How to Find Freedom by Putting People First with Bob Herrmann

Join Will Humphreys on this insightful episode of the Will Power Podcast with special guest Bob Herrmann, a pediatric therapy practice owner. Bob's journey from a childhood entrepreneurial spirit to co-founding a thriving pediatric therapy business with his wife, Lisa, is a masterclass in purpose-driven leadership.

Bob shares the defining moments of his career, including the Great Recession's impact on his business and the pivotal decision to focus on a single venture. Discover how he and his wife harnessed their complementary strengths, her clinical expertise and his business acumen, to build Team For Kids.

Learn why Bob believes in a "people-first" business model, where investing in your team and fostering their growth creates a powerful, self-sustaining culture. He reveals the incredible story of Kayla, who rose from a part-time therapy aide to the Operations Director, showcasing the magic of delegation and trust.

This episode is packed with actionable insights for entrepreneurs and leaders looking to scale their businesses without sacrificing their freedom. Bob discusses:

• Pivotal mindset shifts: Embracing the idea that your best ideas may not always be your own and the importance of humility.
• The power of a "people-first" culture: Why focusing on your team as your primary customer leads to better patient outcomes and financial success.
• Technology for liberation: How AI tools like ChatGPT, Trainual, and Raintree have automated processes, saved hundreds of hours, and created an "easy button" for his team.
• Balancing work and life: Bob shares his personal story of rediscovering golf with his sons and the value of intentional family time.
• The future of business: His perspective on the synergy between AI and virtual assistants (VAs) and why he sees them as "power tools" that enhance, not replace, human potential.

Bob's story is a powerful reminder that true freedom isn't about avoiding work, but about creating the space to do what you love. Don't miss this episode!

Send us a text

Virtual Rockstars specialize in helping support or replace all non-clinical roles.
Learn how a Virtual Rockstar can help scale your physical therapy practice.

Subscribe here to our completely free Stress-Free PT Newsletter for your weekly dose of joy.

Episode Transcript

Speaker 1 (00:05):
Welcome back to the podcast.
Today's guest is living proofthat when you grow up in Arizona
with a Jersey attitude, an11-year-old hustle can lead to
something amazing.
Meet Bob Herman.
He's a CEO and that stands forChief Energy Officer of Team 4
Kids Pediatric Therapy.
Bob's entrepreneurial fire waslit by a baseball coach and he's

(00:25):
been swinging for the fencesever since.
Alongside his wife, Lisa, hebuilt a practice that now spans
across Arizona, servingthousands of children in
Arizona's West Valley.
And, while his business isbooming, his favorite part
Watching kids laugh and play inthe clinic, because therapy
should feel like recess withresults.
So, from mindset to mission,Bob's story is all about the

(00:48):
power of smart adjustments, theones that most people ignore,
the same ones that lead to bigwins.
So grab your glove and getready.
This episode is going to be agreat one.
Well, Bob, thank you so muchfor being on Willpower.
I am so excited about ourepisode today.

(01:11):
So tell the audience a littlebit about yourself and your
business and really the passionbehind it.

Speaker 2 (01:16):
Yeah, thanks, will.
I'm excited to be here as well.
My wife and I, lisa or sorry,my wife, lisa and I we started a
uh about 22 years ago.
I've always had anentrepreneurial spirit.
Actually, that goes back towhen I was little and I was on
an all-star team and I remembersitting there with the player.
His dad was the coach and Iasked his dad.
I said you know well, how is.

(01:37):
How is your dad out here in themiddle of the day coaching
baseball?
Yeah, and he goes oh, my dad'sa business owner.
I really didn't think of it.
And then he had a party at hishouse.
And now this is growing up inJersey.
So the guy is out there duringthe day coaching kids in
baseball.
We get to his house and back inthe eighties in Jersey, if you
had a swimming pool, that waspretty cool.
But this guy, his pool wasn'tabove ground, it was in the
ground.
Oh, wow, and he drove a TransAm.

(01:59):
So here, I am.
I'm an 11-year-old, I'm livingin Jersey and this guy is my new
baseball coach and all Iremembered was he owned a
business.
So I always had thatentrepreneurial spirit growing
up, and so when Lisa graduatedfrom grad school, we sat down.
I've always been a veryrisk-adverse I'm sorry
risk-tolerant.

Speaker 1 (02:18):
I was going to say you seem like a very tolerant
risk, yeah risk-tolerant.

Speaker 2 (02:27):
She's always been risk adverse and I said, hey,
let's start a home healthcompany.
She was working in the schoolsfull time doing home health part
time and she's like you'recrazy, I'm not doing it.
And finally I said, hey, I'vegot my business doing
investments and you know, andfinance and insurance.
And and she said I, she didn'twant to do it.
I finally talked to her and Isaid just start the business,
I'll help you.
So I helped her and about a fewyears went by.
We decided, okay, now we bothown businesses, let's start a
family.
You know, it's a great thing todo.

Speaker 1 (02:48):
So we said okay, let's add a new home business to
the two businesses.
Yeah, another home business.

Speaker 2 (02:51):
And so I realized at the time that, working in
investments, I always toldpeople that if your goal is to
retire in life, you want totravel down that road together.
Yeah, if you're married.
We were married.
One team, one dream.
And I realized that here we were, in two different vehicles.
I had my business, she had herbusiness, we're starting a
family.
And I sat there and said, okay,since she was a little girl,

(03:14):
she wanted to be an occupationaltherapist.
I didn't want to take that awayfrom her, but I said we need to
focus our efforts on onebusiness.
So I put my investment stuff onthe side, on the back burner.
I kept my licenses active for afew years, but then we really
dived into.
Okay, here we have thispediatric home health business.
Let's identify what ourstrengths and weaknesses are and
let's go after it together.

(03:35):
And we did that.
I focused on the back end, Ibecame a master at the
scheduling and the billing sideand she focused on the front
side of the patient care.
And once we put our headstogether and focused on and I
feel like this works in businessand in a marriage we've never
looked at each other'sweaknesses and put each other

(03:57):
down.
We've looked at each other'sweaknesses and used our
strengths to support them.

Speaker 1 (04:01):
Interesting perspective, because that's a
dramatic difference If you haveany relationship and you're
working as a team whether it's ahome team or it's a work team
understanding that, like, I'vegot things to contribute, but
they do, and that we want themto be alternate.
We don't want to have the samestrengths.
It doesn't really help eachother in that regard.
Remember, freedom isn't justpossible.
It's kind of the point.
If this episode helped youlaugh, learn or at least cancel

(04:25):
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.
You've earned it.

Speaker 2 (04:41):
We took each other's strengths.
Like I being a scatterbrain,she's misorganized.
She's never once come to me andsay you're scattered, what's
wrong with you?
She just helps me with that andthis, and so, being able to do
that, we started the home healthbusiness to continue to grow.
Uh, but then the greatrecession hit and this is like
2007 ish yeah.
Our, our, our, um, our incomedropped by about 75% over 90

(05:04):
days.
Wow, Because all of our eggswere in one basket with this
home health company as onesingle payer in the state, and
so we started identifying.
Okay, at that time, now ouryoungest son was just born and
we, so we started to look aheadand I said, okay, once he gets
to kindergarten, we need to dosomething different.
Yes, and so that's when westarted looking.
We lived out in the West Valley, started looking at different
options.
I said, ok, let's actually openup a brick and mortar pediatric

(05:27):
therapy practice.
There really wasn't anything inthe West Valley area, and so,
in 2013, we opened up Team forKids.

Speaker 1 (05:34):
I didn't realize you'd only opened up in 2013.
Yeah, amazing, yep.

Speaker 2 (05:39):
And you know we never had the goal to set out.
Today we have seven locations.
We see 13,000 kids a month andit was never our goal to be the
biggest privately owned you knowpediatric clinic in Arizona.
It was never our goal to haveseven locations.
Like, if you had told me backin 2013, bob, you're going to
have seven locations and see13,000 kids a month, I would

(06:01):
have told you you were crazy andthere's no stinking way I'm
going to do that.
It didn't sound fun back then.
It didn't sound fun, becausewhen your business is small and
you're starting out and you'reputting in 60 to 80 hours a week
and you're grinding the thoughtof doing that times seven just
isn't possible.
But people don't realize thatas you grow a business the right
way, your freedom, independence, compounds and grows with it.

Speaker 1 (06:22):
That's a great point because, bob, as we, as we look
at growth, freedom is abouthaving the space to do what we
love.
And in the book, buy back yourtime, uh, Dan Martell talks
about how he helps people getfree who are just drowning in
their businesses.
And once in a while he'll talkto an owner.
I'm like he's like, what didyou do today?
He's like, dude, I just Isurfed all morning.
I've got no plans this week.
And he's like, well, no, you,you missed the point.

(06:43):
Like the point of havingfreedom is to fill it with what
you love doing.
And that's what you were sayingis that you were able to find a
love for growing to sevenlocations in that like
progressive kind of way, becausewhen you were doing what you
were doing at one location, thatwouldn't have been freedom,
that would have been hell it was.

Speaker 2 (06:59):
We were.
You know, lisa was treatingliterally open to close five
days a week.

Speaker 1 (07:03):
Yeah.

Speaker 2 (07:04):
And you know.
But through all that, as muchas we worked, we still had time
for our boys.
You know we both coached themin baseball and football the PTO
president at their school whenthey were in kindergarten and
third grade Right.
And that was during starting thebusiness.
So you know, we always madesure that we worked hard and
played harder, sure, and I thinkthat one of her greatest
strengths is her time managementand ability to stay focused to

(07:26):
tasks.
That I used to fight it Like Iwould.
I would always.
You know, I don't want somethumb over me, I'm a business
owner, I'm Mr Wild and free, butthen I realized I embraced her
strength of having that thatfocused, of being able to have a
schedule and task oriented iswhat made us successful and to
this day, you know, without hernone of this ever would have

(07:46):
happened.

Speaker 1 (07:47):
There's so many episodes that we could do.
Bob Cause, one of the thingsI've appreciated about your
business is the culture thatyou've built, the team I've
gotten to know your team.
They're just phenomenal people.
Kim, jessica, like all theseamazing people, your boys are
phenomenal.
I just I think it's and you'vegot so many other projects that
you're doing it's not likeyou're doing just one thing, but
you still have time to travel.

(08:08):
You still have time to coachyour boys, you know, or help
them build a masonry fireplace,like you did recently.
Like there's this balance thatyou have that I think everyone's
kind of looking for whenthey're listening to this
podcast, for the most partbecause they're in this stage of
like.
They think of freedom as binaryI've got all.
I can't breathe at all, or I'vegot so much time I don't know

(08:28):
what to do with.
You're a proponent of creatingspace and then filling it with
things that you love and growingit, and so I think part of the
magic of your company is thefact that you and your wife are
so complimentary that you havethat ability, cause I think
where a lot of people get stuckwho are listening to this is
that they're alone.
You had your wife as aclinician and you were the
business end of it initially andnow you're both a lot of things
, but but that's pretty powerfulstuff for you.

(08:50):
So let me ask um, what for you?
What's the passion behind it?
What's what drives youpersonally around this?

Speaker 2 (08:57):
Drives me is watching the people around us grow.

Speaker 1 (09:01):
The team, the team which is where your culture
comes in.

Speaker 2 (09:05):
When I, whenever I around us grow the team the team
which is where your culturecomes in Whenever I come across
a practice owner and they say Idon't want to grow my business,
I always have like a weird lookand they're like, well, I don't
want to, I don't need a big team.
And I always tell them I go, ifyou don't want to grow your
practice, you're being selfish.
You've already gotten what youwant and that's why they
struggle with retention and theystruggle with cultures, because
they're trying to maintain andkeep what they have.

(09:26):
When you look at, you know ourpractice.
Uh, eight years ago we had a.
We had a girl come to us, acollege student.
Her name was kayla and she gaveus a proposal on why we should
hire her as a part-time therapyaid.
She was going to school to be ateacher and we had contemplated
having a therapy aid inpediatrics.
You know it's it's a littledifferent.
You know, when you have a techaid, you know for billing and

(09:46):
stuff, there's no revenue, Right.
And so I was so compelled byher presentation and her letter
and saying why we should hireher part-time.
I looked at Lisa and I said weneed to hire this person and
Lisa's like what are we going todo?
I go everything.
She said, let's try it.
Well, Kayla came on board,worked with us as a part-time
therapy aid, going to school tobecome a teacher A few months

(10:07):
later, said you know what?
I don't think I want to be ateacher anymore, I want to
switch to the admin.
So we moved her into a PCC.
Then she became a receptionist,Then she became our admin
location lead as our teamstarted to grow.
And then from admin locationlead we opened up a second
location.
Now she became our admindepartment lead.
She oversaw every singledepartment.
We grew to three, fourlocations and then we moved her

(10:31):
into the role of.
I realized that as we grew Ihad to keep, you know,
delegating.
That's one of the biggeststruggles of business owners.
They don't delegate.

Speaker 1 (10:38):
No, that's the key to freedom is delegate.
You know, delegation education.

Speaker 2 (10:41):
You have to delegate and trust, and so then, she
moved into the role of ourexecutive assistant, and it was
you talk about giving us freedom, like having someone that we
trust to help with theday-to-day operations of the
business.

Speaker 1 (10:54):
And your lives.

Speaker 2 (10:55):
Yes, executive assistants is very personal,
honestly at the beginning shewas an executive and personal
assistant, like she was runningerrands for us.
Now we have both.
We have an executive and apersonal assistant.
So Kayla became our executiveassistant and I realized after
every year, in December at least, when I sit down and we make
our goals for the next year, welook at our organization, our

(11:15):
board and say, okay, what'sgoing on in our company, what do
we need to improve, what do weneed to adjust?
And I looked at all the jobsthat Kayla was doing and I said
to Lisa I go, she's not anexecutive assistant, she's not
an executive assistant, she'sour operations director.
Wow, everything that she wasdoing from like she negotiates
all of our.
Every year.
She gets us higher rates You'vegot to be kidding me With
insurance companies.
She handles all of ourcontracts, everything.
She does all that, all thebooks.
She's the one that communicateswith our CPA.

(11:35):
I said she's the operationsdirector, so now she's the
operations director of thecompany.
She sounds amazing.
Started out as a part-timetherapy aide, but that's what
motivates me in our business iswhen I can have someone like.
Being able to create moreleadership positions is my
motivation.
We have the dream life.
We have everything we need.
When people ask me why do youwant to grow more if you have

(11:56):
everything, I go.
I never did it for me.
It was never for me to becomethe largest clinic in Arizona.
It was to be able to give back.
Yeah, jen, who is our clinicdirector?
We she worked for us part-timein home health before we even
opened up team for kids and Iand I said, at least I go, jen's
the kind of person we want tostart this company with.

(12:17):
So we sat down with Jen and thebuilding was under construction
.
It's in, it's in the summer.
There's no lights, no airconditioning.
It's like the most.
It's the worst place tointerview somebody.
Yeah, you're not impressinganyone.
No, we're sitting at a foldedlike a square table you'd find
in somebody's closet, and chairs, and we sat down and I asked
Jen.
I said what do you want?
You work in the schools, youwork part-time for us.

(12:38):
And she says I'm stuck and Ican't go anywhere.
I want I feel like I can givemore to my profession as an SLP.
I feel like I can do more, butI don't have that avenue Right.
And I looked at Jen and I saidwell, jen, if you trust us, you
already worked for us part-time.
I said my goal is to build thisbusiness to where you can be
that person.
You want to be a clinicaldirector?
And she said yes.

(12:59):
I said well, if you trust usand you come build this business
with us, you will be a clinicaldirector.
Well, she started out as an SLP,didn't know anything out like,
just just treating in theschools.
She then became our speech lead, mastered all different types
of feeding uh, from being fromyou know, from infants to uh
being a lactation counselor.
Wow, grew up, went through ourspeech lead same they pass the

(13:20):
same path as Kayla, our speechdepartment lead and then
clinical director, and Lisa andI were.
We're finishing up.
We have our annual review we'redoing on Monday and Lisa and I
literally spent 20 minutesyesterday trying to find cause
you have to go.
Okay, what are you good at andwhat do you improve at?

Speaker 1 (13:36):
We literally could not find anything for her to
improve on?

Speaker 2 (13:39):
She's just a rockstar , you know?
Clinical director.
We actually had joked and wentback to something when she was
first starting with us.
And we said here's an exampleof why you're a great leader,
because here's something youstruggled with, you know, 12
years ago and you have masteredit.
You're the best at our companyat it now.

Speaker 1 (13:54):
It's so amazing because your passion lies in the
key to delegation and creatingfreedom, which is turning our
heart towards our people as ourprimary customer.
I think that's where cliniciansget in trouble when they are
owners and they don't have a Bobor a business like thought
process, because they see theirpatients as where the end all be
all is, and it's not.

(14:14):
It's the team.
That's the privilege of beingan owner.
I didn't really understand thatas much until I sold my
practice when I sold my PTpractice in 2018, that as much
until I sold my practice when Isold my PT practice in 2018, the
biggest thing that's to thisday that I ache on is the time I
used to spend with thoseexecutive council members, those
five men and women that becamethat family team that would have

(14:37):
taken at least a non-lethalbullet for each other.
Like that is special and itcomes from trust.
My favorite book of all time,speed of Trust, stephen Covey
for business, hands down becauseyou've mentioned it a dozen
times how trust is needed togive to people and then in
return, when you can trustpeople, how they promote.
I mean, my gosh, how many jobsdid Kayla have in your company?
I think you mentioned eight.
How long has she been with you?

(14:59):
Eight years, so oh, eight yearseight jobs, eight years but just
going up, and if the company'snot growing, there's not space
for them to grow.
So you're not out there wantingmore and more money.
You're out there creating moreopportunity and it results in
money.
But you reinvest that into yourpeople.
But you do that by trusting,delegating and realizing that
your job is to help them findtheir next job.

(15:19):
That's amazing.
So your passion is a powerfultool and I'm excited that people
are hearing this, because it'srare for someone to see someone
in your position as you're there.
So how do you see the privatepractice business from an
operational perspective?
Since you're a business-mindedperson, you clearly see this
business differently.
How do you think you see itdifferently is probably a better
question than, say, a clinicalowner.

Speaker 2 (15:40):
I think the way that I've always viewed it is looking
at the long game of the bigpicture of you have to put.
If you put your people first,then the profits follow.

Speaker 1 (15:51):
So people first, people first.

Speaker 2 (15:52):
And when I say people , that is your patients and your
employees.

Speaker 1 (15:55):
Yeah.

Speaker 2 (15:56):
That you should never make a decision based on money.
Okay, you know we, over theyears, you know when we first
started we, we investedeverything.
The business was alwaysself-sustainable from the get go
.

Speaker 1 (16:07):
Yeah.

Speaker 2 (16:07):
But we always, in the first three years, invested
everything back into thebusiness, got it as the business
needed more.
And so I think you know for usto be able to step back, look at
the big picture and the longgame.
You know a lot of times my, myteam jokes with me that I'm
patiently impatient.
You know because you know Iunderstand the long game and you
have to play the long game andbe patient with it.

(16:28):
But then I want my results now.

Speaker 1 (16:30):
Yeah.

Speaker 2 (16:30):
Like once I make it like I will take a long time to
make a decision on something,but then, once I make my
decision, get out of my way.
Yeah, Cause I will run throughwalls to accomplish it and
achieve it.
So you know, being able to dothat, I think, is what is really
what's helped us do that.
You know it keeps Lisa, keepsme grounded and make sure that
you know my wild and crazy ideasdon't go too far off, but yeah.

Speaker 1 (16:52):
You know, I just have to pause here for a second and
just highlight Lisa.
Yeah, you know, it's so awesomefor me to see someone talk
about their partner and spousewith such regard.
You can just feel that, bob.
What does she mean to thebusiness?

Speaker 2 (17:09):
She is the heartbeat to the business.
We are like most people,opposites attract.
If you would have asked her todo a podcast, she probably would
have curled up in a ball andsaid no, thank you.
She's been asked to beinterviewed back in the day on
like radio stations and tv shows, and she would just politely
decline.
It's not her, not her style,but she is the most honest.

(17:30):
Most men, most people say abouttheir partner like, oh, she's
amazing, I love her, but shetruly is the most selfless
person on the planet.
She never asks for anything anduh, and the respect that she
gets from our team.
It's powerful, it's uplifting,because she's an amazing woman

(17:51):
who is 100% selfless.
Not only the business, but herhusband and her two boys and now
three dogs went from two tothree.
Again, my idea, not her tohave- To pick up the stray To
pick up the stray dog that'swandering the streets.
It was tugging at my heart and,just like everything else in
life, she said I believe in youand trust you.
Let's make this work.
She's your ride or die.

Speaker 1 (18:09):
She really is and she brings her own flavor to it.
And really, I think what I wantto highlight just publicly on
the show is that we had lunch afew weeks back and you said the
exact same thing the mostselfless woman you've ever met
and I think that's leadership.
You know, one of my favoritethings I heard once was that the
leader who's the most effectiveis the one who loves the most.
Yeah, and it's something sopowerful because, I mean, that

(18:32):
might not resonate with a lot ofmen.
It's like, oh, that's true, butno, it is.
Think about the football coachor the individual that has the
greatest impact in your life.
Maybe love the individual thathas the greatest impact in your
life, maybe love.
Look like Bert, singeing youreyebrows to say you can be
better, but with other othertimes.
It's service, but, but it'sthat intention to support and
care and have another persongrow.
That's what.

(18:52):
That's what leadership is right.
So she embodies that, and I cansee where the two of you have
created this magic formula andwhy you're so successful in it.
So let's get into freedom,because I think a lot of our
listeners are really wonderinghow do I get to where Bob is at?
And I think one thing you saidI want to highlight to all you
rock stars is it's like eatingan elephant it's one bite at a

(19:12):
time.
What you said earlier I justwant to highlight is if you
think about eating a bigelephant all at once, you just
don't even want to do it.
You couldn't be hungry enoughto care.
But little by little we changeas we grow with these steps, and
then freedom emerges from that.
So what was a breaking momentfor you that made you realize in
your journey that you had tofree up more time?

Speaker 2 (19:32):
I would say the breaking point was being a
little more acceptance of myideas.
Aren't always the best ideasInteresting, I think as business
owners we're all wired a littledifferently, and I think
differently is the PC way ofsaying it.
Yeah, when you say to somebodyrational, hey, do you want to go
work 100 hours a week and bebroke?

(19:53):
Because that's how mostbusinesses start out, there's no
rationality to that at all.
So for me it was accepting thatand it also goes along the lines
with trusting your team thatyour ideas may not always be the
best Right and being able totrust people and understand that
you know they might have betterideas and better ways to do
things, and that's okay andthat's why you have them

(20:13):
surround you.
You know you don't the one lastthing I ever wanted.
I didn't want to have a bunchof yes men or yes women.

Speaker 1 (20:18):
Right.

Speaker 2 (20:19):
And I feel like you know what of yes men or yes,
women, right, and I feel likeyou know what Lisa and I have
built is we now have a team that, if they don't agree with what
we like, we actually require asemployees climb our ladders of
growth, that they have to do apeer review of Lisa and I Really
yes and so, and it's veryhumbling and it's very like we
also part of that process is wemake people come to us with

(20:40):
things they don't like or agreewith, necessarily agree with in
the company, and we have aconversation.
Nine times out of ten we make achange based on what they
recommended.
But yeah, to climb our laddersof growth, they actually have to
peer review Lisa and I.

Speaker 1 (20:51):
Doesn't that take confidence?
I think it exudes anotherleadership quality of confidence
.
When you go to somebody who'sworking on your team and saying
I want to know what I could bedoing better and not have it be
fluff.
I've had that before wherepeople didn't feel safe enough.
They're like, oh, you couldcare less.
It's like, okay, you know, butlike when you have someone go
yeah, when you're this policyisn't effective and you keep

(21:12):
pushing it and I think it'sreally hurting people you go,
Whoa, thank you, but you have tohave confidence.
I think where a lot of insecurepeople show up is they don't
want to hear that stuff.
They're already feelinginvalidated from the many times
they've been quit on and so theydon't want to be open to that.
So that was a pivotal point foryou when you realized my ideas
aren't always the best.
Other people can contribute andshould contribute, and then

(21:34):
they own the idea that theycontribute, which makes it
easier to adopt and implement.

Speaker 2 (21:38):
Yeah, that's awesome.
With their idea, you can holdthem accountable.
It's like Stephen Covey saysyou can't give somebody an idea
and tell them how to dosomething, and if they don't do
it right, it's on you, becauseyou made them do it your way.

Speaker 1 (21:48):
I love that guy, by the way, by the way, speed of
Trust is his son, Stephen Covey,which was interesting.
Okay, so what is something thatyou've implemented in your
practice that has freed you uprecently, like what's something
you've done recently to free youup?

Speaker 2 (22:00):
Yeah, I would say the big one.
It kind of ties back to thelast question of your ideas.
May not always be the best,yeah, 10 years ago.
So we started out doing papercharts, like most practices.

Speaker 1 (22:12):
Just like me, yeah, yeah.

Speaker 2 (22:13):
Nowadays it's a little different.
There's many differentelectronic formats.
So we started on paper charts.
It was extremely efficient.
We, you know.
We went to.
I sent my marketing team out tothe doctor's offices.
We found out what they likedand didn't like in reports and
we designed our reports to looklike exactly what the doctors
want.
It was genius, so smart we.
That's why to this day, youknow, we are the number one

(22:34):
referral source in the WestValley of Phoenix because the
doctors love our reportsthroughout the time.
We've, even now our EMRtailored them to what the
doctors love, our reportsThroughout the time.
Even now our EMR tailored themto what the doctors wanted.
So I had to say, as our companygrew, paper charts went from
being efficient to cumbersome.
Like overnight, my admin teamwas spending over an hour every
single day pulling charts.

(22:54):
Now I was a genius.
I made OT blue, I made speechred, I made PT green, I made
feeding yellow.
So, hey, this is a simplesystem and they would have to
pull all the charts, stick themoutside the room for the
clinician the night before.
So when they came in they hadtheir stack of charts ready to
go.
Right, and it became extremelyinefficient and cumbersome.
All these little things I wasdoing were, you know, we were

(23:15):
billing in this platform, wewere doing a paper chart here,
we were using Google Calendarand I had this bright idea
because, of course, I'm theowner, my ideas are always the
best and I'm going to create myown EMR.
So you create, is that right?
Well, I started to Okay.
Again, it goes back to Bob'sdumb idea, number 2,197.

(23:36):
As a successful business owner,you have to be humble and know
when your ideas are dumb or youdon't have good ideas.
Business owner, you have to behumble and know when your ideas
are dumb or you don't have goodideas.
Well, that was after afterspending $30,000 of and this,
you know, 10 years ago was a lotof money, a lot of money now,
$30,000.

Speaker 1 (23:48):
For sure it is.

Speaker 2 (23:49):
And I didn't have a workable product and I realized
it was demoralizing my team.
Wow, they were gettingfrustrated because I was.
They were the Guinea pig, like,hey, they fixed the bug and
they'd go and use it and itwould crash like a plane without
wings and they'd be like youknow and my team would like come
up.
they looked like they hadbedhead every time they would
use this system and I was like,what am I doing to my team?
Yeah, and I finally had to stepback and go.

(24:10):
I've always been a huge fan ofray crock oh yes, when you look
at mcdonald's.
It's fried dead cow parts withcheese and you wash it down with
paint remover, I mean.
But yet it's a business systemthat's so successful that
teenagers and old people thatdidn't plan for retirement can
run it.
Yeah, it's a system.

Speaker 1 (24:28):
They plan for 300% turnover because their systems
are so automated they canreplace every roll three times
in a year and it doesn't drop adime.

Speaker 2 (24:37):
So I was always fascinated.
I took a step back this waspart of our annual review and I
looked at Lisa and I said I'mtrying to reinvent the wheel.
Why am I trying to create anEMR?
She was like hallelujah, you'refinally listening to me.
I said, okay, so let's do somedemos.
Eight years ago we did everydemo under the sun for every

(24:59):
single EMR that was in thepediatric business.
Yeah, and we did some of themtwo and three times.
I'm not going to mention namesof the crappy ones because they,
honestly, they were allinferior except for one.
Every one we went to, eitherthe admin side loved and the
clinicians hate, or the billingside loved and the admin didn't
like it For sure.
And so then we come acrossRaintree, raintree, we do the

(25:21):
demo and my clinicians are likewe can get on board with this.
I'm running the billing sideand I'm like super excited, yes
and so, and then Kayla at thetime she was running the admin
type, she's like when can we getstarted?
Yeah, and so that really waslike the big eye opener for me

(25:42):
as a business owner.
That, not all my ideas.

Speaker 1 (25:43):
Now I take credit for switching to rain tree, so
maybe some of my ideas are goodyou know, yeah, but you're not
rebuilding another rain tree andwhat's cool about that, if I
can jump in is that what I wantthe audience to know is that
rain tree is what.
I'm a huge fan of.
Rain tree, the customization ofthat is insane, and you took
the same creativity in buildingout like your own EMR.
You decided to pivot the idea.
You didn't get rid of it.

(26:03):
You pivoted it into likehyper-customizing Raintree and
when we were connecting a whileback and you were sharing with
me some of your automations, itblew my mind Like it truly is
like for you, ai would have tochange dramatically in order to
even compete with what you'vealready done inside of Raintree,
because it's so efficient theway that you've customized it.
So I love that you've pivotedinto that space, but you didn't.

(26:23):
You didn't just blindly keeppushing through and go come on,
guys, let's keep staying on thisdrowning strip of ours.

Speaker 2 (26:29):
No, and the biggest thing, at the beginning, my eye
opener was when I met withRaintree.
You know, I, of course.
I had all my implementationspecialist, which was Jessica.
At the time she challenged me.
She said this business system'sbeen around for 20 years.
I'm like I've never heard ofyou.
She said we're the greatestkept secret in EMRs.
Yeah, it's all 100% referrals.

(26:50):
So she said trust me and trustRaintree, don't try and change
anything for six months.

Speaker 1 (26:55):
And it was Because you're just a mover and a shaker
.
You like to change?

Speaker 2 (26:59):
And she says trust me , she goes.
I've been in this business for20 years.
She worked at Rain Tree for 20years.
She said trust me, let's use itfor six months and then, if you
want to change stuff, you comeback to me and we'll change
whatever you want.
And I listened to her.
So we just used it the way itwas, but we invested in learning
every facet to maximize how touse it, which, in return,

(27:22):
allowed us to this day.
We now configure it and tweakit for all these amazing
shortcuts, things like ourdoctor's note that every time,
every single non-daily noteautomatically gets sent to the
pediatrician yeah, and it's inthe format that my pediatricians
have told me they wanted.

Speaker 1 (27:38):
Which, by the way, when you said that earlier, that
kind of blew my mind.
I'm hoping everyone who'slistening rock stars are picking
up on even these subtle,amazing decisions like
interviewing the doctor to findout how they want their reports,
like these things that we justdon't even think of because
there's a fear.
But if we were really there toserve, it would be like, well,
what else can I do to serve you?
That would be a normal questionto think of, and then what
you've done is template it inrange rate to where now it's

(27:59):
just it's there.

Speaker 2 (28:01):
Yeah, one of the biggest things the doctors told
us was don't put any medicalhistory in the report, that
you're not telling us anything.
We don't know they go.
All we want to know is you knowthey have hypertension behind
the door.
What's wrong with the kid andwhat are you gonna do to fix it.
That's all they want.
They go All the allergies thekid has.
Leave that in the medical chartbut don't put it in the report.
So, like, our evals that go todoctor's offices are two to

(28:23):
three pages.
Wow, our re-eval progress notesare one page.
Super bullet.
Point to the point.

Speaker 1 (28:28):
Bullet to the point.

Speaker 2 (28:28):
And they love it and they sign the bottom of it and
it comes back to us and that'sour sign of plan of care.

Speaker 1 (28:32):
Yeah, because they're drowning in paperwork too.
They want, need to know.
What do you think?
And this is what I want to do.
Do you agree with it or not?
So that's really cool that youwere able to position yourself
in a way to be open to change,but pivoting your, your.
I think it's a little bit ofeating humble pie, because you
have to be courageous enough tomake a decision.
You have to be bold enough tosay let's start an emr, but

(28:52):
humble enough and meek enough togo yeah, let's pivot this into
something better.
Um, which you did.
And now you've been withRaintree.

Speaker 2 (28:58):
For how long We've been with them for eight years.

Speaker 1 (29:01):
My gosh.
Yeah, they are still kind ofone of the best kept secrets.
Other EMRs, I think, haveincredible marketing like loud,
but what they consistentlydeliver on is producing happy
clients who know how to usetheir system.
So all right.
So, continuing with thisfreedom idea, is there any part
of your business where you feellimited in feeling free?
I'm curious about this one.

Speaker 2 (29:23):
At this point in our stage I don't feel limited in
any part of our business.
We're blessed to have a greatleadership team that has really
stepped up.

Speaker 1 (29:32):
They're amazing.

Speaker 2 (29:34):
A year and a half ago , my mom and my stepdad fell ill
and I had to drive an hour anda half each way to the hospital
and our team just stepped up andsaid to me and Lisa, we got it.
And I was gone for a month likenot even stepped foot in the
office.
And you know, I was able to dothat because of those decisions
like Ranchi, but moreimportantly because we had the
team in place that said we gotthis.

(29:54):
And, ironically, for Christmasthat year, they gave us
suitcases that are embroideredwith the company's logo and they
said you at least need totravel more.
Wow, that was our, that was ourchristmas gift from our
leadership and, and so you knowto this, every time we go to the
airport, even like we doeverything we can because it's
the carry-on size we're like howcan we fit it in the suitcase?
It has the company logo on it,so so we can take it as a

(30:15):
reminder of the gift they gaveus and there's something more
special for me.

Speaker 1 (30:18):
This might be a little patronizing example, but
like when my, when my sons makeme something of a gift, it's.
It doesn't even matter what itis, it's so much more meaningful
and that's the only way I cancan relate to when I've been
received very thoughtful giftsfrom employees or executive team
members, because they're sothoughtful and I think it's a
reflection of once we put trustin people and we can help them

(30:40):
grow.
They realize that's rare.
It's a it's a reflection ofonce we put trust in people and
we can help them grow.
They realize that's rare.
It's almost like the sixth lovelanguage is like personal
development.
If I can help you become abetter leader and help you
achieve more success, and that'snot financial base for the
right people, but there isfinancial elements to it yeah,
they come back and they justhaving that kind of it's not
common.
It's not common and it shows somuch about them as wonderful

(31:01):
human beings for being able tobe committed to something bigger
than themselves.
To me that's one of the mostunder appreciated across across
all companies is that likeexecutive level position,
because they are entrepreneurs,they own it without owning it
and they and so when they havean owner who's able to really
understand that they can thriveand giving them that space to be

(31:23):
successful, everybody wins Allright.
So let's pivot a little bitmore into tech and tools.
In your case, what tech andtools do you guys use a team
that you think are vital increating space and time for your
company?

Speaker 2 (31:36):
We really focused this year on streamlining and
getting more involved with techand AI, and I would say that the
top ones would definitely beGoogle Chat and Gemini, which is
a major component of Google.
When we have meetings with ourteam, it records it, it gives
you a transcript and a summary,so you don't have to take notes
Never, and if one of our leadsis missing, they just have to go
back and read the notes in thetranscript.

(31:57):
So it's beautiful.
You know, using yeah, googlechat, using Canva, lumen5,
trainual Synthesia all thesedifferent apps that have just
been able to take the businessagain to more of an independent
level.

Speaker 1 (32:10):
You said a lot of apps there.
What are some of the key onesyou think people should know
about?

Speaker 2 (32:14):
I would say Trainual Synthesia Synth is.
It's pretty powerful in makingtraining videos yes, lumen 5, is
that like hagen?
Yeah, so like these are theseare like ai humanoids that you
can, or you can, clone yourselfand they have voices, either you
can do voiceover like for as mywife, the most selfless person
the planet, she just turned 50and she never asks for anything

(32:36):
literally, and she mentioned melast year because I think I want
to go to Switzerland, you're onit.
I was on it, so my sister-in-lawis the greatest travel agent on
the planet.
I said, hey, I need your help,I go, I need to plan a trip to
Switzerland, and so she helpedme plan it.
We're leaving next month,beautiful three-week trip.
But I typed out what I wouldwant to say to my wife about the

(32:59):
trip and I sent that off and itcame back as a 3D explainer
video, animated, and I gave thempictures of what me and Lisa
and I looked like.
And then we got this video andit shows us landing in Paris,
eating crepes, backpackingthrough Switzerland.

Speaker 1 (33:13):
This was since I came in San.

Speaker 2 (33:15):
Francisco.
I made the video Literally.
It took me 10 minutes to createthe content, Whereas back in
the day, if I were to try and gointo PowerPoint and try and do
something like this withanimated video, it would have
taken me 16 hours.

Speaker 1 (33:26):
When you say animated video, are you talking about?
Like it was a cartoon?

Speaker 2 (33:28):
Yes, it's an explainer cartoon video of two
cartoon people that looked likeus sitting down at the Eiffel
Tower, backpacking eatingchocolate, going on a cruise up
the Rhine, and made the videowhen I did I took it.
The next step is I actually didthe voiceover, you did, I did
the voiceover, so it wasactually me talking in the
cartoon about her and I going onthis adventure for her birthday
.
What was it like when she gotthat?

(33:49):
Oh, it was, it was.
It was awesome.
We had a small little she'scause she's very quiet, reserved
.
She told me two rules for herbirthday no surprises and no big
party at the house, cause Ialways do a parties at our house
.

Speaker 1 (33:59):
I feel like my wife and your wife are the same
person.
Yeah, that's so funny.
So she saw that that she was.
She emotional, she was bawlingcrying and she was just.

Speaker 2 (34:09):
She was, and it's one of the things that I cannot
keep secrets from her and I wasso stressed out Like I can't
look at my computer and I likehop on the phone and run away
and I and I felt awkward becauseI don't keep.
I don't keep anything from herand I finally had to tell her go
, I'm planning your birthdaypresent, so please, if you see
me run away on the phone, that'swhat it is.
Yeah, or don't go to my email.
And she was good, she didn'tcheck her email.

(34:30):
She might look at my email ornothing, but I told her after I
gave it to her.
I am never planning a surprisefor you again, because it was
too stressful.
I'm just going to tell youabout it.
This is what we're doing.

Speaker 1 (34:38):
So I think that's a good one.
I don't think most people andI've been.
Obviously we're later in theseason of recording these
episodes.
I don't think anyone'smentioned.
I know no one's mentioned that,so I'm so glad you talked about
that.
The other one you mentioned isTrainual and I want to highlight
that because I'm good friendswith Chris Ronzio, who is the
founder, and he has reallyrevolutionized that software and
he is also speaking at ourevent in March and you use

(35:02):
Trainual.
Yes, I've had a lot of smallerpractices really bite against
any sort of training software.
So, just for the record,trainual is software that you
put in your policies andprocedures in and it helps your
people self-paced, go throughand it tracks how they're being
trained.
So how do you use Trainual?
Like, what has that done foryour company?

Speaker 2 (35:20):
So, prior to using train, you will our, our or we
have a very structuredorientation.
One of the things that we'vealways done is a new we call
them new teammates on a, youknow, play on the company name
team for kids, but we don't have.

Speaker 1 (35:31):
that's cool.
They're new teammates, and Idon't like the word staff either
.
I always tell people staff isyou hire don't ever call
somebody.

Speaker 2 (35:36):
It's like a piece of meat.

Speaker 1 (35:37):
Exactly yes.

Speaker 2 (35:38):
So new teammates that after 90 days, part of the
process is they sit down with meand I have all these questions
they thought ahead of time likehow did the orientation go, what
we could have done differently.
So we really heavily investedin that first 90 days of a new
teammate and I realized that, asgreat as our system was, it
wasn't consistent acrossdepartments, that our speech

(36:01):
team had their own little waysof doing orientation from our
admin, from our ABA.
And for a business really to besuccessful and improve synergy,
you have to have consistency,and so what TrainU allowed us to
do is, instead of having oneperson talk about Google Drive
and chat with this team, it'snow all done through a video, so
everybody's done through avideo, so everybody's watching

(36:22):
the same video.
The other beauty of it isTrainU takes the content and
creates quizzes.

Speaker 1 (36:26):
Yes, and there's AI bots in there now that will take
what you've put in there.
First of all, if you don't evenknow what to put in there, you
can use it to create.

Speaker 2 (36:32):
Yeah, it'll create it for you.

Speaker 1 (36:33):
But if you've got Google Docs and things and
upload them in there, it cancreate quizzes in seconds.

Speaker 2 (36:38):
And so you're able to track your new teammates going
through orientation Right now.
We have it set for on theclinician side in their first 90
days.
We understand that it's likedrinking water from a fire
hydrant when you're on board ata company.
So we have certain things thatwe want done now, but then
there's also certain things thatcan wait.
Or you want refreshers?

(36:58):
Well, we have a setup on atimeline and train you all that.
It pops up and it's already ontheir built into their calendar
that on week five, oh, I've gotto do these things.
Look, the company already puton my calendar instead of giving
me a patient, and now I allowthem to train you when I do that
refresher.
So it took our department leads,who were in charge of
orientation, from taking about17 to 20 hours a week to do

(37:18):
orientation for a new teammatethat their time is actually only
three hours a week, and thebeauty of it is that three hours
is more intimate andcollaborative with our new
teammates, versus them sittingup in front of the room.
This is Google Chat, this isRainTree.
You know, this is how you callout sick.
They're not doing any of that,it's all handled and just yeah,
the feedback that we've gottenfrom our teammates on that.

(37:39):
Uh, they said the system iswell oiled.
We've had people that have cometo us from fortune 500
companies and say this is thebest orientation I've ever been
through.
Um, and so that's been.
The big takeaway is freeing upour, our leads to have more
quality time with their newteammates, versus just speaking
to them this is something thatyou still hold.

Speaker 1 (37:57):
I remember from our discussion that the projects
that you focus on are meant tofree up the people who freed you
up.
It's this cool like symbioticrelationship of they trust you
guys trust each other.
They're doing things to freeyou up and then you turn around
and you help them train you all.
I have seen it fail becausepeople don't have the support to
create the content and thenthey don't reinforce it.
Those two things have to gotogether, it's not.

(38:18):
It's kind of like hiring a VAyou can hire someone, but if you
don't train them on how to dothings, they don't know what to
do.
So same with software, samewith a lot of AI stuff.
But when you put those twothings together and you have the
right support and the rightsoftware through training, my
favorite thing I had fromemployees is that they'll join
the team and say they'll get thewelcome video before they even
show up on their first day,showing them the company purpose

(38:39):
, vision, values, the org board,who to talk to, where to park.
They show up the first day.
They're like I've never.
I've never been this like awareof feeling included, like I did
with you guys, and it'sautomated.

Speaker 2 (38:51):
It just happens.
It happens and you can keeptrack of it.
You know it was really cool.
We on the clinical side, we weset up videos within it that
show a you know actually whatthey'll do as a new clinician
they'll actually watch a videoof a real therapy session.

Speaker 1 (39:05):
Wow.

Speaker 2 (39:05):
And then they'll get the training on how to use
RainTree.
And then they'll go into theRainTree training database.
And now the cool thing abouttheir database is it's actual,
real clients.
You just you're not messingwith it in live, Wow.
So they'll go through, they'lltype up the note and then part
of the training will pops backin and says okay, let's compare
what you typed to what thetherapist who actually did that
session typed for you.
Come on.
And then it says, and it asksthem did you use this shortcut,

(39:28):
Did you use this quick phrase?
Because all the stuff in rangewhere you get a note done in two
to three minutes, yeah.
And so then it asks them didyou do all this?
And then, and then, yes, yes.
And then it says okay, you'vemastered the daily note of
Raintree and moves on to thenext training.

Speaker 1 (39:40):
So this is the cool see that you just illustrated an
application that I think wouldgive people some more mass
around what this could be.
Because when you have thatautomated, you know versus like
having a human being sit downand watch their note, read their
note, compare they're doingthat in real time and it gives
them that self pacing and theystill feel the support and
connection because of that.
All right, bob, so what's thebest?

Speaker 2 (40:04):
business purchase under a hundred dollars that has
saved you, that's freed you up,or saved you hours.
That would be the staplesbutton.
The staples button, yeah.
It was a button.
Oh yeah, that was easy.
That was their commercial.
It was their commercial like 10years ago we had them all over
the admin area, especially whenwe were in, when we were in
implementing rain tree.
You know it was, that was itwas.
It was almost like the mantraof the office, like if you did
something you just hit thebutton, that was easy.
You know, there's nothing hardin life if everything's easy.

Speaker 1 (40:24):
So so do you think that like changed their mindset
it?

Speaker 2 (40:27):
completely changes everyone's mindset and even if
somebody did something you knowthat they were struggling or was
difficult and you push thebutton, it completely changes
their perspective on what theyjust did.

Speaker 1 (40:38):
It's so funny how we spend so much time in leadership
just talking about mindset, andwhen we talk about freedom
which is the whole focus of thispodcast is helping free you up
it's mostly mindset-based.
I have a whole episode that thelisteners have already heard in
this series that talks aboutlike number one you've got to
start thinking differently,because the way we're thinking,
if we're stuck the way we'rethinking isn't getting us free,

(40:59):
and the way we're thinking, ifwe're stuck the way we're
thinking isn't getting us free.
And so just having those littlelike tactile easy yeah, that
was easy we're conditioningourselves.
One of my favorite things comesfrom Benjamin Hardy from the
book Gap in the Game.
It's a Dan Sullivan book aswell.
He talked about the research ofbefore we go to bed at night.

(41:21):
If we jot down the wins from theday and this is not
revolutionary, but the study isif we jot down all of our wins,
our subconscious is the lastthing our brain remembers.
So when we're sleeping, oursubconscious starts rewiring to
look for success, and so when wewake up in the morning, we're
immediately looking for otherthings we're doing.
That's well, and the more winswe see, the more wins we achieve
, and it creates this like so Ithink that's what it was with
the easy button.
It's like this you know, oh, Iwon, I won, I won.

(41:43):
And all of a sudden they'relike I've been, I've been
winning a lot today, and thenthey start becoming winners who
think like winners.
That's a great answer, okay.

Speaker 2 (41:51):
We also used it back in the day anytime we scheduled
a new patient, so like ifsomebody was sitting up front
and they heard that button, likeoh, new patient, new patient,
new patient.
Like okay, we're bringing inmore patients.

Speaker 1 (42:01):
So it meant like.

Speaker 2 (42:02):
It meant like growth as well, Kind of like like I'm
winning and I'm growing.

Speaker 1 (42:06):
That's really neat.
Do you still do it?

Speaker 2 (42:09):
We had.
No, we moved on from the button.
Yeah.

Speaker 1 (42:11):
Yeah, I think there's something about changing those
things out too.

Speaker 2 (42:19):
There is.

Speaker 1 (42:19):
Yeah, they get accommodated to that signal.
So, with your freedom, you'rean interesting person, bob,
because you have and you're freeto talk about whatever you're
working on, and I want you to.
Ok, if you can, sure.
If you can't, that's fine.
But, like, you've got so manythings that you're working on
and there's a lot of really coolthings you do for fun.
Like, let's talk about thingsyou do for you or your family

(42:41):
when you are free.
Like, what do you do in thosecases where you're with that
flexibility that you have Now?

Speaker 2 (42:47):
my greatest joy with my boys is playing golf.
Yeah, you know, and I actually,before we started the family, I
was a scratch golfer, were you?
Really I was.
Then I started the business,then I started the family and I
put golf on hold.
I had the boys.
My first passion in life wasalways baseball, but I had to
quit playing baseball in highschool to get a job.
I had to support myself.
So when Lisa and I started thefamily and had two boys, I

(43:10):
coached them in baseball,coached them in football, and so
I put golf on the back burner.
I probably played once everythree or four years.
And then, once our boys got tohigh school, I stopped coaching
them and I went back to being adad.
At that point I was like, allright, I've taken as far as I
can take them.
And then so three years ago,for my birthday, lisa got me a
brand new set of golf clubs andshe said I want you to start

(43:31):
golfing again.

Speaker 1 (43:32):
Such a sweet thoughtful gift.

Speaker 2 (43:35):
And so then, as the boys, you know they our oldest
just finished college baseball.
Our youngest just graduatedhigh school.
He started playing golf with mea little over a year ago.
And being able to play golfwith them, as you know, young
men, young adults, young menyeah, they're 18 and 21, that
you know.
They actually listen to whatI'm saying when we're out on the
golf course, and just thatquality one-on-one time, it's

(43:57):
the best thing in the world, youknow now it's.
You know, even if we don't havetime for a full round, we'll
just go to the driving range andhit some golf balls, and you
know, bs, son and dad.
So if we're not travelingsomewhere, which that's
typically what we're doing I'mtaking the boys to the driving
range.

Speaker 1 (44:19):
And what a greater space that's shared.
It's indescribable.
So that's neat.
That's what you're doing withyour free time there, so let's
kind of pivot.
Obviously, the season's aboutAI versus VA.
Is there any other AI softwarethat you would want to highlight
?
Is there any other AI toolsthat you think are amazing?
You mentioned a handful, but isthere any other?

Speaker 2 (44:35):
No, I think we hit the nail on the head of the ones
that we're using right now.

Speaker 1 (44:38):
Okay, I mean, there was obviously the obvious one
ChatGPT.
Yes.

Speaker 2 (44:43):
That my wife calls my side chick.

Speaker 1 (44:44):
That's funny.
My team has actually told methe only person that my wife
should be worried about is myChatGPT.

Speaker 2 (44:52):
She has a name and we have a relationship.
Actually, I would challengeanyone to do this.
If you have ChatG GPT, investin the paid version, but then,
after you've been using it for afew months, ask chat GPT to
peer review you.

Speaker 1 (45:04):
Wow, the stuff that you put in there.

Speaker 2 (45:06):
And it was, it was.
It was amazing.
I said to, I said to chat GPT,tell me about myself.
And they said you're a focusdriven leader who cares about
others.
And I said, okay, tell mesomething I need to improve on.
And it was like almost tooquick.

Speaker 1 (45:17):
Like it's been waiting for you to ask that
question.

Speaker 2 (45:19):
Yeah, it was, and so and I, and it basically said you
know you are very passionate,but you're all very quick to
answer things and the basic isI'll always ask it can you
rewrite this to be morepassionate?
Can you write this to be moreyou know, more understanding or
more bold, and so?
But it was interesting.
I would challenge anyonelistening to this to go ask chat
GPT based on your contentyou've put in there, to ask chat
GPT what they think about you.

Speaker 1 (45:41):
Yes, and so I was curious to see if you use chat
GPT or Gemini just because youare a Google product and
Gemini's investment is getting.
But I've spent so much timealready in chat GPT.
I think it's one of those thingswhere the more you spend time
with it, the more powerful itbecomes, and what I have found
is that my efficiencies arestarting to go exponential.
I am completing projects thisweek that would have taken me

(46:02):
with ChatGPT six months ago,probably weeks.
I'm finishing them in hoursbecause it remembers every
discussion I've ever had andI'll say, as long as I'm asking
the right prompts, it's reallystarting to build things out at
a much more aggressive scale, soI encourage everyone to get the
paid version.
There's also a company version,which is super cool that we
just started with, whereeveryone in the company has

(46:22):
their own ChatGPT account, butthe central one remembers
everyone's and we can createmarketing bots and sales bots or
whatever we want that we caninstruct to serve all of our
teams.
So, as my Kayla or Tony arefeeding it with their questions
and serving it in that way, whenI go in there, it will remember
my team's work and help my workimprove as well.
So I think that's a great piece.

(46:42):
You obviously are working withvirtual assistants in the
company.
How do you feel AI and virtualassistants work or don't work
together?

Speaker 2 (46:50):
Well, I think they complement each other.
My biggest when it comes to AIa lot of people are apprehensive
, they're scared of it.
A lot of people areapprehensive, they're scared of
it.
It's something new.
And they also feel that maybeit might be replacing their job
at some point, and I don'tbelieve that.
My approach and this is my andLisa's, our vision and our
approach to AI with our companyis that if you think about

(47:13):
building a house, imaginebuilding a house today without
power tools.
Oh, forget it.
A carpenter had to use a saw.
He had to use a hammer.
It would take him forever.
And what do they have?
They have power saws, they havedrills, All the technology.
That's what AI is doing.
It's making your job you havenow more efficient and easier.
It's a whole lot easier tobuild a house now with a nail

(47:35):
gun than it was with a hammeryeah, totally.
And gun than it was with ahammer?
Yeah, totally.
And so that's always been ourapproach.
Some people get scared off andsay, oh, AI is the future, it's
going to replace jobs.
I don't believe it's going tomake jobs efficient and for
every job it replaces, it'sgoing to create more jobs.
Yes, so that part, I think whenyou embrace AI and it took me a
while to embrace AI At first Iwas like, oh, this is just a fad

(47:56):
, it's not.
You know, this was like lastyear.
I'm like no, and then Irealized no, it's not a fad, it
can, it's the power tool to youknow, to help you build
something.

Speaker 1 (48:05):
In so many different ways to power tool and thinking,
a power tool and creation incertain aspects, videos now are
being produced, like you justcreated that animated video.
Um, you know, I would say thatmy experience has also been the
same with VAs.
People are scared of it,they're worried about replacing
jobs, but it's the same thing.
These are two things that arecoming together as the fastest
growing trends in healthcare toreally free people up to do what

(48:26):
they're really meant to do.
And so, as you worked in bothof those spaces, what would you
say?
Some of the pros and cons areworking with VAs.

Speaker 2 (48:34):
I think the first, again similar to the chat GPT.
I was always against using VAs.
I've always been a pro-Americanlaborer.
I want someone Totally.
I want them in my office.
I'm a human.

Speaker 1 (48:46):
In health care.

Speaker 2 (48:47):
Yes, you want eyes to look at eyes, which is one of
the reasons why, in our practice, our receptionists do not
answer phones, because when aparent brings in their kid and
we also we also have the glass.
If they walk in and you're onthe phone or you're behind a
piece of glass, you might aswell stick your middle finger up
at that parent and say what I'mdoing is more important than
your kid, and so I've alwaysfelt that strongly of we have to

(49:09):
have that human component, andso that went a lot.
So I always fought the idea ofhaving a virtual assistant.
But now, you know, we realizedthat in our business after the
pandemic, you know, even hiringbecame very challenging.
Finding someone that wants towork 40 hours a week is not the
easiest thing to do.
And so I got to the point I waslike, okay, as much as I love

(49:33):
America and I want to hire Sallyfrom across the street to come
work at my team for kids, Sallydoesn't want to work.
I'm going for kids, Sallydoesn't want to work.
I'm going to go find someonethat does want to work, and no
matter they could be, you know,down the road or across an ocean
, you know.

Speaker 1 (49:47):
Thanks for tuning into the Willpower Podcast.
As always, this is WillHumphries, reminding you to lead
with love, live on purpose andnever give up your freedom.
Until next time.