is there any concerns that youhave with VAs at this point?
Is there is there any concernsthat you have with vas?
Speaker 2 (41:36):
or what's your, what's your thought process when
it came to virtual assistants?
Um, this might not be a goodanswer, but the art, the reason,
I think we don't.
So we did try, like doing anexecutive assistant, and what we
realize is just that's notwhere we're focusing our time,
because it's just the same thing, right, like with ai.
I like have conversationsthrough that gemini app with ai
(41:59):
at 10, 11 o'clock at night whenI can't sleep and I just am like
learning it and it's like myfun way of learning it, like I
truly enjoy it.
It freaks me out and I enjoy it.
Um, whereas with virtual, whenI had an executive assistant for
a little bit, it was like shewas amazing.
She was like absolutelyincredible.
She's super, super smart, um,and she would do things at a
(42:24):
super high level, but I justdidn't have the time at that
point to give to her to reallybe on her time.
Ai, you can do whatever, but hertime is when, during her
clocked hours yeah, and whichwas during my clocked hours,
which are already filled withthings, right, um, and that was
like during my transition intothe role of ceo and that was
like an idea I had like what ifI do this to help, like free up
(42:46):
time, um, and I just realizedlike that's not what I can do
right now, but I fully believeit's something I will have in
the future, some kind ofexecutive assistant, whether
it's virtual or around here.
Um, I will have some kind ofexecutive assistant, I think, in
the future, because I alwayswant to treat and be ceo and
that just is going to mean Ineed more like manpower to do
(43:10):
the things I'm doing, rightyou're open to it, but you're
saying, with your limitedresources, you chose AI because
it's more.
It's more workable for your,your situation yeah, and I think
like it's more workable and Ithink there's going to be so
many different ways to utilizeit but, if you get behind, it's
going to be really hard to catchup, um.
So I think that's the otherthing is, me and Taylor talked
(43:33):
about that a lot it's like wecan't get behind this.
We have to like focus on anddecide that this is important um
, at least for a couple of us touse on a regular basis, and
that has kept us at least in themidst of it.
We don't have a bunch ofproducts.
I don't think we ever will,because I fully believe that
gemini will build out all ofthose products, but it will not
(43:56):
be.
But that's my own belief.
I have no proof of that.
I just believe that it will allbe able to be in one product.
That I just want to keeplearning through gemini, because
that's what we use for ourworkspace, right, um, and so
that's integrated intoeverything we do.
Um, but yeah, I, I do think.
But I think virtual assistantswill go away if they're not
(44:18):
using AI, so they have to stayon the forefront of it as well.
So because if I have a virtualassistant who's going to take an
hour to write an email when Iknow AI could have done it in 10
minutes, I'm going to be like,hey, you need to be doing that
faster.
So I think it's kind of AI isgoing to be part of virtual
assistants.
Speaker 1 (44:40):
This has been one of my favorite episodes so far this
season because your process.
First of all, you're one of thepeople who's the furthest,
along with artificialintelligence, so you have a
different perspective than mostpeople, and I'm going to say
something that I think myaudience will prove to my
audience that I am legitimatelysupporting.
What's best for them Is that,based on what you just said, I
(45:03):
am of the firm belief that ifyou had to choose between
virtual assistants or AI for atiming of adaptation I'm not
saying which one is better, I'msaying, if you had to choose one
to get into sooner, ai is theway to go, and I own a VA
company.
So it's interesting because, toyour point, if you had to pick,
if you could only pick one ofthose routes, I think AI does
(45:25):
get preference in the sense that, like you got to start adapting
now, you got to pivot now, orcause VAs are going to pivot
with your knowledge of it, vasaren't going anywhere.
Ai is ai is going somewhere veryfast.
So if you know how to leveragethat later, you can always tack
on the vas.
Speaker 2 (45:41):
But if you do vas but you're not looking at ai,
you're going to get left in thedust truly, I think vas will
optimize ai, like, yeah, vaswill give you the ability to
optimize your use of AI, and thefact that everything can be
virtual is very clear at thispoint.
So, yeah, I think that's kindof where I'm at right now is
(46:02):
just my time.
I needed to focus on leadershipdevelopment and our team
development and things like that, and developing an executive
assistant and taking the timenecessary to make them feel
successful.
Speaker 1 (46:13):
Yeah.
Speaker 2 (46:13):
Just wasn't in the cards at that point.
Speaker 1 (46:16):
Yeah, I love it.
I love it.
I mean, ideally people couldleverage both.
Or, if they're leveraging a VAto free them up to spend more
time on AI, that's different,but at the end of the day, when
you're looking at that, so it'sfunny because we're going to
finish on a question that youdon't know is coming and I
already know the answer based onwhat you said.
But, rachel, this has been sucha phenomenal discussion, let's
do our rapid fire, our rapidfire questions.
You ready?
(46:38):
Yes, so don't worry, rapid firedoesn't mean you have to answer
quickly, it's just we're goingto go through them pretty fast.
What's a book that's blown yourmind?
Speaker 2 (46:46):
I guess it's the book and podcast would be Working
Genius.
Speaker 1 (46:52):
I can't recommend both of those enough.
The six working genius book isamazing.
Please check out PatrickLencioni's work.
He is the most influentialauthor in business according to
his success on five dysfunctionsof a team.
Okay, rachel, top time saverhack.
It might be something you'vealready mentioned.
Speaker 2 (47:10):
Yeah, I think, in my honest opinion it's someone
cleaning my house unashamedly.
I have somebody who comes andcleans my house and that means I
don't have to do it and then Ifeel less bad about working more
.
Like I feel I feel fine aboutworking more because someone
else, like, does everything inmy house.
Speaker 1 (47:27):
Um, that's a big, big .
I love that share.
That's important for people tohear do if you don't love doing
it.
Don't do, no matter what kindof cultural shaming your old
parents used to give you.
Yeah.
Speaker 2 (47:39):
And honestly, it's funny because it comes from my
mom.
She always it's.
When we grew up we had someonecleaning the house and she would
always tell us and everyoneelse I told your dad, I married
him, I will always work enoughto make sure somebody else can
clean my house, have to makesure somebody else can clean my
house.
So it's like it comes from herand it's like, yeah, I feel like
(47:59):
that's something and the personthat does it.
I absolutely adore her and it'ssomebody that we're close to as
a family.
She cleans my house and mymom's house and my brother's
house, and so we're close to heras a family and she's
incredible at what she does anddoes it in half the time and she
loves it.
Speaker 1 (48:15):
I mean, that's the thing she loves it yeah, so it's
just.
Speaker 2 (48:19):
It's one of those things where it frees up
probably 10 hours a week for mebecause she does all my dishes,
all my laundry, everything, um,and so I have 10 extra hours of
time to do whatever I want to doin my free time In my role at
the clinic.
I would say my team and AI, butasking that question to both, I
(48:41):
think I really think like askingboth my team and AI, when I
have a task I don't want to do,of being like hey, if I was to
take the time to teach you howto do this and you had the
freedom to do it the way thatyou felt was best, as well as
the time made for it, who wouldwant to do this?
(49:02):
And I think that is like thequestion I've learned to ask
because of going through workinggenius of like I just ask
because if there's somebody elsewho's like, if you give me the
time, I'd love to do that and Ihate it, then how I I don't need
to do it.
Um, so yeah, I'd say that'slike my biggest time saver hack
(49:24):
is just asking okay, what's onetime saving, time consuming task
that you secretly enjoy?
I guess setting my calendar Ilove like, like at the beginning
of the week, setting mycalendar up of like what I'm
going to prioritize that week issomething that takes an hour or
two for me but I really like it, Like I truly enjoy doing it
(49:47):
and I just do it leisurely on aSunday and yeah.
Speaker 1 (49:50):
Okay, I love this is one of my.
That's one of my favoritequestions, by the way, cause
there's like this love of like Ilike stats or I really, oh,
that's something I love, buteveryone knows it, they.
Speaker 2 (49:59):
I have gotten two different like mugs that say
like uh, it's like an excelsheet around it, wrapped around
it oh no, it's a mug and at-shirt, but it's like an excel
sheet and it's like freaking thesheets, because my whole team
knows that, like, excel sheetsare my love language, I put
everything into an Excel sheet.
That's funny.
Speaker 1 (50:18):
And that's why you love Gemini, because Gemini puts
your love into the spreadsheetswhile you're doing all the
spreadsheets, all right.
So what's the latest thing thatyou delegated?
Speaker 2 (50:27):
Payroll.
Speaker 1 (50:28):
Payroll.
That's a big one.
Speaker 2 (50:30):
Yeah, that used to take me like six hours every
other week, and now I check itfor 30 minutes and that's it.
Speaker 1 (50:37):
Yay, all right.
Final question this is thequestion of the whole season and
the honest answer, rachel, isit AI or is it VA?
Speaker 2 (50:50):
I'm going to go to go AI because I think everyone
needs to use AI.
I think VAs are something thatare super, super beneficial, but
they also need to use AI.
Speaker 1 (50:57):
Love it.
Okay, well, seth, our videoeditor, who is also our creative
specialist at Virtual Rockstar,he's doing this episode.
I don't know where we are inthe tally, so, seth, please put
that on the screen for those whoare watching the episode.
There is the current tallyRachel, it's been a treasure to
have you online.
I thought this has been such afun AI based discussion about
(51:18):
freedom, as well as thisentrepreneur journey of someone
creating freedom from withinsomebody else's company.
Also, we hit some major pointsaround um family-based
businesses, which was a veryunique flavor that I loved.
Tell me what would be yourparting thoughts as we conclude
this episode.
Speaker 2 (51:36):
I think something I've learned is like find a way
to enjoy it, Because I think weall are going to work a lot and
I don't think that work is badif you find a way to enjoy it,
and a lot of times that'screating.
For me, I think that's creatingthe right team and having the
right team that really justinterconnects together well.
But if you don't enjoy it, thenyou're going to resent what you
(52:00):
do and who you do it with.
Speaker 1 (52:02):
Goes back to that six working geniuses.
Find out where your geniuseslie and then only do those
things because they feed yoursoul.
I love that, Rachel.
Thank you so much, so much forbeing on the show.
It's been a pleasure to haveyou on.
Thanks for tuning into theWillpower Podcast.
As always, this is WillHumphries, reminding you to lead
with love, live on purpose andnever give up your freedom.
(52:23):
Until next time.
Welcome back to the Willpower Podcast.
Today's guest is proof thatwhen your mom says that you'll
be running the company one day,she might actually be right.
Meet Rachel Woodson.
She's the CEO of Post PediatricTherapies.
They're in Northwest Arkansaswhere their team delivers over a
thousand patient visits everysingle week.
So she runs a pediatric therapyempire and still sometimes
(00:22):
finds the ability to battle herarch nemesis, email.
So from growing up watching hermom treat patients to now
leading a powerhouse team thatfeels like a second family to
her, rachel's story is whathappens when humility, genius
and a little bit of I neverwanted to do this energy collide
.
Plus, she's mastered AI in away I can't wait for you to see.
(00:44):
She's learning how to find thejoy in color coding spreadsheets
, and in this episode we'regoing to have a master class on
leadership family-run businessesand building freedom from the
inside out.
Buckle up rock stars.
Enjoy the show.
Rachel Woodson, thank you somuch for being on the Willpower
(01:10):
podcast.
Let's have you introduceyourself.
Kind of set that table of whoyou are and what you do.
Speaker 2 (01:17):
Okay, yeah, so I'm a pediatric physical therapist and
also the CEO and CFO ofPost-Pediatric Therapies, and
we're a clinic in NorthwestArkansas that's serving.
We have three differentlocations One's like
school-based, and then two arelocations and we're opening up a
third in the next year.
Speaker 1 (01:34):
That's great Congratulations.
Speaker 2 (01:37):
Yeah, we just broke ground a couple weeks ago, so
we're pretty excited about that.
And then, yeah, we just we haveabout 50 to 60 employees and
are just having a good timeplaying with kids and working
with families and doing all that.
Speaker 1 (01:54):
I love that, so you're making a big difference
in there.
Why are you so driven in thatspace, like what drives you to
be in that world?
Speaker 2 (02:03):
I've been around pediatric therapy my whole life
because my mom is also apediatric physical therapist and
so I've watched it and reallyseen the value that it brings to
families and just how you likeget to enter into a space with a
family that kind of feels incrisis at that moment often and
go through just finding thepotential in their child and
(02:26):
helping them see goals and seeprogress to just see their child
grow and become who they wanttheir child to become, as well
as who their child wants tobecome right.
Speaker 1 (02:36):
I love the word family in that, the fact that
you use that family word is sopowerful because you guys do
especially with pediatrics.
You're involved in a whole teamapproach.
Outpatient adult physicaltherapy, occupational therapy
doesn't have that sameconnection that you guys do on
the pediatric space.
So it's powerful that you guysare in that role.
And you know, I wonder, youknow you must work with, with
(03:00):
families whose freedoms havebeen basically impinged, you
know, infringed upon or changedbecause of the challenges
they're facing at home withtheir health.
Talk to me a little bit aboutthat.
What is it like, you know, whenyou're working with kids and
their whole family's world havepivoted around a condition that
needs therapy?
Speaker 2 (03:19):
Yeah, I think one of the big things that I've
realized is, like in my I'vebeen in it for 10 years now is
when I first started that thefamily's kind of scared me, like
the parents, like having thatinteraction kind of scared me.
I was like I just want to treatthe child, I want to treat my
patient.
And now I've recognized likehow important that family is to
the child.
Like even like our owner choseto make our colors the secondary
(03:43):
colors and we do thatintentionally as like the family
is the primary and we're thesecondary to that family and
that that's how we see ourselvesas a support network to the
family, and so we have alwayslike mentored and discussed that
together.
Of a lot of these families aretruly going through a grief
process and they feel guilty toeven say that, and so to talk
(04:06):
about it and say it andacknowledge it with them and
then help them walk through thatto the point of acceptance
allows them to then step intoadvocating for what their child
needs to become everything thatchild can become.
Speaker 1 (04:20):
Remember freedom isn't just possible, it's kind
of the point.
Remember freedom isn't justpossible, it's kind of the point
.
If this episode helped youlaugh, learn or at least cancel
one meeting, go ahead and hitsubscribe, share it with your
overworked friend and leave areview.
I read every single one,usually while avoiding emails.
Want more behind-the-scenesstuff.
Then hit us up on the socials.
Now go delegate something andtake a nap.
(04:43):
You've earned it.
I love the branding, down to thesecondary colors, as a reminder
that we are secondary to theparents, and so, as a provider,
you had to pivot yourunderstanding of how to help
them create freedom by helpingfocus on the child and the
family as a whole.
And you're no stranger tofamily.
Not only do you work withfamilies as a pediatric
(05:07):
therapist, but you're the CEO ofthis company that has a work
family Like you have employees,their teams.
I always tell people a reallygood team feels like a work
family, and so you know.
Tell me a little bit aboutthose.
You've taken a few steppingstones in your career, so tell
me about where you entered thecompany and how you got to CEO.
Speaker 2 (05:26):
Yeah, so my mom actually owns the company that I
work for and she joked way backwhen I was in third grade when
I said I was going to be a PT,and she joked when she started
it I was in sixth grade.
She was like you're going toown it one day or something like
that.
And I was like I'm never owningthis, like I don't want to like
(05:46):
that, you like work too hard,all of that stuff, like I just
want to treat, I don't want todo all the rest of it.
And so I think now, looking atit from that standpoint, like
I've gotten to work with my momjust as a physical therapist and
just found so much value in theteam that we have created and
in the therapist that I get towork with, and I saw that in a
(06:06):
way to kind of just how Ioperate.
I like to talk about things andI like to set goals and I like
to kind of direct where I'mgoing constantly.
I've set goals since I was veryyoung and so I think that was
the first like where I started.
And then Taylor Marla and I,who are all now on the executive
(06:30):
team together, were placed intoleadership when we transitioned
from being contract therapiststo salary therapists and we've
just kind of moved up togetheras far as just seeing things
that can be done and doing them.
And my mom has recognized thatand put us in different
positions and roles based onwhere, like, our strengths are.
(06:51):
So she's been really good atdelegating and empowering us to
do things that she was doingbefore, but recognize that we
could do better and I thinkthat's like become a general
thing that we've done as acompany.
Speaker 1 (07:05):
Rachel, I love that and rock stars who are listening
.
Rachel just described thepattern of freedom.
I want you to go back and hearwhat she just said, because she
had a leader who had a vision,who brought her and some other A
players on and nurtured them.
And what, rachel, you said,that I love, I want the rock
stars to really focus on is thisidea that, like she empowered
(07:26):
them to take over things she waswilling to let go.
There's a lot of mindsetshifting in that process of
helping other people takeownership of it.
And when you say it's funnybecause your mom, when you're a
little like you're going to ownthis one day, you know she
wasn't wrong because in one, onthe very first day of your job,
you really took it seriously asan a player, and that's what she
probably meant.
(07:47):
Is that a good team member, abunch of team members who take
ownership of their roles andtheir responsibilities.
They change the worldregardless of who actually
legally owns the business, andit's so smart for any of you
listeners who are owners torecognize that they need.
You need to give up thatfreedom.
You to create your freedom, youmust give up your
(08:10):
responsibilities, excuse me, toothers who want to grow, and
then for those of you who arelistening that aren't owners
legally of a practice, thattaking ownership of that
practice and yourresponsibilities is the path for
progression.
Because, rachel, you started inentry level and then you worked
your way up as a director andthen you eventually became CEO.
(08:30):
So where in that, what wouldyou say, the hardest transition
in all of that path was for you?
Speaker 2 (08:38):
I think, accepting the leadership at all because I
think for me.
Speaker 1 (08:42):
I always was afraid.
So clinician leadership iswhere that struggle hit.
Speaker 2 (08:46):
Okay yeah, and I think for me, I was just afraid
that I was only being put inleadership because my mom was
the owner of the company andthat other people wouldn't
respect my role in that orwouldn't see like I stepped into
leadership because I had skillsets in there, you know, and
really like it's funny becausewe like how it all started, it
(09:11):
was really my coworkers who didthat, not my mom.
Like we voted on like who wouldbe lead PT and who would be
these things, and it was like mycoworkers who chose for it to
be me and I felt that was so oddbecause I was two to three
years out, but and and I willsay they like trusted me with
their kids too, like I wastreating their kids, um, and I
(09:34):
think that also gave me a lot ofconfidence like okay, they
value what I bring as atherapist and they see that I've
been intentional about becominga good therapist and so now I
can step into that role becausethey trust me.
But it was still really hardfor me and still to like it
still is to this day Like whenpeople ask like, oh, like who
(09:55):
owns your company?
And I say my mom, Iautomatically kind of have that
feeling of people probably justdon't like, probably think I was
just given this role becauseit's a family business.
You really think people thinkthat.
I think initially I don't think.
I think the people that know medon't, and I know like even
when we were talking about CEO,I was like we should talk, we
(10:16):
should talk about the otherexecutives, like maybe Marla
should be, or maybe Taylorshould be, or maybe Aaron should
be, and they were all just likeno, rachel, like that's you,
like you're the person who setsthe goals, you're the person who
directs the ship, like you'rethat person that we all go to
for direction, like we want thatto be you.
And then I think, like meetingwith consultants, meeting with
(10:38):
coaches, meeting in thesedifferent leadership teams I now
recognize that people outsideof our organization see me in
that role, but it's just one ofthose things where it's like
it's the stigma of it.
Speaker 1 (10:49):
I appreciate that and I think it's actually served
you well, because here's what Ithink about you as a leader Like
, for me, when I found that out,it didn't ever cross my mind
that there was a nepotitiouslike motivation there in that
promotion because, um, at theend of the day, leadership is
leadership and if it doesn'twork, you wouldn't even, you
(11:11):
wouldn't even have a business.
Like if, if some, if a parentwas going to put a child as the
leader of their own, of theircompany, it wouldn't work if the
leader, if the child, wasn't agood leader.
Like there's no.
And so it's really interestingbecause in your world, it's kept
you really humble, like it'skept you really humble, and I
love that, because the bestleaders demonstrate humility.
(11:32):
You know, the best leaders arethe ones who are these reluctant
leaders of.
Like people are asking them tostep up because they know they
would be great, and so I, I I'mmore, I'm just smiling as we're
talking, rachel, because you are, you're so approachable that I
think this is a nice littlediscussion on leadership as well
.
As a side note before we get offthis topic, I've recently found
(11:54):
a study that talked about howone of the greatest gifts a
business owner can give is allowtheir family members, their
children, to work inside of thatcompany, and the reason being
is because they'll eitherprogress or grow or they'll go
find their own niche.
But it's it's not.
It's not enabling at all, it'sactually the opposite.
(12:16):
It's like a leg up in terms of,like, getting them a chance to
prove themselves.
And boy have you provedyourself.
Congratulations, and all yourgrowth and success.
So that transition intoleadership was your hardest step
going.
Okay, I'm a clinician, now I'ma leader, holy crap.
And then you just clearlyyou've run with it and you're
still, internally at least,managing this idea.
(12:38):
It's keeping you humble thatlike, oh, this is the owner's
daughter, all that silly stuffthat I probably think no one,
anyone who knows you doesn'tthink it and anyone who doesn't
know you doesn't even know it.
But let's get into freedom.
So, as you've gotten into thisplace of transitioning, how have
you created space or freedomfor yourself to grow?
You know, like, how did you andthe owner, in this case your
(13:01):
mom, like how did you guys worktogether to progress from
clinician to owner and thenowner to leader, then leader to
ceo?
Like what was that?
What?
How did you do that?
Speaker 2 (13:12):
yeah, um, I think a lot of like.
I think my mom is actuallyreally good at trusting people
to do the day-to-day things.
Something we like wereencouraged by Michelle to do was
take that, michelle Pambanek,your company coach that you guys
work with, yeah, is to take theworking genius, and so we did
(13:36):
that about 18 months ago and itwas so interesting because my
mom, like, has hired a lot ofpeople to do really important
jobs within our clinic.
Um, but when you look at whatthose people are, my mom was an
inventor, discerner, and shehired all these people who were
(13:56):
enablers in tenacity and so shetook, like here's what I want to
do, but I know I can't do theseother parts of it, and so she
hired a bunch of people who hadenablement and tenacity to like
work with her and do the thingsWithout the test, oh yeah.
Speaker 1 (14:13):
So, for people who don't know what the six working
geniuses is, it's a PatrickLencioni system of assessment.
It's not a personality test.
It's the single greatest, mosteffective way to determine how
well people are going to worktogether.
It's not about if you feel orreceive love.
It's it's literally like hey ina work cycle here's where this
person will do well and wherethey won't.
And so your mom was an ideasperson who could make really
(14:35):
good decisions, but what shedidn't have was someone who
could coach people and someonewho just liked to get the job
done.
That's what discern, ortenacity and enablement, means.
So you're saying that she, justwithout even a test which you
guys are all listening, haveaccess to now reach out, we'll
give you free information andI'll put you in touch with
michelle bambenek, but in yourcase, rachel, like she just
(14:56):
figured that out kind oforganically.
Speaker 2 (14:58):
That's crazy, oh yeah and she had like in our office,
like team that's doing billingand scheduling, all of those
things.
She had hired three ets and onewt and so she and she does not
do tenacity, I have to jump in.
Speaker 1 (15:14):
So ets, enablers and uh, tenacities, and one wonder,
or a wonder is someone who'svery like high level why do we
have to do it this way?
Speaker 2 (15:24):
yeah, yeah.
And so it's just like cool thatshe's naturally filled the
spaces that she didn't like feelher skill sets were shining and
instead of being like, oh, Idon't like, this is the right
way to do it, the way I do it isthe best way.
She was like I do these thingsreally well and it is okay that
I don't do these other thingsreally well.
(15:45):
I'm gonna find somebody, findsomebody that does that, and
she's always been that way.
Um, as far as I've known her,and like even before I worked at
the clinic, like that's howshe's always been.
And so when she was looking attransitioning people into
leadership so that she couldhave more freedom, um, and start
training and coaching all of usinto leadership roles, um, she
(16:09):
did a lot of the same thing.
I actually am my mom's carboncopy, so I also am an inventor
and discerner.
Um, and then, like just otherpeople on our team, we we kind
of rounded out, and so in doingthat, she delegated or gave each
of us different things based onour skill sets and what we
(16:31):
enjoyed, and she really didn'tlike, she didn't really give
options, I guess and I know thatsounds rude, but it wasn't ever
done in a rude way, like my momhas such a intentional,
respectful way way of doing it.
But she just was like hey, thisis what you're going to do now
and like, and it was just like,okay.
Speaker 1 (16:51):
Question it because she was so confident.
Speaker 2 (16:53):
Yeah, yeah, like she had decided she had thought of
it, she, she had decided it wasthe best thing and she decided
it was going to be good for us.
And she was like, if you needhelp or you don't feel like it's
right, come and let me know.
But this is what you're goingto do now, like this is your new
role, um, and I think that'sreally great it is.
It is funny at times, like Itell everyone I found out I was
(17:15):
clinic director through the sameemail that everyone else found
out that I was clinic director.
Speaker 1 (17:19):
You're kidding me.
You were promoted to clinicdirector and you read that, you
read the memo that you wereclinic director, yeah.
Speaker 2 (17:26):
Yeah, so we all.
I always laugh.
I'm like, oh, okay, cause shehad asked me, and I was like I
don't think I'm ready for thatyet.
And then you know she haddecided well, I'm going to tell
everyone.
Speaker 1 (17:39):
And then I've noticed that, by the way, as a trait
with very strong leaders, thatthey are so decisive that people
just don't even like, they justgo, oh, is that what we're
doing?
Like there's no question andlike, to your point, it was in
your best interest.
So you knew what she was, youknew it wasn't an accident, she
was doing it on purpose to belike oh, you are, you just don't
know it.
And now you know, it andeveryone else knows it too.
(17:59):
Yes, yeah.
Speaker 2 (18:01):
And so that's I just think it's like that's how she's
been and so she created spacefor all of us to step into those
roles and she also created likean opening for us to figure out
what the best way for us to dothat.
And Taylor Marla and I were thethree that kind of stepped into
this first and we always said,like we're, like it's
(18:23):
interesting, because when youtalk about the working genius,
it also talks about the gears,right, so it has the different
gears and how they will worktogether.
We always said that we werelike we're like gears that just
work together.
Speaker 1 (18:32):
And we would never get it.
Speaker 2 (18:34):
Yeah, we would be like we would never get anything
done if we didn't have eachother.
Speaker 1 (18:38):
Like we're in this together everyone turns the dial
just a little bit differentlyand complementary to the other.
It's a very if you've neverexperienced it, it's magical,
you know.
It's like when I it took meyears to get a team where we
finally clicked as gears in thesame machine and when it
happened it was just it'sfreeing.
It's freeing because you startfeeling free, you feel you start
(18:58):
feeling like oh, I can do thething that I love and that
doesn't feel like work whereaseveryone else, and then you get
better results and so on.
Speaker 2 (19:04):
That's amazing oh, yeah, yeah, so we took that.
We took that test last Marchand it was just so.
It was so, like, oh,eye-opening.
I think that has actually beenlike the number one thing that
has changed us, like freeingourselves up, because, um, we
now don't feel bad to give otherpeople other things and we
(19:25):
think about what their workinggenius is.
And then we're like, hey, Ineed to want to do this, like,
can you, like, would you want todo that?
You know, um, and usually theywant to, they truly want to do
it, and they feel honored to,like have been given that
responsibility.
So I think that is really whereI've learned is from my mom
would just be like it's okay ifother people do things better,
(19:48):
like, and they don't need to doit the way I do it, but I need
to have enough clarity so thatthey can figure out where they
need to go with it.
Speaker 1 (19:55):
Yeah, it's.
It's really bizarre.
It's a different shift inmindset when you realize the
stuff that I hate doing might besomeone else's favorite thing
to do, and when I ask them to doit, it's like a compliment
because I hate it.
So if you ask me to do it,you're insulting me.
Perfect example I'm agalvanizer, which means I like
to rally groups of peopletogether.
(20:16):
I'm an inventor galvanizer.
I come up with lots of goodideas and then I love to sell
these ideas to groups of people,not so much coaching one-on-one
, and so I love speaking onstage.
It's my favorite thing.
It's um, might have somethingto do with being a middle child
with not enough attention, but Itruly love being not just
speaking at people, but likefacilitating a group discussion.
(20:37):
I love to like help invent andgalvanize simultaneously.
But if you ask my wife to speakon stage, she will wonder what
she did Like why do you hate meso much?
You know, if you ask me tospeak on stage, it's like oh you
, what little old me?
Oh, of course I will.
I'd be happy to Because at theend of the day, when we're in
(20:59):
our strengths, what we do feelslike a gift, because it is our
gift to the world.
So how fun for you that you guysare seeing this cog.
It's really validating too isthat you guys have identified
the six working geniuses in away that has already been, kind
of miraculously.
It tells me how great of aleader your mom is, because most
(21:19):
people don't organically figurethat out.
She did.
Now you've got the technologythat helps you blueprint it, and
now you're able to build onthat blueprint in a way that you
don't need the natural instinct.
Some leaders are born, but,like me, I'm a main leader.
I have Theodore Roosevelt saidthat anyone can be a powerful
leader anyone.
They just need to practice andget training.
I'm a main leader.
I have Theodore Roosevelt saidthat anyone can be a powerful
leader anyone.
They just need to practice andget training.
(21:41):
I'm that guy.
I'm the one who needs training,and so I love the fact that
these tools come out that allowme to grow my team.
Speaker 2 (21:48):
So how fun that you don't have to rest on one
leader's intuition and you canuse a system now within your own
company to create freedom,which, in your case case,
freedom has always been filledwith more responsibility, though
yeah yeah, yeah, like I wouldsay I started out in the clinic
director role and then we filledthat, like taylor then filled
that role, so he was lead there,but him and milo were lead
(22:11):
therapists and I was clinicdirector and then taylor filled
the role of clinic director,which allowed me to move into
cfo, um, and then from the CFOrole I actually have just
somebody that works under me whohas worked for Post longer than
I have.
She likes to get things doneand so in my CFO role I've given
(22:32):
her a lot of those things, soshe's probably taken 15 to 20
hours of what used to be mine.
I've put the systems in place,I created how to do it.
She just wants to get it done,and so now she does that, which
I.
Once it got to that point Ihated it.
I like loathe that part of myjob.
I hated it so much.
And she like came to me becauseshe was kind of in the opposite
(22:55):
role where we were like hey, wewant you to train people.
And she came to me.
She's like I do not have enoughto get done, like I don't have
enough work, um, and I was likeoh, I can give you work.
I got that.
So that's what we've been doingand it's been so freeing to me
and, I think, for her.
She knows what she's supposedto get done each week and that's
so like that makes her find somuch more joy in what she's
(23:17):
doing.
Because she was like I feel lazyand our office team is not lazy
, and I was like, ok, yeah,we'll work on that this week, I
will give you something, and sothat freed up 15 to 20 hours of
my, like admin time, and thenfrom there my mom was like
secreting herself from the dayto day, more and more so I
(23:38):
started being the one that setthe, and more so I started being
the one that set the agendasand I started being the one that
set the goals, and then shewould look at them and the team
would look at them.
Um, but when we would set goals, everyone was like I don't know
how you do this, like it takesso much brain power for me to
set my goals, and so I wouldmeet with each individual person
that what have you did this andwhat have you did that, and and
what if this was your goal?
And that's too many goals.
(23:59):
Like, yeah, one time we sat downand somebody had 57 goals for
the next year and I was likewhen are you doing that?
Because we're all part timeclinicians, our entire executive
team treats at least 15 hoursof patients, and so when are you
going to do 57 goals throughoutthe year?
She was like I can, and she'sthe tenacity person.
(24:20):
I was like okay, we'll checkback in.
I want you to choose your top15, though, for us to like
release it.
And so that's just kind of howour team has worked.
But that's what I stepped intois doing that direction role of
and I love it Like I lovesetting all those things.
I love setting the meetingagendas.
And I love it Like I lovesetting all those things.
I love setting the meetingagendas.
I love creating our team'sgoals.
Speaker 1 (24:42):
I love just looking at what we're doing next, right,
yeah, you know what you saidwas I'm going to highlight for
the rock stars who are listening.
There were three words that youused that I want to show the
audience how they go together tocreate freedom, and one of them
is freedom.
One of the words is as joy andone of them is giving, giving.
So it was interesting to mebecause I think a lot of times
(25:04):
people think that freedom meansnot having anything to do.
That's not freedom, that'sboredom.
Freedom is working where youget love and energy, like where
do you find?
So that example of when youwere CFO was a really cool one,
because the word you used was Igave her those things to do.
She was unhappy because shedidn't have enough on her plate.
(25:25):
Now, as a quick side note, Ibelieve people are burned out.
All this burnout that's soprevalent in our industry comes
from people doing either toomuch or doing things that aren't
in their geniuses.
So, I could be doing fewerthings outside of my genius and
complain about feeling burnedout and overwhelmed.
And then people who have thatgenius look at what I how little
(25:49):
I'm producing and judge it likewell, what's wrong with him?
He's just.
He just must be weak.
No, I'm working outside of mygenius.
So when we give, when wedelegate a task to an employee
or a coworker in my opinion,who's outside of their genius,
we're crippling them.
But when we are delegating atask to an employee or a
(26:12):
coworker that's within theirgenius, we're gifting them.
We shouldn't even call itdelegation, we should call it
gifting them, because we'regifting them the freedom to do
what they love, which gives thempeace and joy.
And then so, like, in yourjourney, this has been a really
cool masterclass, because youhaven't created space and
freedom.
And then, like, gone fishingSome of the owners of companies
(26:35):
I've interviewed that's whatthey do.
They'll talk about like, oh, I'msnowboarding more, and that
kind of stuff.
In your case, you grew andyou're growing a legacy because
your mom started this business,but you're growing into the
leader that you were born to be,which is, by the way,
beautifully DNA by your mom, butit's also got its own flavor,
yeah, and you're getting accessto tools and techniques that no
(26:57):
one else has.
So it's fun because, like Itold you before we hit record,
I've created freedom throughmultiple companies and I keep
filling it with more things thatI do, but every time I do it's
because of love.
I love what I.
I'm getting so clear that whatI want to do I never want to
retire.
I you know, and I want peoplewho are hearing this kind of
shifting their mindset aroundfreedom, because that's what
(27:18):
you've done You've createdfreedom to grow, to become the
leader of this legacy companywith others.
By the way, it's never alone.
You've got Taylor, you've gotthis wonderful team, so I love
that you're there.
Let's talk about, let's shiftgears just a little bit.
Tell me about somewhere in yourbusiness that you feel you're
limited, somewhere in yourbusiness that maybe feel you're
limited, somewhere thatsomewhere in your business that
(27:39):
maybe feels prevents you fromfeeling free at this point.
Speaker 2 (27:43):
It's like it's interesting.
I think the only thing that Ireally don't like about my job
is emails.
Speaker 1 (27:50):
Got it.
So communication.
How many hours a day are you onemail?
Speaker 2 (27:56):
Well, many hours should I be, or how many hours
am I, because they're two verydifferent things.
Oh, I like hate it so much thatI just I don't.
I do it like once or twice aweek, because no, that's not
good.
It's tenacity, it's a tenacityway for sure yeah, and I like
yeah, it's tenacity for sure,and so it's like I tell people.
(28:18):
I'm like, like in my executiveteam and in my billing team,
which are the two teams that Ilead, um, I'm like if you need a
response, you need to text melike like if I don't respond
your email like, but it's justlike I probably didn't see it
because I didn't look, um, andso I'm like, if you need a fast
(28:42):
response, like I need you totext me, like that is, I need
that from you, um, and yeah, itis tenacity, it's also just.
I think it's also galvanizing,which is my lowest, and actually
my lowest are gal like.
Yeah, so I think it's like allthese things of like actually
getting people and likeresponding in a way that's like
positive and answers theirquestion and keeps everything in
(29:04):
the right direction, and notlike if all I had to do was just
answer the question bluntly, Iwould have no problem doing it
yeah, but to rally the troops?
Speaker 1 (29:12):
if you were on stage with your entire company and
you're selling them on a newdirection for your, for your
company, you'd be like get meoff stage.
Speaker 2 (29:19):
I don't want to do that, oh, yeah, for sure, um,
but also, like, even in an email, like trying to get someone to
like read it in the right toneand like make sure it's
communicated in the way wherethey like understand how it's in
alignment with what we're doing, I just I those take forever,
like those just really are hardfor me, um, and so, yeah,
email's like the only thing Idon't like doing, that I
(29:43):
constantly try to think of waysthat I can like get out of it,
make that better, you know, okay, um, because it's not the
simple emails, it's like theones that take time to respond
to and research and all of that.
Um, but yeah, so I'd say likethat's the only place that I
right now feel like I needfreedom from.
(30:04):
But everything else that I docurrently I truly love and I
know I work more than 40 hourslike I'm in that role, but I've
been in the CEO role for sixmonths, and so working more than
40 hours to me is like myenjoyment of learning how to do
it and learning what thisbusiness is, and learning from
(30:24):
my mom like what she wants thedirection to be and why she's
done things the way she's doneit.
So to me, that's not like anarea that I need freedom right
now.
I'm sure in the future, if Istill am there in two years,
I'll have a different feelingabout it, but right now I feel
pretty like I'm putting a lot oftime into it and it's worth it.
Speaker 1 (30:47):
That's so great.
I love that answer Because weall have those things that we're
feeling.
If we're not feeling limitedsomewhere, we're not trying hard
enough.
I think we think those areasare invalidating, like oh, we're
still doing this, but it's like, no, we're all trying to break
free of those things, but oncewe break free and we progress,
we got more things that limit us.
Yeah, so in your case, what arethe tools and technology that
(31:10):
you use that frees you up?
You know email is like theworst thing for you.
Do you use any technology tohelp you?
Speaker 2 (31:20):
Yeah, like the worst thing for you.
Do you use any technology tohelp you?
Yeah, so I, I use I, we usegemini, so we use google
workspace, um, and gemini islike the ai tool within that um
which is getting so good.
Speaker 1 (31:29):
They they started a year ago at the bottom, but
because it's google, they'regoing to pass chat, gpt and then
blow them out of the water.
Speaker 2 (31:35):
It's what a lot of people are saying yeah, it's,
it's really, it's fun to use andtaylor and I have like used it
since the beginning and so itlike.
It says that it doesn't learnyou, but I don't believe that,
because the words it uses now,versus what it used to use, is
so in alignment with what I howI speak, and so if I want
(31:56):
something, I'll like write justthe bullet points and I'll be
like make this in alignment withour core values, and here's our
core values, and then it'lljust like use that wording to
like write the email.
Um, that's awesome and and Ithe way I've like learned it is
the Gemini app on the phone andI sign into it with my work
email, which is important, butmore in the details.
(32:20):
But I use the Gemini app on myphone and I'll just be like how
do I get you to do this?
Speaker 1 (32:25):
Because you can talk to it.
So you ask AI to teach you howto use it.
Speaker 2 (32:28):
Yeah, yeah and so and I think that's like been so fun
because, like, what Geminicould like you said what Gemini
could do a year ago was solimited.
Now you can like put it intoGoogle Sheets and be like, hey,
summarize all this data for meand it'll give you a bunch of
different ways that itsummarizes the data.
Speaker 1 (32:44):
How do you put it into Google Sheets?
Speaker 2 (32:46):
It's just like if you have the Gemini through Google
Workspace, there's just like athing that you click that says
different ways to use Gemini.
You know it's funny, I.
You know it's funny I haveGemini.
Speaker 1 (32:55):
I use Google Workspace myself, but I'm so
heavy into chat GPT I didn'teven realize I've seen that
button.
I'm going to pull up aspreadsheet where we're talking
right now, just so I can walkyou.
So, as you're talking, I can dothat.
Speaker 2 (33:07):
I might have to do the same thing with you because
I can't remember exactly how Idid it, but you can go through
and, depending on what data youhave I know someone else was
talking about how they use it tocreate their calendar in Google
Sheets and they'll take thetasks that are in their task and
be like, put this into mycalendar and it'll create a
(33:28):
calendar.
But yeah, so you could likelike, if you click on that top
right next to your face, it'llsay, like generate a chart,
analyze insights.
What can Gemini do in GoogleSheets?
Like, and you can just like,learn it and so any like google
sheet I make, I just do it.
I do all the things that jimand I will do and figure out,
like what it's going to do forme and how I can use that and if
(33:51):
I should put more things intogoogle sheets so that I can use
that.
Speaker 1 (33:55):
um you were actually really heavy into ai, then I
mean, you're using one mainproduct so far as I talked about
, but it's the way that you'reusing it is fairly frequent.
And so I pulled up.
I pulled up Google slides andGoogle sheets and it's
interesting because there's abutton there on the right that
says find out what Google Geminican do for slides, and it can
(34:17):
generate images, generate newslides.
I can say what kind of slide Iwant and it'll create it.
Summarize presentations it canactually write the slide.
It can actually create yourpresentation for you.
Holy cow, I feel embarrassedthat I didn't know that.
And then, on the slide, oh, goahead.
Speaker 2 (34:33):
We just did that Like our orientation.
We created a new orientationdoc and we were like, put this
in, like create a slideshow,because we were working on a
working document we call it theworking document um, but we
created a new tab in there andwe were like, take this tab and
make a slideshow.
So they did that and then theyhad the whole slideshow as a as
a lead therapist team created inlike 35 minutes see that's
(34:55):
insane.
Speaker 1 (34:56):
and then like spreadsheets I love spreadsheets
, but I'm just not realizing howI am not.
I am not, um, I'm spending waytoo much time building them out
or even reviewing them and so onand so forth Like I've got oh
man, this is open.
So, guys, I don't know if rockstars are home or opening up
their minds to this, but, likethis shows about me at this
point, cause I'm so excited tosee how I'm gonna start
leveraging Gemini, they me atthis point, because I'm so
(35:18):
excited to see how I'm going tostart leveraging Gemini they're
doing video automation now,where you can create videos that
you can use for marketing.
I had a video.
I'm turning 50 next year, so Icreated a birthday invitation of
a bunch of scenes of like onesin African safari, where the
gorilla turns and invites peopleto the birthday party.
So it's like the opportunity.
Speaker 2 (35:34):
if people aren't spending time educating
themselves on AI a little bitevery day, they're missing out
on a massive wave of opportunityyeah, and I would like, I would
highly suggest because I usedto like read about it and all
that stuff or watch youtube Iwould highly suggest just using
gemini to learn about it.
Like ask gemini, like what canyou do here?
How do I use you this way?
(35:54):
How like, and there'll beanswers.
It'll be like I can't do thatright now and I'll be like okay,
well, good to know, like it'snot gonna matter what research I
find you can't do that and I'llask the question 17 different
ways to see if they're justwrong and they can do it.
And sometimes it is like,sometimes it's like, oh, if you
give me that information, then,yeah, I can do it.
Speaker 1 (36:12):
Um, and so it's weird how it can be wrong.
I, my, my, my, my buddy, who'sa?
He's a, he's a genius, he ownsa tech company, he's using AI at
a level that, like, I'll neveruse already, and he was telling
me about this thing called theone-off you know concept, where
it's like, yeah, it's not likeyou're Googling it or using a
calendar, it still makesmistakes.
He goes and he showed me Idon't know which platform it was
(36:33):
, but he, he said to spell theword strawberry and he spelled
the word strawberry and itmisspelled it.
He goes this I forgot it wasgemini or whatever.
He's like that.
For some reason, this platformgets it wrong.
But when you say, hey, youmisspelled it, they go oops, you
caught me.
And then they correct it likeit's it's.
It's really fascinating howit's oddly off in some weird
ways, when it can do all theseother amazing things so
(36:53):
beautifully yeah, yeah, um, yeah.
Speaker 2 (36:57):
So that's that's kind of, but I use it in my emails
and I'll be like, oh, thatsounds too formal, like can you
write it this way, or thatsounds whatever, and so I'll
just like I do use it to answera lot of my emails.
What it can't do is like getinto my real desktop and pull up
the specific spreadsheets andall that.
So it's like those are thethings that take more time, and
maybe it's just because I haveso much of it automated that I'm
(37:18):
like why do I have to do this?
Speaker 1 (37:22):
I like the fact.
You know, steve, I forgot whoit was.
Some famous leader said oh, itwas Bill Gates.
He goes.
I like to hire lazy people forleadership because they're so
like they just want to do it aseasy as possible and they find
the best ways of doing it.
I'm not calling you lazy, I'mjust saying like no that would
be me?
That would be me.
I want to find the simplest wayto do that, so okay, so what
(37:42):
other AI do you use?
Any other AI?
I mean, that one thing is huge,but do you happen to have any
other AI tools or things?
Speaker 2 (37:48):
that you use.
Yeah, we only have a fun timewith it.
So we are actually would belike taylor does a lot more
about this.
But we actually helped a ainote check company create their
ai for that.
So we were meeting with themand so we got free ai note
checking for like a year becausewe were their bet data.
(38:08):
And then, when it came down tothe cost of it, we were just
like we don't feel like that'sworth it.
Um, for what, like?
For how often we have we don'treally have a lot of rejected,
and so we were like it's notworth that amount for us, but it
was fun to like see what itcould do there.
And then we use Our platformthat we use for communication.
(38:31):
It's called Infinity.
It has AI within it and it hasautomations within it that use
AI, and so we use that toautomate a lot of our processes
so it notifies the right personat the right time.
Trying to think what else?
Speaker 1 (38:46):
So Infinity is a communication software.
Is it like Slack or one ofthose?
It's more like Monday.
Oh, got it.
So Monday is a task organizerand it has, like, some
automations, but you use it formostly communication and
automate some of those tasksyeah okay yeah also, but it also
has like an ai feature in there.
Speaker 2 (39:06):
You can be like create a board that does this um
, and it will help create that.
Uh, I will say, I think thething about ai is you have to
learn how to use it and it hasto learn you yeah and it's and I
tell what I tell everyone islike it's like a relationship,
not a computer, and so you haveto like develop that
relationship and create like.
(39:28):
It's going to make mistakes,it's going to like not get what
you were saying, but you have tolearn how to communicate with
it, and the way you do that isby communicating with it and
just asking it questions.
Speaker 1 (39:38):
Yeah, it's funny because I find that when I'm
doing coaching groups now,rachel, I spend a lot of time
teaching people how I use my AIand it's to your point, I've
used it so much that when I askfor it to do something now
because it has this database ofall my preferences how I operate
, my purpose, my, you know, mycompany, my personal purpose,
(39:59):
vision, values, like all ofthose details are so baked in
that when I go in there and askit for advice, it is so like
people look like what did yousay to it to get that kind of
result?
Like it's not what I said inthis question, it's what I've
been saying for the last year,day in and day out.
So it's a muscle we have tolearn to use.
We decided to create a newavatar or or an ideal client for
(40:21):
my company, and it alreadyremembered everything we've ever
done in marketing.
And when I asked for who theideal client was because we were
deciding between one, a certainsize versus a different size it
was like, dude, you only?
It told me like you have tofocus on this particular size
now because you don't have thesethings in place.
So you get this here by doingthis and then you get there by
(40:44):
doing that and, like, I mean, itgave us a road map that I
probably would have spent easilyfive figures on and it did it
in like 10 minutes and I justremember going oh, my, my
understanding of what this canbe used as is expanding, but
only proportionately to my useof it.
Yeah, so you're very big on ai.
(41:04):
I think it's very interestingbecause you don't have virtual
assistance, which I love because, again, I want this to be a
very like neutral piece of this.
So those are the two fastestgrowing trends in healthcare.
You are so advanced, more sothan most of our clients who've
been on this podcast.
We're on the second half offilming these episodes and,
rachel, you guys are moreadvanced than the vast majority
of the people I talk to.
So why is it that you guys areso advanced in there but you're
(41:27):
not looking at VAs at this point?
Is there any concerns that youhave with VAs at this point?
Is there is there any concernsthat you have with vas?
Speaker 2 (41:36):
or what's your, what's your thought process when
it came to virtual assistants?
Um, this might not be a goodanswer, but the art, the reason,
I think we don't.
So we did try, like doing anexecutive assistant, and what we
realize is just that's notwhere we're focusing our time,
because it's just the same thing, right, like with ai.
I like have conversationsthrough that gemini app with ai
(41:59):
at 10, 11 o'clock at night whenI can't sleep and I just am like
learning it and it's like myfun way of learning it, like I
truly enjoy it.
It freaks me out and I enjoy it.
Um, whereas with virtual, whenI had an executive assistant for
a little bit, it was like shewas amazing.
She was like absolutelyincredible.
She's super, super smart, um,and she would do things at a
(42:24):
super high level, but I justdidn't have the time at that
point to give to her to reallybe on her time.
Ai, you can do whatever, but hertime is when, during her
clocked hours yeah, and whichwas during my clocked hours,
which are already filled withthings, right, um, and that was
like during my transition intothe role of ceo and that was
like an idea I had like what ifI do this to help, like free up
(42:46):
time, um, and I just realizedlike that's not what I can do
right now, but I fully believeit's something I will have in
the future, some kind ofexecutive assistant, whether
it's virtual or around here.
Um, I will have some kind ofexecutive assistant, I think, in
the future, because I alwayswant to treat and be ceo and
that just is going to mean Ineed more like manpower to do
(43:10):
the things I'm doing, rightyou're open to it, but you're
saying, with your limitedresources, you chose AI because
it's more.
It's more workable for your,your situation yeah, and I think
like it's more workable and Ithink there's going to be so
many different ways to utilizeit but, if you get behind, it's
going to be really hard to catchup, um.
So I think that's the otherthing is, me and Taylor talked
(43:33):
about that a lot it's like wecan't get behind this.
We have to like focus on anddecide that this is important um
, at least for a couple of us touse on a regular basis, and
that has kept us at least in themidst of it.
We don't have a bunch ofproducts.
I don't think we ever will,because I fully believe that
gemini will build out all ofthose products, but it will not
(43:56):
be.
But that's my own belief.
I have no proof of that.
I just believe that it will allbe able to be in one product.
That I just want to keeplearning through gemini, because
that's what we use for ourworkspace, right, um, and so
that's integrated intoeverything we do.
Um, but yeah, I, I do think.
But I think virtual assistantswill go away if they're not
(44:18):
using AI, so they have to stayon the forefront of it as well.
So because if I have a virtualassistant who's going to take an
hour to write an email when Iknow AI could have done it in 10
minutes, I'm going to be like,hey, you need to be doing that
faster.
So I think it's kind of AI isgoing to be part of virtual
assistants.
Speaker 1 (44:40):
This has been one of my favorite episodes so far this
season because your process.
First of all, you're one of thepeople who's the furthest,
along with artificialintelligence, so you have a
different perspective than mostpeople, and I'm going to say
something that I think myaudience will prove to my
audience that I am legitimatelysupporting.
What's best for them Is that,based on what you just said, I
(45:03):
am of the firm belief that ifyou had to choose between
virtual assistants or AI for atiming of adaptation I'm not
saying which one is better, I'msaying, if you had to choose one
to get into sooner, ai is theway to go, and I own a VA
company.
So it's interesting because, toyour point, if you had to pick,
if you could only pick one ofthose routes, I think AI does
(45:25):
get preference in the sense that, like you got to start adapting
now, you got to pivot now, orcause VAs are going to pivot
with your knowledge of it, vasaren't going anywhere.
Ai is ai is going somewhere veryfast.
So if you know how to leveragethat later, you can always tack
on the vas.
Speaker 2 (45:41):
But if you do vas but you're not looking at ai,
you're going to get left in thedust truly, I think vas will
optimize ai, like, yeah, vaswill give you the ability to
optimize your use of AI, and thefact that everything can be
virtual is very clear at thispoint.
So, yeah, I think that's kindof where I'm at right now is
(46:02):
just my time.
I needed to focus on leadershipdevelopment and our team
development and things like that, and developing an executive
assistant and taking the timenecessary to make them feel
successful.
Speaker 1 (46:13):
Yeah.
Speaker 2 (46:13):
Just wasn't in the cards at that point.
Speaker 1 (46:16):
Yeah, I love it.
I love it.
I mean, ideally people couldleverage both.
Or, if they're leveraging a VAto free them up to spend more
time on AI, that's different,but at the end of the day, when
you're looking at that, so it'sfunny because we're going to
finish on a question that youdon't know is coming and I
already know the answer based onwhat you said.
But, rachel, this has been sucha phenomenal discussion, let's
do our rapid fire, our rapidfire questions.
You ready?
(46:38):
Yes, so don't worry, rapid firedoesn't mean you have to answer
quickly, it's just we're goingto go through them pretty fast.
What's a book that's blown yourmind?
Speaker 2 (46:46):
I guess it's the book and podcast would be Working
Genius.
Speaker 1 (46:52):
I can't recommend both of those enough.
The six working genius book isamazing.
Please check out PatrickLencioni's work.
He is the most influentialauthor in business according to
his success on five dysfunctionsof a team.
Okay, rachel, top time saverhack.
It might be something you'vealready mentioned.
Speaker 2 (47:10):
Yeah, I think, in my honest opinion it's someone
cleaning my house unashamedly.
I have somebody who comes andcleans my house and that means I
don't have to do it and then Ifeel less bad about working more
.
Like I feel I feel fine aboutworking more because someone
else, like, does everything inmy house.
Speaker 1 (47:27):
Um, that's a big, big .
I love that share.
That's important for people tohear do if you don't love doing
it.
Don't do, no matter what kindof cultural shaming your old
parents used to give you.
Yeah.
Speaker 2 (47:39):
And honestly, it's funny because it comes from my
mom.
She always it's.
When we grew up we had someonecleaning the house and she would
always tell us and everyoneelse I told your dad, I married
him, I will always work enoughto make sure somebody else can
clean my house, have to makesure somebody else can clean my
house.
So it's like it comes from herand it's like, yeah, I feel like
(47:59):
that's something and the personthat does it.
I absolutely adore her and it'ssomebody that we're close to as
a family.
She cleans my house and mymom's house and my brother's
house, and so we're close to heras a family and she's
incredible at what she does anddoes it in half the time and she
loves it.
Speaker 1 (48:15):
I mean, that's the thing she loves it yeah, so it's
just.
Speaker 2 (48:19):
It's one of those things where it frees up
probably 10 hours a week for mebecause she does all my dishes,
all my laundry, everything, um,and so I have 10 extra hours of
time to do whatever I want to doin my free time In my role at
the clinic.
I would say my team and AI, butasking that question to both, I
(48:41):
think I really think like askingboth my team and AI, when I
have a task I don't want to do,of being like hey, if I was to
take the time to teach you howto do this and you had the
freedom to do it the way thatyou felt was best, as well as
the time made for it, who wouldwant to do this?
(49:02):
And I think that is like thequestion I've learned to ask
because of going through workinggenius of like I just ask
because if there's somebody elsewho's like, if you give me the
time, I'd love to do that and Ihate it, then how I I don't need
to do it.
Um, so yeah, I'd say that'slike my biggest time saver hack
(49:24):
is just asking okay, what's onetime saving, time consuming task
that you secretly enjoy?
I guess setting my calendar Ilove like, like at the beginning
of the week, setting mycalendar up of like what I'm
going to prioritize that week issomething that takes an hour or
two for me but I really like it, Like I truly enjoy doing it
(49:47):
and I just do it leisurely on aSunday and yeah.
Speaker 1 (49:50):
Okay, I love this is one of my.
That's one of my favoritequestions, by the way, cause
there's like this love of like Ilike stats or I really, oh,
that's something I love, buteveryone knows it, they.
Speaker 2 (49:59):
I have gotten two different like mugs that say
like uh, it's like an excelsheet around it, wrapped around
it oh no, it's a mug and at-shirt, but it's like an excel
sheet and it's like freaking thesheets, because my whole team
knows that, like, excel sheetsare my love language, I put
everything into an Excel sheet.
That's funny.
Speaker 1 (50:18):
And that's why you love Gemini, because Gemini puts
your love into the spreadsheetswhile you're doing all the
spreadsheets, all right.
So what's the latest thing thatyou delegated?
Speaker 2 (50:27):
Payroll.
Speaker 1 (50:28):
Payroll.
That's a big one.
Speaker 2 (50:30):
Yeah, that used to take me like six hours every
other week, and now I check itfor 30 minutes and that's it.
Speaker 1 (50:37):
Yay, all right.
Final question this is thequestion of the whole season and
the honest answer, rachel, isit AI or is it VA?
Speaker 2 (50:50):
I'm going to go to go AI because I think everyone
needs to use AI.
I think VAs are something thatare super, super beneficial, but
they also need to use AI.
Speaker 1 (50:57):
Love it.
Okay, well, seth, our videoeditor, who is also our creative
specialist at Virtual Rockstar,he's doing this episode.
I don't know where we are inthe tally, so, seth, please put
that on the screen for those whoare watching the episode.
There is the current tallyRachel, it's been a treasure to
have you online.
I thought this has been such afun AI based discussion about
(51:18):
freedom, as well as thisentrepreneur journey of someone
creating freedom from withinsomebody else's company.
Also, we hit some major pointsaround um family-based
businesses, which was a veryunique flavor that I loved.
Tell me what would be yourparting thoughts as we conclude
this episode.
Speaker 2 (51:36):
I think something I've learned is like find a way
to enjoy it, Because I think weall are going to work a lot and
I don't think that work is badif you find a way to enjoy it,
and a lot of times that'screating.
For me, I think that's creatingthe right team and having the
right team that really justinterconnects together well.
But if you don't enjoy it, thenyou're going to resent what you
(52:00):
do and who you do it with.
Speaker 1 (52:02):
Goes back to that six working geniuses.
Find out where your geniuseslie and then only do those
things because they feed yoursoul.
I love that, Rachel.
Thank you so much, so much forbeing on the show.
It's been a pleasure to haveyou on.
Thanks for tuning into theWillpower Podcast.
As always, this is WillHumphries, reminding you to lead
with love, live on purpose andnever give up your freedom.
(52:23):
Until next time.
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