Stop Losing Talent! Learn the Radical Recruitment Strategy that Fuels Hyper-Growth with Will Humphreys

Episode Transcript
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SPEAKER_00 (00:00):
Today's episode of the Willpower Podcast comes to
you from a live coachingsession.
All right.
Orit and Lori.
Good morning.
How are you?

SPEAKER_05 (00:14):
I'm good.
It's crazy.

SPEAKER_00 (00:18):
Things are crazy, huh?

SPEAKER_05 (00:20):
Yeah.
It's a little crazy.
It's a little crazy.
Onboarding an EA when you'venever had an EA before.

SPEAKER_00 (00:26):
And yeah, I was gonna ask about that anyway, so
I'm glad you bring it up.
So what's that like so far?

SPEAKER_05 (00:32):
Um it's really good.
It's really good.
Um the working genius assessmentis really a good tool.
So we actually went over thattoday.

SPEAKER_00 (00:46):
Did you you implement that on your own, I'm
guessing?

SPEAKER_05 (00:49):
That was from you guys from from uh the Rockstar
Summit.

SPEAKER_00 (00:53):
Oh, okay, yeah.
But we didn't like as a systemput you in touch with the six
working geniuses.
You're just applying somethingfrom the summit.
Because I was, I was, I'mlearning from you.
So again, so you're you didthis.
So how did that help you or not?

SPEAKER_05 (01:07):
Yeah, so um I I had filled that out a long time ago
and she just filled it out.
And so it was a great way if wewould went through it together
to talk about um what ourstrengths were, how you know,
what are the things that we arereally important to us and how
do we function?
And it's great because she'sabsolutely like like sort of

(01:28):
lockstep fits in with me, inthat I'm an inventor.
And so it's very I'm not awonder.
Like you're a wonder, I'm not awonder.

SPEAKER_00 (01:36):
I'm not.
I'm an I'm an inventorgalvanizer.

SPEAKER_05 (01:39):
Oh, really?

SPEAKER_00 (01:40):
Yeah.
So are you?
What are you?

SPEAKER_05 (01:42):
I'm an I have to pull it up.
I'm an inventor dancer.
Uh enabler.

SPEAKER_00 (01:48):
Enabler.
Oh, that makes sense.
That makes a lot of sense.
Okay, good.

SPEAKER_05 (01:53):
So so I'm an inventor enabler, and she is a
enabler tenacity.

SPEAKER_00 (02:02):
Yes.

SPEAKER_05 (02:02):
So we both are gonna be like telling each other how
much we love each other and howmuch we appreciate each other.
Which is great.
But I'm also gonna be like, youknow, I'm the person who's gonna
come up with the ideas, and thenshe's gonna be like, I need all
the details.

SPEAKER_00 (02:19):
Yeah.

SPEAKER_05 (02:20):
Right.
So that was it was good becausethat's absolutely missing.
Like, I'm not that, I'm not thedetail, and I'm not a good like
communicator.
So she's gonna be the one to askme like all the questions and
say, okay, Ari, these are thethings I need to be clear on
before I go ahead and do thenext pieces.

SPEAKER_02 (02:37):
So got it.

SPEAKER_05 (02:39):
Um yeah, so that's already like really good because
it's better than somebody whojust like takes off and then
we're cleaning up messes.

SPEAKER_00 (02:48):
Um that's that is great.
It sounds like, yeah, I see thegap because if she's tenacity,
she'll get the job done as longas she's an A player and she's
I'm sure she is if we hired her.
But the idea being that you'reyou're like there's a gap around
process creation.
So she's she might have to askyou questions about it, but
she's not gonna like, she's notthat person who's probably gonna

(03:10):
go like build the process, andyou're not either.
So, like you have the ideas forthe like here's here's what I
would love to see.
And then she's like, Yeah, I canget that done.
Just show me how, and you'relike, Oh, let's figure that out.
So that's gonna be theresistance point in the
relationship is helping herunderstand what the steps are to
get the thing done.
But once you build it, veryoptimistic that she'll be able

(03:30):
to run with it.
So that's exciting.
Where so how long have you hadher now?

SPEAKER_05 (03:35):
This is day three.

SPEAKER_00 (03:37):
Okay, very early stages.
How are you training her?
Is she like just on a video allday, or is it just an hour a day
or not at all?
Like, what does that look like?

SPEAKER_05 (03:45):
So she's with Sarah and Dippitt four four hours out
of the day doing marketingtraining right now.

SPEAKER_00 (03:52):
That's kind of nice.

SPEAKER_05 (03:53):
Yeah, that's that's really great.
Um, she's meeting like she metwith me this morning for an
hour.
Um, she met in the morning andthe afternoon with me yesterday.
So it's kind of we're kind ofdoing it on an as needed basis.
So like I'm giving hersomething, like she's got a task
list, and we also have a lot oflike we have G we have email

(04:14):
communication, we have um Slackcommunication.
She's also um getting access tomy emails that hasn't happened
yet.
So we're working on we'reworking on making sure he's
access to all these things, butit's a little bit of like, hey,
here's the thing, now go runwith it, and then like let's she

(04:35):
gives me an end-of-day reportand um yeah, it's great.
We were in the middle of sometraining yesterday two days ago,
and she said, Ari, because she'salready on my calendar, she's
like, Ari, you have a meetingright now, and I was like, I
don't like how to jump off andthat's great.

SPEAKER_00 (04:51):
That's a good sign that she's keeping attention to
detail, especially in her firstfew days.
That's a really good sign thatshe's keeping her her head
together around that.
So, congratulations on thatpiece of it.
I am as as someone who'spiloting this program, I'm
keeping very close tabs on youin that regard.
So don't feel like you can'treach out to me at any point as
well.
You know, I'm very confident inour ability to get people.

(05:11):
I'm very confident inserendipit, putting things
together is going to be amazing.
And I'm very mindful of pilots,as you know.
Like to me, this is why I thinkif I've had success, it's been
attributed to a couple offactors, one of them being
careful attention to pilotprograms.
And when this takes off, thenit'll be a lot of really cool
value ads for everybody else.

(05:31):
But you're you're in that stageof like figuring out.
So don't feel like you can'tpolo me or like text me or call
me and be like, hey, this isgood, but it could be better, or
I gotta stuck.
Like, let's let's brainstormtogether because you're helping
me when you do.

SPEAKER_05 (05:43):
Okay.
And I will.
Um, I think that uh I alreadyhave some thoughts.
Um, but I think what will begood is to see kind of what's
the what's the outcome of theweek.

SPEAKER_00 (05:54):
Yeah, yeah, yeah.

SPEAKER_05 (05:55):
Once she's done with all the training.
Um, and I've kind of asked her,I've been like, how is it going?
And she's saying it there's alot, there's a lot of
information.
So we'll see.

SPEAKER_00 (06:06):
The Sarah Dippet training is pretty robust.
I went through a big chunk ofit, so I'm excited to see what
that goes, how that goes.
Uh Joe, aren't you doingsomething with Sarah and Dippitt
as well?
Hear me, you did, my friend.

SPEAKER_01 (06:19):
My mic off.
Okay, now you can hear me.
Yeah, yeah.
I I uh yeah, you know, I met umI met Lex uh Alexis back in uh
back in the uh conference in inMarch, and yeah, finally
circling around to movingforward with that.
So we're kind of in the earlystages, though.
We don't, yeah, but definitelyuh looking forward to that.

SPEAKER_00 (06:41):
Um are you gonna are you hiring a VA to like take
through that Vamped program orare you just hiring them for
marketing?

SPEAKER_01 (06:48):
Uh the former, I believe, he has a plan to take
through her thing.
Yeah.
Yeah.
Uh yeah, yeah.
That's that's actually what whatI'm doing like right now.

SPEAKER_00 (06:58):
Awesome.

SPEAKER_01 (06:59):
Yeah.

SPEAKER_00 (07:00):
Uh let me let me know how it goes.
If you're cool with it, I'd liketo uh tip pick your brain on
that end of it, because althoughyou're not going through us for
a VA, I would really like tohear how it goes in the piling
that uh information again.
Very confident.
I just you guys are my innermostpeeps, so it's really useful to
work together.

(07:21):
And I'm not worried about havingproblems, I just know that there
will be like there's going to beissues, and it's like I want to
work through those together sothat it's easier for you guys,
and so we learn together, andthen we can roll it out to other
people.
So man.
Well, how have you been, Joe?
It's been a minute.

SPEAKER_01 (07:39):
Yeah, my God, it's been like months, hasn't it?
Um, yeah.
Well, it's it's it's beenchallenging.
Uh I I I lost three PTs in liketwo months.
So I'm I'm in a rebuilding uhplan.
And and I, you know, I thatdidn't blindside me, like they
all kind of articulated thatthere would be reasons they
would be leaving.
Um, unfortunately, it allhappened in a short period of

(08:01):
time.
So that really sucks.
Yeah, yeah, it it it's it's achallenge for sure, but it it's
also kind of like yeah, becauseit's like three of my three of
four employee PTs, but it also,you know, it's probably an
opportunity to say, okay, how dowe retool?
How do we, you know, what whatreally does the future look like
and what's the best way to doit?
Um, you know, this area is justincredibly difficult.

(08:25):
I mean, I I even had that thelocal hospital come in and and I
have contacts with theirreferral people and they're
like, yeah, there's no PTs downhere.
We can't get PTs, expect morereferrals.
You know, it's just it's like areally, really hard place to
recruit.
Um, so anyway, and I'm and I'mexploring.
I just got off the phone with aPT that I'm probably gonna hire
remote.

(08:46):
Um yeah, so I'm gonna get herdoing remote, at least for a
vowels and progresses, maybefollow-up.
So, you know, again, I I justthink in this market I gotta
really change the way I'mlooking at things.
Um, as well as you know,conventional in-person.
I yes, I definitely want to hiremore, you know, actual live PTs

(09:07):
in the building.
But um, so so yeah, it it's it'sbeen an interesting several
months.
But um, yeah.
But awesome.

SPEAKER_00 (09:14):
Well, I'm sorry to hear that happen.
Grateful that you're on thecall.
Um, I'll tell you guys, I hadsome really interesting
trainings this week just to kindof kick things off a little bit
because it's relative torecruiting and PTs, and that's
the main point of our timetogether.
Um, I've so I've I've been very,very honored to be selected to
work with Alex Ramosi, if anyoneknows who that is.

(09:34):
By the way, his new book thatjust came out two weeks ago,
because of my relationship withhim, I can get unlimited.
Well, there's there's a 4,000copy limit, but I can give as
many copies as a way if you guysare just willing to play
shipping and handling on it.
You want it.
I'll send you guys a link.
Um, this is the book.
It's called$100 million.
It's a hundred million, uh,$100million money models, and it's

(09:59):
phenomenal.
Um, I've structured VirtualRockstar completely based on his
other two books.
The$100 million offer and leads.
The concept of this one is tobuild an offer so good that
people feel stupid saying no.
And this one's how to build andgrow your audience.
Um, we have 10 XR growth yearover year using these policies
where every coach has adifferent strength.

(10:20):
Where Alex is super strong ishe's really good at all the
front end stuff.
Marketing, sales, his he's got alot, he's got lots.
All the all the successfulpeople kind of know a lot about
everything, but they all havelike a niche.
His whole thing is marketing andsales.
And yesterday, I was talkingwith him on Sunday, and then

(10:42):
yesterday I was in a four hourtraining um with kind of this
inner circle, and it was crazybecause he was talking about
there's always um, I'm gonna cI'm gonna cover a couple of
concepts with you guys justbecause I think it's so
valuable.
One of them is this concept ofconstraint.
In all of our companies, there'salways one constraint that

(11:07):
matters more than anything else.
We use this term priorityincorrectly.
What we say is our priorities,plural.
But the Greek origin of priorityis one, one focus.
So this is not just Alex orMosey.
I've seen this recently withElon Musk, and there was um, you

(11:27):
know, Mr.
Wonderful from the Shark Tankwas talking about Steve Jobs.
He said, the best, mostsuccessful leaders, there's one
really common trait that theyall have, which is that they
focus on the single mostimportant constraint of their
business as their primary and asmuch as possible, their only
focus.
And so we feel like we'respending so many plates because

(11:50):
there's different hats that wewear, but at any given time,
there's only one thing thatmatters.
There's the most.
And the way that we can besuccessful is that if we can
focus our energy and leverage,I'll talk about leverage in a
second, but when we can leverageagainst that constraint, that
relieving that constraint is thequickest way to grow because it

(12:13):
frees up a number of otherlesser important constraints.
So this concept of multiplicity,our ability to focus on the
single most important constraintand using leverage to be able to
free that up is how we breakthrough and grow exponentially.
And, you know, one big concepttoo is that we don't have to use

(12:37):
this concept to be wealthy.
We can use lots of lessersuccessful actions and still
become wealthy and successful.
There's so many different waysup the mountain, but the path
that has the greatest results isthis concept of singular
constraint.
Leverage is using people,knowledge, and tools like AI or

(12:57):
whatever to help alleviate thatconstraint.
So, a perfect example for all ofyou is that for many of you, at
least, your primary constraintis probably a manpower
constraint of recruiting, right?
If you had unlimited PTs on abench waiting to join your
practice, would that be the mostuseful thing for you than

(13:19):
anything else?
I don't know.
It may not be the case for allof you, but at least you're in
this room because you considerit to be one of the top issues,
if not the issue in yourcompany.
So, this concept, this conceptof leveraging our resources to
remove that constraint reallyspoke to me.
I've heard it tons of timesbefore.
Mr.

(13:39):
Wonderful said it like this thatSteve Jobs was really good at
focusing on the one thing thatmattered most, and everything
else was noise.
He says the only person who doesthat perfectly is Elon Musk
because of his autism.
He can only hyperfocus on onething at a time.
So he knows what that constraintis.
And that's why you see theseguys and girls with like, you

(14:00):
know, multiple billion dollarcompanies.
And by the way, that's becausethat's all they have.
But for even for us in ourcompanies, what's that one
constraint?
Just something to think about.
I'm learning the process fromAlex directly on how to research
another company and determinethat constraint for them.
I'm actually being trained onthat, which is really cool

(14:23):
because obviously he's teachingme so that I can do it for
myself.
But once I can do it for mycompanies, I'll be able to help
others with this as well.
Because it's not always clearwhat that main constraint is.
Sometimes the loudest problem inour ear feels like it's the
biggest constraint, but it's notalways the main.
The biggest constraint is trulythe one that by so resolving
will have the greatest impactacross your company.

(14:46):
Um, and so um I share all this.
That's part of what I wanted toshare.
The second part I wanted toshare was where Alex, again, in
acquisition.com, I think is topof any industry is marketing and
sales.
He talked yesterday for a fullhour about how manpower

(15:06):
constraints recruiting is justmarketing and sales.
And he went through the processof what marketing and sales
looks like, and it's identicalfor getting clients as it is for
us to get team members.
And here's where it's reallyfunny, and I want you guys to
hear this.
He said, he goes, he he hasworked with hundreds of

(15:26):
industries.
He is brilliant to work with allthese industries, and he works
with companies sub 1 million allthe way up to like hundreds of
millions.
And so he was saying the the thehardest example he has ever
seen, and I hesitate on sayingthis because I feel like it's
gonna feed that voice in ourhead that limits us.
But he said the hardest, thework, the most difficult

(15:48):
situation he ever he's ever seenwas a physical therapist trying
to hire a PT.
Guys, like he, you know, hedoesn't even think of me as a
PT, doesn't even know that I ama PT.
He just knows as me as thisvirtual assistant company owner
guy.
There was no other PTs in thatroom.
And he's like, and he gave theexample of this woman, and he's
like, man, he's like, that isjust craziness.

(16:09):
He's like, but he talked abouthow he helped her solve it
though.
And so I again, uh I thinkthere's something to be said
about that.
So how did he help her?
And I just wanted to share thisone tactic.
It may not be a solution for youguys, but it did expand.
It was totally new for me.
Not totally.
It was an expansion on somethingthat I've been teaching for a

(16:30):
while in a way that I'd neverthought of.
So what he did was he did ananalysis of what the revenue
produced producing possibilityof a physical therapist was.
And he said, okay, so a onefull-time physical therapist can
produce X number of dollars,right?
And that's gonna be a little bitdifferent for all of us.
All of us are gonna have aphysical therapist revenue

(16:52):
result, but we should figurethat out.
And maybe you already have, butlike ultimately, if they see X
number of visits per week and weshould track what they're
currently doing, and then we seehow much revenue they bring in
per year, um, and then wesubtract their salary from that,
that gives us something calledthe gross margin.
It's not an actual margin, butit's it's a general margin of

(17:15):
like what they bring in versuswhat they cost, right?
And you want to include theirbenefits into that as well.
So you look at that number, andthen what he'll typically do is
use that number as his budget tofind a physical therapist.
And so what he did with thislady, and I thought this was

(17:35):
pretty amazing, is that youknow, in the in the case of this
lady, she had a couple of rockstars on the team, and you've
heard, you know, we all talkabout how we should get our
people to help and stuff.
And then you guys have heard metalk about referral bonuses,
where it's like, yeah, let's do$2,000, but let's also make it a
trip to like Hawaii instead ofjust giving them the money.

(17:55):
What he did is he went to the hewent to the team and said, Okay,
so that that amount is like$25,000.
He said, then so that deltabetween what they made and what
they spent was like$25,000.
And he went, so he went to thethe team and he said, Hey, team,
um, I'm gonna give you$25,000 ifyou find somebody.

(18:17):
$25,000.
That the bonus was$25,000.
And I was like, that's there'sno way that's that's doable.
Like in my mind, I'm like,that's insanity, right?
But then he structured it towhere they got a chunk at
clothes, they got, and there'slike it was paid out over the
life cycle of the new therapist,and it solved her problems.

(18:37):
Just this one thing.
And I again, I don't, I'm verymindful of any silver bullet,
but his thought, his thoughtprocess around it is really the
main point here is that weshould be aware what the main
constraint of our business is.
And we before I get trained,let's just do the best we can on
determining what that constraintis.
And if it's recruiting, let'snot be afraid of like doing

(19:02):
something a little bit radicalthere.
I what I what I do love about itis that again, that number may
not be 25 grand for you guys.
That might be a differentnumber.
But what I loved about it wasthat it was different.
It incentivized an existing teammember, which created retention,

(19:23):
right?
Like you're bonusing the thetherapist to do something that
actually grows the business morethan anything else they could
possibly do outside of hitting abare minimum, you know,
production standard.
Like above and beyond is bringsomeone else into the team.
Wouldn't you agree?
And then you're incentivizingthat person for income.
Not the new, you're not payingsome person who's hasn't proven

(19:46):
themselves, you're paying theperson who has.
And that person feels rewarded.
So you're retaining talent,which is recruiting insurance,
retention is recruitinginsurance.
And then they're out there likeevangelizing your business in a
way that is so passionate thatit produces more momentum.

(20:07):
And so when that person comeson, they're coming on for the
right reasons.
They're not coming on, like thenew hire's not coming on for
this really crazy bonus, andthey're not all about the money.
They're just being marketed tobetter by someone who's proven
themselves.
And then this person shows up.
And then they're like, so whathappens to the culture?

(20:28):
It it like it takes a bump up.
So I haven't done this myself,but I will say I've put a lot of
money into acquisition.com, aton of money for to Alex.
Um, it's only come back 10x forme.
And he just he hasn't donesomething to me that has ever
not been a successful action.
So for him to have had thesuccessful action with the
physical therapist companyreally made me see the potential

(20:50):
of like just me even seeingthings differently in the
recruiting space and what'spossible.
Because at the end of the day,as long as we're not losing
money, and that's that's one ofhis his things, you could, you
know, you can go offer a hundredthousand dollar referral bonus
and then be out of business.
So you have to measure itagainst what your company is
able to do.

(21:11):
But yeah, man, like from a cashflow perspective, 25,000 is a
lot, but you pay a chunk at thatwhen that person starts, and
then over time that person getsthat 25 grand.
Well, while that money's goingout to the therapist, the new
therapist is making more moneyfor us to pay for the bonus.
And I just loved it.
Orit.

SPEAKER_05 (21:32):
So I just want to make sure I've got the numbers
right.
I don't I don't think this istoo crazy an idea.
I actually think it's it makes alot of sense.
Um so just so let's assume.
So I have some real numbers,right?
I have a PT who makes who isgenerating$280,000 in a year.
Um their salary was was 81something, not including

(21:57):
benefits.
So maybe it's closer to I don'tknow.

SPEAKER_00 (22:02):
100, 105, something like that.

SPEAKER_05 (22:04):
With benefits and benefits includes, I'm assuming,
PTO and all of that.
Okay.
So that means it's 280 minus105.

SPEAKER_00 (22:14):
Let's do some real numbers.
Let's actually walk through thistogether.
Or we let's let's take this as aworkshop for just five minutes
and look walk through ittogether so that we can really
identify what these numberscould mean.

SPEAKER_05 (22:24):
Because I'd rather spend this money than indeed.

SPEAKER_00 (22:28):
Heck yeah, man.
Like that if every dime, if itif it's a successful action,
every dime would go towardssolving the problem and solving
a future problem, which is theother person leaving, which is
retention, right?
Like you're you're uh it'scalled a double triple dip.
You're involving in in one whenyou're investing in the right

(22:48):
constraint, usually it solvesother constraints in parallel
and allows you to scale.
So let's just play with numbers.
These don't have to be yourexact numbers, but 80,000 might
be a fair number to start withbenefits.
Let's just call it an even 100K.
So that's how much you'repaying.
Let's just say that in general,we're paying a therapist about
$100,000 a year with benefits.

(23:08):
And then this is where it'sgoing to vary greatly state by
state.
So what's your averagereimbursement per visit, REIT?

SPEAKER_05 (23:14):
Uh, we're at$135.

SPEAKER_00 (23:17):
You get paid$135 a visit.
Um, guys, I wanted to say I'veI've officially decided I'm
moving to Washington and I'mstarting a PT.

SPEAKER_05 (23:26):
And we're not the biggest, right?
Because Alaska's bigger thanAlaska gets more, Oregon gets
more.

SPEAKER_00 (23:33):
Oh man.

SPEAKER_05 (23:34):
That's so we dropped we've dropped lowest paying
insurances.

SPEAKER_00 (23:38):
You've been very courageous.

SPEAKER_05 (23:40):
We're 45 minutes.
They're billing four to fiveunits of visit, sometimes three,
but the next the next drop willbe Medicare.
So we're working on we'reworking on getting slowly out of
network.
Um but yeah, so that but yes,we're at 135 working with timber

(24:02):
and just billing appropriatelyin the clinic.
So yeah.

SPEAKER_00 (24:07):
Love it.
Let's go off of your numbers.
Everyone else kind of justfollow through on your own side.
So$135 a visit.
And then what would you say a aa team physical therapist is is
gonna see on average per week?
Not expected.
What do you think they'reactually seeing per week?

SPEAKER_05 (24:22):
Uh yeah.
So they're they're actuallyseeing, so they can see 50,
they're actually seeing probably40.
So they're we're at like 80 to85 percent productivity.
So let's let's go low and say 80percent.
So they can see 50, 50 times0.8.

(24:45):
Um, 50 times 0.8 is 40 visits.
So let's say 40 visits.

SPEAKER_00 (24:50):
Okay, perfect.
So 40 visits, and then you see$135 a visit, right?
So let's do the math on that,and we're just gonna we're not
gonna include vacations on thisjust because we've already kind
of considered that on the salaryside, but 40 uh so 40 per week
times 52 weeks is 2080 visitsper year times 135.

(25:17):
So they are revenue producing280,000 and 800 per year.
So I think I misspoke earlier.
I said that the delta was thebudget, it's not a budget, it's
a percentage of that budget.
So for example, um your grossprofit off of one therapist is
$180,000.

(25:40):
Um, do you guys please do notfeel like this is an insult if
you guys already know theanswer?
But I really, if you don't knowthe answer, please let me know.
Do you guys know what grossprofit is compared to profit?

SPEAKER_05 (25:55):
Is it just the straight revenue?

SPEAKER_00 (25:57):
So yeah, gross profit.
So profit is your income afterexpenses.
So we think of like net profitas profit, and so your net
margin is the percentage of yourtotal income after expenses
divided by your um your uhexcuse me, it's your total
income divided by your totalexpenses, right?

(26:18):
So you get that percentage.
So when it comes to your grossprofit, you're looking at your
um total income as a companyminus your main for in our case,
it would be your people.
So like same with me.
So for my gross profit forvirtual rock star is my total

(26:38):
income minus the cost of my VAsand my team.
I still have other expenses, butthat's kind of a it's like my
it's like a really like cut anddry, easy way to see after your
main expense what your profitis.
So in your case, it's 1, uh 1800eight 180,800.

(26:59):
And then we want to take apercentage of that.
And I don't remember the exactpercentage.
I can look that up on the videobecause I got it recorded.
But um I mean, 10% of that is19,000 almost.
I think it was 10%.
I think the margin that he gavewas 10%.
So even if we did 15%, thatwould take you about 25,000.

(27:22):
And that must be what it is.
It's somewhere in that range.
I think I think the therapist,he didn't walk through the
numbers, but the therapist hewas referring to, I know it was
a 10% uh number he used, and itwas closer to 25,000.
So that their therapist wasprobably seeing above 50 visits
a week or so.
So yeah, just think about thepossibilities of that.

(27:43):
I mean, it's and it's one ofthose where, like again, he
didn't break down the exact wayhe did it, and I can find out
when I see him in September, butI'm pretty sure it was like 50%
up front at close.
You know, at 90 days, it'sanother 50% of the remaining,
and then at a year, the rest ofthe 50%, or even I think it was
six months maybe.
So in that person's first go,there's you know, they're

(28:04):
getting the money.
And just like this idea of like20 grand versus going to Indeed
or just something to thinkabout.
Yeah.
Joe, thoughts on that?

SPEAKER_01 (28:22):
Sorry, I had a multitask.
Sorry, I muted you.
Um, yeah, well, as we weretalking, I was thinking through
that.
I mean, I I it's a great idea.
However, wouldn't isn't there anerror in logic here?
Like, I mean I mean, you have tothink of, okay, if my therapists
bring in roughly 20,000 a month,I pay them roughly 9,000 with

(28:43):
benefits a month, that leaves$11,000.
But out of that$11,000, youwould have to really look at
that.
Uh you would you would have toonce you really oh no, maybe
that's where I'm here.
Okay, I was gonna look at thatas well.
What a what what's my actual youknow, net profit?
What's my actual profit?
That'd be only 20% of that forme.
So there's not a lot left there.

(29:05):
But I guess it does getconfusing with the logic because
it's like, okay, you're takingthat 11, but you're turning it
back into an expense to pay thebonus.
But then once that bonus is paidout, you're you're you're you're
kind of in the black.
So I mean, I I guess no, thattotally does make sense to me.
Although if you look at it thatway, you know, you you're kind
of sacrificing the first couplemonths of you know, true net

(29:29):
profit if you look at that.
But yeah, after a couple months,then if that bonus obligation's
paid off, you're you're actuallythen, you know, doing that.
So um I don't know if I made anysense whatsoever.
But oh, you did.

SPEAKER_00 (29:44):
Here's a couple things that you said that I
think we need to hit upon.
Number one, the thought that yougot a little like in the weeds
on is a really good point, whichis that you still have to be
profitable.
If your company is currentlylosing money, net profit is zero
or negative.
This isn't a good point.
Tactic.
This isn't like, unless you havesome sort of reserve.

(30:04):
Because at the end of the day,like this whole idea of using
gross profit to help measurethis, there's an assumption that
you have some baselineprofitability there.
And that's that's a that'sanother constraint.
That's a different constraint.
Going back to the oneconstraint, then it's like,
well, no, it's not, it's notmore people, it's something
else.
That's more of an administrativepiece.
Maybe we need to drop our lowestpaying insurance.

(30:25):
Maybe we're paying one persontoo much.
Like there's all these things.
But when we're talking aboutjust this being the key the main
constraint, there's there'sobviously going to be some
profitability.
So to your point, yes.
And that's why I think from acash, there's two things
involved here.
The other thing you said I wantto highlight is anytime we make
a change in our business, thereis an estimated impact on our

(30:48):
income.
So even from a recruitingperspective, there is a dip, and
you can estimate that between 15and 20% of your general income
as you invest in these elements.
You guys have been so much inthe weeds of like subsidizing
that with extra hours that youdon't really see it as that,
because you know your marginsstart staying pretty, pretty
flat.

(31:09):
But when we're if we'recompletely outside of the
business and we're justinvesting, when we bring in a
therapist, there's additionalexpenses, there's a ramp up
period, there's a 15 to 20% dipthere, at least in that sector
of income.
So again, those are two, I justwant to validate those two
points.
But the difference being is thatif this works, having the speed

(31:30):
of being able to hire as needed,there's a there's a tilting,
there's a pivot point when wehave enough people and then
we're hiring for growth or tofree us up versus survive.
When we're hiring to survive,it's a very different experience
than when we're hiring forexpansion or to be freed up.

(31:52):
Because there's enough profit,there's enough redundancy.
So that's the uh pivot point,tipping point is what I'm trying
to say.
That's the tipping point, iswhen we have enough people and
enough profits to where theselittle hires, these this little
dip occur, they're not even feltbecause there's momentum.

(32:13):
So yeah, I think this will be aninteresting idea for you guys to
play in.
It was brand new.
I just learned it yesterday.
And I just thought, man, thatback in the day, yeah, for sure
I would have done that.
I would have loved anopportunity to give 20 grand to
an existing rock star who,frankly, I'm looking for ways to
incentivize them anyway.
Why not incentivize them onsolving my main constraints as a

(32:33):
company?
Mind blown.
Haven't seen it done in PTdirectly, but uh maybe one of
you guys will do it for us.

SPEAKER_03 (32:42):
Hey, Will um question on that.
Do you say that they're payingthat out in a year or over
longer?

SPEAKER_00 (32:52):
Alex, I know what Alex said.
I just I disagreed with thatthat he did it within the first
90 days.
And I was like, let's make itsix months.

SPEAKER_03 (32:59):
Well, because we I mean, because if you have
someone that leaves and you justpaid all that out, unless that
was I could see that not like ifyou're paying 20,000, if we're
doing like over three years orfive years, yeah, then I could

(33:20):
see that, but I mean, and youknow, we have someone leave
unexpectedly at eight months,you pay that out.
That's gonna be I don't know howmany times you can keep paying
that out.

SPEAKER_00 (33:34):
There's some assumptions there that we're
gonna address.
Uh Arite, I think, was alreadyon that mindset.
Go ahead.

SPEAKER_05 (33:38):
Yeah.
So my my as you're saying that,Christy, I'm thinking that I'm
kind of I would handle it thesame way that I handle paying.
I I have unlimited con ed, butif somebody wants a you know, a
big con ed course, like a$5,000,you know, certification course,
then I'm saying, well, then thisis in agreement with you staying
for two years.

(33:59):
Otherwise, you have to pay methat, you know, it gets prorated
back to me.
So I would kind of do the samething.
I would look at it as, hey,here's a$20,000.
I'm gonna do a$20,000 bonus towhoever brings in the next PT
that stays with us for at leasttwo years and pay you out.

(34:21):
So you get$10,000 the firstyear,$10,000 the second year, as
long as they've stayed for twoyears.
So it's a$10,000 bump to theirbase salary over the course of a
year.
Um and I I I think I would doprobably something like that.
Like I'd say, okay, you're gonnaget a$20,000 bonus, they're
gonna stay for two years atleast.

(34:41):
You're gonna make your money nomatter what in that time period,
um, or more than that, right?
Maybe it's$30,000, but you'regonna pay it out over two years,
and that other person has tostay for two years.

SPEAKER_00 (34:54):
Another thought, too, Christy, on this is thank
you, Auri.
Another thought too is that Ithink what we're forgetting is
that we're changing how we'rerecruiting so dramatically that
we're applying an old problem toa new circumstance.
So, what I mean by that is whatwe're used to doing is trying

(35:14):
the best to find the mostaligned people the best we can,
but we end up kind of going tolike money or circumstance to
get that done.
Not saying that's how we usuallydo it, but it is an influence
for us.
And so as a result of that,you've all had P you all have
PTSD on people jumping on andleaving.
So it's hard not to make the newthing look like the old thing

(35:36):
when it has the same name calledphysical therapist, but watch
this.
There are two major differencesthat make this a completely
separate opportunity that Iagain would just recommend a
pilot for before we we justlaunch is like our new official
way of doing business.
And I love the idea of doingthat.
It's like, hey, the first personI'm piloting this.
The first and only person whobrings me a new person to hire

(35:59):
that matches our values isgetting 20 grand.
Like again, it's just it's justvery exciting, very easy to
promote.
But here are the twodifferences.
The first is that you havehopefully a much better fit
because it's coming from a rockstar.
You are circumventing the mainreason we haven't been

(36:19):
successful outside of scarcityof PTs, is that how do we find
the best aligned?
Well, again, you have to theonly way this program works is
if you have people that youwould like to clone.
If you have people you'd like toclone, this I believe is the
primary and it's your mainconstraint.
I believe this pilot is thesingle most important thing to
consider right now.

(36:39):
Because you're having them dothe next best thing from cloning
themselves, which isaggressively go to their
industry, and they're gonna pickpeople they want to work with
who already know, like, andtrust them, right?
Which it builds in connectionand retention automatically,
right?
So you have that.

(37:00):
The second component is speed.
That's what we're we're solvingfor in this case, hopefully.
So here's here's a better way ofasking it.
Christy, if you piloted thisprogram and within three weeks
you found someone that you lovedin three weeks, would would that

(37:23):
outweigh some of the possibilityof them leaving in eight months?

SPEAKER_03 (37:28):
Yeah, that no, that's a good point.
Um definitely I think you'dstill have to prorate it, but
yeah.

SPEAKER_00 (37:38):
I would be careful on prorating it.
I see, I I guys, I think that'sa scary, I think that's a
scarcity mindset.
I'm just gonna call it out.
I think if you delay the bonustoo long, it's not gonna feel
like the bonus.

SPEAKER_03 (37:50):
Well, not like the whole bonus, but uh you give a
portion.

SPEAKER_00 (37:54):
I again I think you my opinion would be 50% of
front, uh, and then half of thatat 90 days and half of that at
six months.
I think within the six monthperiod, I think it still
connects.

SPEAKER_05 (38:04):
Yeah, no, I see that.
I completely see the the shift,and you're right, because we're
all focused on and coming fromthis place of of uh fear and
PTSD.
And I completely, completely seethat.
And I'm I understand and I'mlike, yes, I can see that you'd
have to pay it out fairlyquickly because that keeps the

(38:24):
excitement piece also going forthe person who's just done that
work, versus I can see how if Iwere to pay that out over a
couple of years, they're gonnaforget.

SPEAKER_00 (38:33):
Yeah, it won't end what they're gonna because they
think and remember your PTs, nomatter how scarcity we get,
they're worse.
So a PT is like that's why noone in physical therapy wants to
be paid off of revenue, eventhough we could all make a lot
more money together, is that PTsfeel like a salary is safe.
So it's like, no, I'd ratherhave a really high salary and
then not work very hard versusbe incentivized.

(38:55):
So, like if we say 10,000 upfront and 10,000 uh in two
years, they're gonna hear 10,000now, maybe 2,000.
Maybe those maybe there's morelater versus 10,000.
Like, remember, our goal is tocreate something so exciting
that it shifts the needle.
And I wouldn't do I wouldn't domore than one pilot.
I mean, I wouldn't do more thanone pilot, but my word, I think

(39:18):
what we're forgetting to is thisthing called cash flow.
When we have cash flow, likeagain, speed is where if this
doesn't change speed, it's notworth it.
And I again, this might be ahorrible uh concept for you
individually if that's not themain constraint for you.
But if it's your main constraintand you have enough funds to

(39:39):
pilot the idea, even if itdidn't work, I would say this is
less expensive than a lot ofother things you could try.
But it goes back to cash flowand speed.
If we can solve the speed, let'ssay we get someone, if it takes
us normally six months to hiresomeone and we get them in two
months, and they are someonethat is like a friend of someone
we love, the probability, notthe guaranteed, but the

(40:00):
probability of them being abearer fit is super high.
But more important than that isthat I don't think you're
calculating the lost revenue ofhaving an extra therapist for
those additional four monthsthat you didn't have a
therapist.
Think of it like that.
Yeah, it takes, let's take it,let's say this person comes on
and guess what?
They're average.
They're not as big of a rockstar as that person, but let's

(40:21):
say they're average and theytake a month to get to full
capacity.
So it's three months from thetime that you start this pilot
before this person is hittingfull production, and then
they're hitting production forthree months.
You're not, you guys are we'renot, we are not calculating the
lost revenue of those threemonths.
How much is that?
Let's look at it.
Let's look at it together.

(40:41):
So let's go back to that analogyin Orrit's case.

SPEAKER_01 (40:44):
4,000 bucks in profit.

SPEAKER_00 (40:46):
How much?

SPEAKER_01 (40:47):
Oh, sorry.
I'm I'm not muted.
Well, yeah, I was flippingaround in my head as you were
doing that.
Like for me, it's really simplemath.
If I each PT brings about 20 amonth, my margin's about 20,
that's$4,000 that I actuallyhave in profit.
So in that case, you could throwthat all back into this bonus
program.
And then in my case, I'd breakeven in five months, you know,

(41:08):
if you paid it out over fivemonths.
So, like, that's to me the supersimple math way to look at that.

SPEAKER_00 (41:13):
I love that.

SPEAKER_01 (41:14):
And that's fine, right.
I mean, sure, in a sense, youwould literally be breaking even
on that PT for that first fivemonths.
However, after that, then you'reenjoying the full profit to your
bottom line.
So, I mean, I think you couldalmost bust it down that simple
or do a hybrid and say, yeah,maybe we stretch it out over six
or eight.
Maybe that's not too long, liketwo years.

(41:36):
Um, so yeah, I mean, but butit's hard to swallow, like, oh,
I'm not making any additionalprofit for five months off this
PT.
But that's how that's how Iguess most people's number would
roughly work out unless you'reuh hitting 35% margins or
something, which I think it'shard to sustain in our business,
but maybe I'm just a loserthere, but I don't know.

SPEAKER_00 (41:54):
No, no, no, no, no.
You're great.
Don't say that.
I just think, look, at the endof the day, I want to go back to
the original calculation herebecause um what you're saying is
great.
I we we we find ourselves kindof drifting into the space of
like, let's spread it out, let'skeep it concise.
Because again, here's the thingI want you to look at.
If the pilot works, and again,this is the big if, if you
incentivize and it and itincreases cash flow and speed,

(42:16):
we are going to make up the$20,000 immediately.
Not like, not immediately, Ishould say, but within a
six-month period, within thatsame six-month period.
So I did the math for 12 weeks,40 visits a week for Orit at$135
a visit.
Here's how much gross income shewould be bringing in$64,800.
That new therapist in thosethree months, if it takes you

(42:38):
normally six months to hire anew therapist, and this new
program shortens it by threemonths.
And again, I'm guessing that'sbeing conserved.
I'm guessing it takes you morethan six months to fill a
position.
But if it's six months and youbring it down to three months,
that's$64,800 of gross income.
You are still paying thattherapist.

(42:59):
So what is that$100,000 forthose three?
Let's say with benefits andeverything, it's$100,000.
Well, um, that's$8,800 a month,$8,16,24.
Let's say$26, just to be even,or just to be for quick math.
You are bringing in grossprofit,$38,800.

(43:24):
I guarantee that's actuallycloser per individual that
you're hiring.
That's closer to your actualprofit per person because all
your current team members areabsorbing all of your normal
other expenses, like the frontdesk, your yeah.

SPEAKER_01 (43:37):
So, like right, it's just another expense.
So you're right.
No, the way I'm thinking aboutit is wrong.
It's just simply anotherexpense.
So you would actually make thatup in two months in my model,
because in two months, I wouldget 22 more in gross.
And you're right, you just throwthat, that's just a straight
expense, and that you're justwashing that expense.
And and then essentially, I Iwould do that in less than, you

(43:58):
know, like I would do that inabout seven weeks.
It would technically like youryour gross that you're just
throwing back into an expense bypaying the bonus would would be
your wash point, and from thereyou're you're back to normal.
Um so yeah, I was totallylooking at it wrong, I think, if
that makes any sense.
No, you're it was based ongross.
You got to look at it as gross,yeah.

SPEAKER_00 (44:19):
We're not calculating this.
Is one of the things that we dowhen we're starting to think
proactively, is we're we startcalculating the the cost of
missed opportunity.

SPEAKER_01 (44:27):
When we start calculating the cost of missed
opportunity, it's you never havethe 11,000 a month to play with,
so all you're doing is puttingthat right back into the bonus
because you got the PT.
So the way I was looking at itis completely wrong.
No, it I get you now.
You got to look at it as gross.
If you're bringing in another 20minus their salary, that number
is your gross that you wouldhave never had.

(44:47):
So why not throw it back to thebonus person and you're break
even in less than two months?
Most practices would be breakeven in less than two months, or
my guess would or read with herreimbursement, is probably much
higher margin.
So she she'd break even in aboutfive five weeks.
No, come on.
If I was at 135, I'd be I'd berocking a solid 35% margin.

SPEAKER_05 (45:09):
Yeah, I'm not, and that's I'm perfectly happy to
share my.

SPEAKER_01 (45:13):
But either way, you're probably still two months
break-even, would be my guess.
Like most practices would be twomonths break-even on this.
You should think of it in gross,it's all about gross.

SPEAKER_00 (45:23):
It is so powerful because a couple of things.
Number one, no one else isthinking this way.
No, and and you guys allunderstand why, because it feels
like another tactic versus acomplete mindset shift.
When we start calculating thecost of missed opportunity, we
start expanding ourunderstanding of what we can
invest in.
Um, I feel like sharing somepersonal stories with you guys,

(45:44):
but I'm hesitant because I thinkit's going to make you think I'm
crazy because it's in the samevein.
But I will tell you, that's whywe're growing so fast at Virtual
Rockstar, is because gratefullyI'm around people.
I make sure I'm around peoplewho challenge the way I think.
Um, because my tendency is to gointo scarcity mindset.
It's just an normal instinctive,protective, deep brain instinct

(46:05):
is to say, well, what's theminimum?
What can I expect as a minimum?
We don't think, what is the lossof me achieving more than
average because I am more thanaverage?
What's that delta for meexpecting minimum versus what I
know I probably could?
So, as you guys are out therepiloting this idea, first of
all, no one's thinking of it.
So it's great.

(46:26):
And it's very customized to you.
If everyone in the industrystarted doing this, I guess it
would eventually cause a problemwith this new approach.
But I mean, we're far from that.
Number two, here's the thing Ikeep, I want I want you guys to
really see about this is thatyou are getting an opportunity
to incentivize one of your mainrock stars to stay.

(46:47):
Like they're all talking abouthow they can't make money.
Well, you know, with lowreimbursement, what can you do?
You go find another rock star,and I'll increase your salary by
40, 30 to 40 percent for thatyear in that same year.
Oh, I think they can find allsorts of creative ways that
they'll just, I mean, we couldhave team meetings like, you

(47:08):
know, guys, this new program'sbeen great.
We're we're installing itpermanently in our our practice.
We are going to pay you$20,000for every PT that you guys find.
That's how we found Sharon.
Sharon, how you like it here?
I love it.
Yeah, Sharon loves it.
Sharon, this has been so great.
We want you to make$20,000 thisnext year above your salary.
The industry is thinkingdifferently than us.

(47:30):
We think in abundance and wewant the abundance to go to you
guys.
So as you guys solve our primaryproblem, which is finding great
rock stars, because there's justnot that many PTs relative to
companies out there, we're gonnado it differently.
Instead of investing in rockstarrecruiter, instead of investing
in Indeed, we're gonna invest inyou because you deserve it.
We just need your help.

(47:50):
So let's do a brainstormstrategy.
Hey, Mike, how did you findSharon?
Oh, I went through my networkand da-da-da.
Could you teach a masterclassnext Wednesday?
Absolutely.
By the way, if all four of youguys find rock stars, we're
gonna pay you all$20,000.
And you could, because now youhave the cash flow analysis to
show you how you can and whatthat's gonna look like.
And then you start, then youstart solving other problems

(48:12):
which are so fun.
Okay, well, we're gonna hitcapacity here pretty soon.
What are we gonna do when we hitcapacity?
We're running, well, we'rerunning a 30% margin now.
So um who here wants to be aleader, guys.
I I I met with a guy, I hadlunch and dinner and went to a
game with one of my clients herein Arizona who does he works
with Virtual Rockstar.
They're they're on their like15th hire.

(48:34):
They have this guy is expandinglike crazy in the Pede's space,
which from a profit perspectivemakes outpatient adult ortho
look like a gold mine.
Peds one-on-one for an hour.
He is opening up his teens oflocations, and he this is how he

(48:57):
operates.
Everything he does, he doesn'tdo this exact program, but
everything he does for expansionis reinvesting into his people.
He doesn't open a location untilhe helps identify people within
his company who are born to beleaders, who want it more than
anything.
And then he's over time builtthe playbooks.
You get to a certain tippingpoint where like expansion is

(49:17):
easy.
My easiest location, the easiestthing I've ever done in my my PT
business was open my fourthlocation.
That was the easiest thing I'dever done.
I had the policies, I had theproducts, I had the area, we had
the person.
It was all internal.
I just approved what theleadership team was doing.
And I remember one month latergoing, I don't even remember.
I can't believe we opened aclinic a month ago and it's

(49:39):
already profitable.
And they're all happy.
This is how we so I just wantyou to realize like I feel
sometimes like A, we think it'salways like this for everyone,
or B, it's only those of us whothink that we're losers.
Like, like other people aregreater than us.
They're not greater than us.
They've just done a little bitdifferently, they've done think
a little bit differently anddone a little of these things

(50:00):
that eventually caught momentum.
Once they catch momentum, we alllook like geniuses, Joe.

SPEAKER_01 (50:04):
Yeah, can I just because now I get it?
It gross, this is a no-brainer.
This this is less than twomonths break even.
So I didn't take notes.
Can you tell me what is exactlyadvised?
The the parameters are they dohave to stay for some period of
time, correct?

SPEAKER_00 (50:19):
Here's yeah, can I can I just like for my benefit
and for this recording, kind ofstay step through it like step
by step?

SPEAKER_01 (50:24):
Yeah, because I really want to understand like
exactly what the details arebecause I'm on board now.
I get it.
It's yeah.

SPEAKER_00 (50:31):
So again, we're piloting this.
Yeah, but this is thesuggestion.
If this program solves all ofyour recruiting, we're gonna do
some fun things with this andwe'll change our discussions
into like how to grow andexpand.
We won't even talk about thisanymore.
I'd love, I'd love it if likethis was the silver bullet.
I'm mindful that there's othercomponents to recruiting, but
this could be a real big boostfor us.

(50:51):
So step one is to go throughyour metrics and determine how
much an employee makes for youper year in terms of income,
gross income, total, youmultiply their their actual
visit scene per week times thenumber of actual reimbursements
per visit you get.
So for most people, that'sbetween 70 and 130, right?

(51:14):
Um, so$130 per visit.
So once you get that number,then you want to add about 15%
for benefits.
For most of us, it's gonna besomewhere around the six-figure
range.
That total.
Um, I'm sorry, I screwed thingsup.

SPEAKER_01 (51:27):
Yeah, not add, yeah.

SPEAKER_00 (51:28):
I jump, I jumped step.
So I'm back to step one.
You're still figuring out whattheir income is.
So you get that number.
So you multiply then that youraverage reimbursement per visit
times the actual number ofvisits seen per year.
That's your gross income.
Now step two, sorry, that's whatI jumped to.
Now we're gonna talk about howmuch they cost you per year.
That's their salary.
Then you multiply about 15%above that to get their total

(51:48):
expense to you.
This is your gross expense tothem.
You're not considering you knowyour rent or any of the cost of
the support team.
So you get that gross income bysubtracting the total income
minus their their expense, whichis about$100,000 for most of us.
It'll be some for most of us,it'll be between$90 and$120

(52:09):
guaranteed.
That number, then you want tolook at 10 to 20% of that number
as your budget for your bonus.
And so for most of us, again,that's gonna be somewhere
between like$17,000 and$27,000.
That's the money we take to ourteam.
And I would say that we rollthis out powerfully.
So step four is rolling it outto the team.

(52:32):
I think we have a sit-down withour best people.
Guys, we're piloting thisprogram.
We have put so much time, money,and energy into recruiting, and
we still believe in brand.
We're still gonna do our socialmedia, we're still gonna go to
universities.
We don't stop those actions.
Like we still do that, but we'rerolling this out to see um how

(52:53):
we can invest in our mostimportant asset, which is you.
We believe that rock stars aregonna hang out with other rock
stars, and we believe a thousandor two thousand dollar bonus
isn't gonna move the needle foryou because it wouldn't do it
for me.
What so, how much money do youthink would move the needle?
And kind of let them have adiscussion.
Let's, I don't know, 5,000,7,000.
Let them they're not gonna go to20 grand.

(53:15):
They they would think that'sinsane and just go, we are gonna
pay you 20,000, whatever thatnumber is,$20,000 when you bring
another rock star in.
And you might be wondering,where's this money coming from?
Well, that concerned me too.
Because it's not like we've got$20,000 sitting around, but
here's what we know that youknow, Mike, you're a rock star.

(53:38):
If you found another Mike, thetime it would take for us to
normally find someone like himis gonna be a three to four
times the cost and length.
We're gonna make that money upby Mike coming in here,
hopefully shortly, like withinas soon as you can bring him on.
And by the time he's productive,we'll that there will be extra
money in our business that thatnew therapist is generating that

(53:58):
we're gonna give to you forfinding them.
I'm glad I said that out loudbecause I think that's a really
important thing for the team tosee is how that connects.
Because they're bringing, and bythe way, this is our way of like
finding another way for you tomake more money.
We we are trying to find a wayto grow you.
This is our commitment to you.
And we realize we can killmultiple birds with one stone.

(54:19):
We can find better peoplethrough the great people we
already have and use thatimproved profitability to give
you the money we would havegiven to recruiters or wasted
time not being profitable.
All that, we're gonna give thatto you as an energy boost.
How would you guys like a 30 to40% bump in your income this
year?
Here's the only thing, guys.

(54:40):
It's not paid out all at once,but we also didn't want to drag
it out.
We want you to feel it as closetogether as possible.
So we're gonna do it where youget half of that up front.
So 10 grand the day they start,10 grand in cash in your pocket.
I'm gonna write you a check.
We're gonna present it in a teammeeting.
Mike, found Sharon,$10,000check, you know, whatever.

(55:04):
Then you're gonna get half ofthe remaining amount,$5,000
three months later, and halfthat.
And the last$5,000 you get atsix months.
So you're getting it alltogether as quickly as you can
do that.

SPEAKER_01 (55:13):
Yeah, or we wait, repeat that last two times.

SPEAKER_00 (55:17):
Sorry.
I don't know what I just said.

SPEAKER_01 (55:19):
You're talking fast.
Step two is pay another five inthree months.

SPEAKER_00 (55:23):
Yeah, the payout.
My recommended sequence on this,I realize this is just my
opinion.
I I like 50% on their day thatthat person starts.
Got it.
I missed it$10,000.
And I'm gonna PR the crap out ofthat.
I am going to have that personstand up, make everyone's check.

SPEAKER_01 (55:40):
You want one of those big checks?

SPEAKER_00 (55:41):
Yes, I would totally do that.
You would like make it such a Imean, you're spending the money,
why not make a big freaking dealout of it?

SPEAKER_01 (55:50):
Have like a party around it.
Yeah, totally, totally.
Yep.

SPEAKER_00 (55:52):
And you could even do fun little variations of this
where it's like, we'll give you,we'll give you, um, we'll give
you, you know,$20,000,$10,000 upfront,$5,000 after 90 days, and
$5,000 after they hit sixmonths.
Or we'll give you$10,000 upfront,$5,000 after 90 days, and
then a week paid trip to Hawaiifor you and your wife.

(56:13):
You know, that kind of way, likeyou could, you could mix and
match these things to see whatgets better traction.
But then, yeah, I mean, stepfive is the person starts and
you celebrate it.
Look, worst case scenario, itdoesn't work.
And like someone brings on atrashy person.
Sorry, that was wrong.
They bring on a poorly alignedfit, a trashy person.

(56:33):
Silly well, silly will justgarbage.
All people are all people arespecial and children of God.
So anyway, that they bring insomeone who's a poor fit, then
like, okay, like I in the timeit takes that person, look,
you're still interviewing theperson, you're still validate,
you're not gonna you're notgonna hire a train wreck.
You know what I mean?

(56:54):
Like, if this person comes onand they're super special, I'm
making Hurry laugh.
If you're bringing them on andyou're and you're still gonna
validate them, it's like, well,you know, he you dropped the F
bomb in the interview, so wedidn't hire him.
I'm sorry.
But like if they but your rockstars aren't gonna here's the
thing, it's built-in qualityassurance.
They're high, they're they'refinding people, and you know

(57:15):
they're gonna think, do I wannawork with this person?
Or do you think they're excitedto be like, oh, I get to work
with this person and make 20grand?
That's what's gonna, that'swhat's gonna light them up.
It's like you get to pick therock star.
Now they still have to gothrough our vetting process, but
we're betting that if you'reexcited about them, that they're
probably gonna be way betterthan us finding someone cold

(57:36):
that we're meeting for the firsttime.

SPEAKER_05 (57:39):
Are we um this is just a this is just a technical
question.
Can we give them that money ascash, or does it need to go
through payroll and taxes andall that?

SPEAKER_00 (57:52):
Your CPA would say that.
Yeah, your CPA is gonna say dothat for sure.
Okay.

SPEAKER_04 (57:56):
I thought that's what I figured.
I was just making sure.
So we give them the$10,000check, the big check, but then
we say taxes.

SPEAKER_01 (58:04):
Gross income.

SPEAKER_04 (58:06):
This is this is gross income before don't say a
thing.

SPEAKER_01 (58:09):
It's just like their paycheck.
They should, you know, but hey,I sidetracked you again.
Well, I still didn't get steptwo because I sidetracked you
like like what is the suggestedpayout for the additional ten
thousand dollars you now owethem?

SPEAKER_00 (58:22):
Uh 5,000 at 90 days, 5,000 at 90 days.

SPEAKER_01 (58:25):
Okay, sorry, that's what I want.

SPEAKER_00 (58:27):
And then 5,000 at six months.
I believe Alex had half upfront, half at 90.
And I I think I think I do likethe idea of like just a cat,
it's a it's a small pivot.
I don't think that moves theneedle very much for them at
all.
If I knew I was getting 20 grandover six months and 10 up front,
I don't think six months feelslike a long time.
I feel like that feels I'm like,yeah, that makes sense.

(58:49):
And and by the way, because it'sa healthcare insurance-based
practice for most of us, that'sthe reasoning.
It's like, yeah, when theystart, it's gonna take them 30
days to ramp up, and then ittakes us 30 days to make the
money.
So you'll get we're still frontloading it as much as we can
afford to, but by the time theyactually start making revenue,
you're getting, you're basicallygetting all of their revenue out
in their first two months ofbusiness of working for you.

(59:12):
So it's a it's a really funidea.
It's just different, and that'swhat we do here.
We pilot different ideas.
I, you know, we talked aboutthis whole overseas thing.
I still talk to lawyers, by theway, from time to time.
I met a guy two years ago, twoweeks ago, who specializes in
doing that for healthcarecompanies.
And I walked him through thephysical therapy thing, and we
got we got to the same dead endof like the amount of money and

(59:33):
time it's gonna take just to getsomeone to to Hawaii to even
pass the boards is like thebarrier.
So I think this is a little bitmore exciting because it's
growth mindset, but it's likeagain, it it it checks a couple
of really big boxes.
If I was an employee and I gotto be called the hero for

(59:54):
finding someone who's alreadysomeone I love that I get to
work with, and it increases mysalary for that year by.
By 30 to 40 percent.
I don't know if anyone can evencompete with that crap, man.
Like that's that's insanity.
You know, we have to do a goodjob on our end of like spelling
it out for them so they don't,you know, you have to like look
what you did.
You're a hero.
You're you just increased yoursalary by 38%.

(01:00:15):
We celebrated you on stage witha check that I would recommend
Aurete that you still write thecheck and you know make it big
if you can, but then just tellyour CP on the back end and let
him or her kind of go throughand figure that out.
Because they want you to gothrough payroll because all
these reasons, but you canbacktrack that stuff too.
You know.
Anyway, Orit.

SPEAKER_05 (01:00:33):
No, I was just gonna say, like, if if if some if I
was that employee, right, and Iworked in that company and I did
that one year, I would try andreplicate that as many years as
possible.
Oh my gosh.

SPEAKER_00 (01:00:47):
Absolutely.

SPEAKER_04 (01:00:47):
So I'm just saying.

SPEAKER_00 (01:00:49):
I I would say this too, like that would be fun.
It's like once we get to acertain level of profitability,
you can start stacking these ina fun way.
If you found if you find a thirdperson and the other two people
are still on the team, we'regonna do the same$20,000 bonus
and a three-day pass to Disneyfor your family.
Like there's just ways, becausethen it's like no-brainer.

(01:01:11):
If they've if one person canprove they can bring people on
and they stay on, are you reallyupset about the additional
three,$3,000 at that point?
Like, there's so many fun waysto make it just like so exciting
that they feel stupid not doingit for us.

SPEAKER_05 (01:01:25):
Yeah, or we so you said something incredibly
important, and I think this issomething that would be worth
having a conversation about atsome point, whether the team
here agrees or not, isaddressing how our mindsets are
limiting our ability to do thegreat work that you know you

(01:01:47):
know we're capable of.
So you talked about thinking inabundance, and I'm like, I read
an entire post this morning thatwas so flippin' depressing um
about just the ROI with uh youknow PTs coming into our field.

(01:02:08):
And it was like, well, I'm like,I don't know why I thought I
could make a business.
Like it was just like a superduper duper downer.
And then this is like followedup with coming onto this call,
and you're like, we can rockthis world.
And I'm just like, you know, Ithink that so much of what

(01:02:28):
you're talking about is mindsetshift.
And I I, you know, there's a lotof noise for us as owners, and I
think that that's what's I mean,that's what's keeping us from
doing the great work.
And like you've got this guywho's, you know, kicking it,
knocking it out of the park inpediatrics, and then, you know,

(01:02:52):
Joe and I, and I know Christyand Lori too, like we've all
been like tearing our hair outwith trying to, and we're all
incredible owners.
So it's like, what are we, whatis it that our what's our brain
holding us back from?
And I love this, I love thisexample because I think it's
huge, because it's really it's ashift, and that's that's what

(01:03:14):
has to happen is we all have toshift.

SPEAKER_00 (01:03:18):
I love that.
That was that couldn't be bettersaid.
I just I do want to correct onething though, which is that I
think there was kind of anacknowledgement of like, hey,
we're not thinking big.
You guys are the big thinkers.
Like, um, I think what happensis it's an or there's an organic
comparison of stories that Ishare, like this pediatric guy

(01:03:38):
that I'm using as a a demo, notas a comparison.
And the demo is what's possible,but it's not about that because
what you guys are doing by beinghere on a Wednesday morning for
the group call is a reflectionof how you think differently,
how you guys have beensuccessful or REIT.
I mean, you're expanding inmultiple locations, you're
growing, you've got all these,you know, you have so many

(01:04:01):
successful things.
Joe, he feels bad because he'shad a little attrition, but he's
running a 20% margin and he'sstill not working.
I was well, we'll find outlooking at zero at best right
now, but you know, yes, butyou've but you've but you're but
you're in business andsuccessful at that.
Remember, guys, if anyone asksyou how business is going and
you're in business, you say it'sgoing great because you're in

(01:04:22):
business in the most challengingobjectively in healthcare and
maybe all industries of well, Ibet the yellow pages are a
harder business at this point,but like in healthcare, you guys
are in the hardest niche of allof these different niches.
But here's what's powerful aboutit is that you don't even
realize it because you're likeAtlas pushing against the rock
or whatever.

(01:04:43):
You're getting so strong.
So I think to my I think that'sa whole different day for us to
talk about growth mindset, andwe can all share how we get into
growth mindsets and our ownshares.
I think that'd be great.
I just want to quick quicklydownload a couple of
observations on that, which isthat when we are just really
measuring our own progress,that's how we stay in it.

(01:05:03):
This isn't me, this is umBenjamin Hardy from Gap in the
Gain.
When we consistently every day,they've done this in studies,
drop down our wins for the dayat the end of the day, we
program our subconscious to goin a growth mindset.
We we pers we we subconsciouslylike simmer in whatever our last
thing is that we see, which forme is usually some some sort of

(01:05:25):
TikTok of someone getting hit inthe privates.
But if we, if if what we didinstead was put down our our
wins for the day, then oursubconscious programs that and
then we wake up thinking andseeing things a little bit
differently.
The challenge is that you guysare still in this like period of
business where there's a lot ofplate spinning and you don't
have that tilting point hit yetto where you have that openings

(01:05:47):
freedom, but all of you areright there.
And how do I know?
Because you're on the call.
The vast majority of our$40billion industry is single
location mom paws that areliterally treating full-time.
That's 50% of the$40 billionindustry of physical therapy.
So if you're listening topodcasts and you're going to
coaching groups and you'respending time going to events,

(01:06:09):
you are.
That's that's why those thingsare so important, right?
So as you guys are doing that,just remember it's less about
like becoming something you'renot and recognizing that you're
already there and just notgiving up.
Because all it takes is thatnext, all you need is that one
tipping point for you guys.
And then all of a sudden youit'll be hard for you to not be

(01:06:30):
in the growth mindset becauseyou'll have all this space and
money.
So we'll talk about that.
But Rit, that'd be a really funmeeting next time is for all of
us to talk about what do we doto get in a growth mindset?
What are some of the, what aresome of the like limiting
beliefs that we have about ourbusinesses?
And we could just share those.
And I think a fun discussion onthat would be transformative.
Joe.

SPEAKER_01 (01:06:49):
Just I just thought I'd add something, and I I hope
this is as beneficial to someonebesides me.
Um, well, there's only likeyeah, there's only like five of
us on this call.
But you know, again, furtherbreaking down that like even if
that PT only stays for 30 days,and if they do five visits a
day, you would make your grossup, you know, minus the the
expense to you could look at thecredentialing costs and that

(01:07:12):
garbage if you had any.
But but like literally, they'regonna do a a visit every other
slot for a month, even ifthey're not working out,
probably.
And then it's gonna be like,okay, you didn't work out.
But literally, if they did afive visits a day, the math in
my practice would say I wouldactually I would make up for the
gross that I just paid out thatinitial 10 to that therapist who

(01:07:35):
got them.
So it's almost like you can'tlose.
You you really can't lose onthat if you think of it that
unless they like walk in andwork a day and quit, and then
you're still paying the, youknow, like what are the odds of
that happening?
But anyway, that's just anaside.

SPEAKER_00 (01:07:49):
Worst case scenario, you've invested in your top
people who are not gonna goanywhere.

SPEAKER_01 (01:07:54):
Like that money.

SPEAKER_00 (01:07:58):
So yeah, it's that's an insurance policy that the
person that you like the most isgoing nowhere because you've
actually like that's the what Ithink I love about this.
If you go invest a ton of moneyin Indeed, some someone gets a
trip to Hawaii that you don'teven know.
When you put$10,000 and becauseit's not gonna work every time,
even if it is a good program.
There are gonna be outliers.
We're dealing with people, sothere's gonna be the occasion of

(01:08:19):
like someone get hit by a bus.
Like that could happen.
You're not gonna go back andsay, Hey, I'm sorry that Sharon
got hit by a bus.
I need my$10,000 back, Mike.
Yeah, like you're not gonna dothat, but Mike's got that bonus,
and I mean, you're you'reinvesting in your people to
think differently.
Here's the tertiary benefit wehaven't mentioned yet.
If we're doing this, yeah, we'regonna tell the team, but then

(01:08:41):
we're making our entire companylike all about it.
Meaning, hey guys, I've decidedthat our business on the outside
looks like we're all about painscience, for example.
We're an outpatient therapyclinic for pain science.
Internally, what we are is anincubator to make the best
therapists in the world.
And it starts with like softskills.

(01:09:04):
We can train the hard skills, asyou guys know.
The soft skills, we don't trainamazing personalities or work
ethic.
That is gonna come from peopleyou already know because you
wouldn't be the way you areunless you knew people who were
like that.
So we're investing in you guys.
So not only does that person get$20,000, but we're gonna help
each other all do it.
Because if all of you guys foundsomeone, we would just open more

(01:09:25):
locations, we'd have leadershipopportunities.
And what do we say at virtualrockstar or rockstar recruiter
guys?
The number one reason why peopleleave is because they don't see
a future in the business.
So now you're investing in apath for them to see a future in
them because they're helpingactually build it, which is also
our main constraint.
So then I would, again, make mycompany all about that and say,

(01:09:45):
once a month, we're gonna gettogether for an hour over lunch
on me, and we're gonna talkabout how things are going and
finding people.
Because I want all of you toincrease your salary this year
by 30.
That's the reason why.
I want all of you guys to get a30% raise.
You feeling it?
A 30% raise this year.
So we're gonna help each otherall get a 30% raise because this
is the ultimate win, win, win,win.

(01:10:07):
Four wins.
The company wins, you win, thenew therapist wins, more
patients get helped.
Win, win, win, win.
We all win.
This is the identity, and no onein the industry is doing this,
guys.
That's why we're gonna be we'realready the best.
We're just not not as impactfulas we want to be.
And you guys deserve to be grownthe way that we're investing in
it.
Uh uh Joe.

SPEAKER_01 (01:10:28):
May I ask one more thing around this concept?
Because since I just lost twogood people, and honestly, my
third PT is not the avatar, toput it nicely, personality-wise.
Um, great skill set, but he'she's terrible in every other
way.
Um do you see any downside thatI'm not seeing to offering um

(01:10:51):
really the three PTs that left?
Well, one's still there, he'sgot two more weeks left, three
more weeks, um, offering themthat bonus.
Now they're not part of yourorganization anymore, yet they
found you that person, and theycould maybe find you another
one.

SPEAKER_00 (01:11:08):
Um, mic drop, Joe's thinking of big time, Ari.

SPEAKER_05 (01:11:13):
Yeah, it's funny.
I was thinking the same thing,Joe, because I have a PT who's
about to leave and flat out rockstar.

SPEAKER_02 (01:11:21):
Right.

SPEAKER_05 (01:11:21):
And also, she has said to me that she would she
doesn't see this as the end thatshe anticipates coming back.
So if her outgoing is a$20,000check and she's found her
replacement and she comes backbecause she sees that's still

(01:11:41):
part of the game.
I mean, that's I think that'sthere's nothing wrong with that.
I think that's fantastic.

SPEAKER_00 (01:11:47):
I think we're thinking in a growth mindset
now.
Because because why wouldn't wedo that?
And how fun and think let'slet's add to that.
Let's like improv a scene,right?
Improvisers, it's like yes and.
So Joe just came out with thisnew addition to this great idea
that Alex Ramosy came up with.
I'm just the vessel tocommunicate it.
So Joe now brings it in as like,what if we did this for existing
rock stars that used to work forus?
Yeah, what else could we do?

(01:12:09):
Well, I'll tell you a benefit.
When we reach out to them andsay, hey man, I was just
wondering if you could use$20,000.
I'm sorry, what?
Yeah.
Instead of giving it to a stupidrecruiter, I would love to give
it to someone that I know, love,and trust.
What is that doing to thatperson?
It gives us a reason to reachout to our network, which is
always the bigger solution forall of our recruiting, is having

(01:12:31):
a powerful network of people whoknow, love, and trust us.
So we go out there and we say,hey, listen, I believe that you
would rock stars hang out withrock stars.
You were one of my favoritepeople.
Oh, thanks, Joe.
That means a lot to me.
And you're like, Yeah, I know.
That's why I want to call you.
And then they all that affinitygoes up between the two of you.
And then it's like, hey, by theway, we're gonna have this team
call on Wednesday at this time.

(01:12:52):
Would you like to be on it?
We're gonna we're we're all justgonna be sharing best strategies
of how we can find people sothat everyone can make that
20,000 bucks.
I mean, maybe that's not a goodfit because they're used to
being the company and that mightbe weird, but what if?
And then it's like, then mythought went, well, shoot, if we
could do that with past people,who are the connectors that we
know?
Who are people that just havebigger networks?

(01:13:12):
I might like there's a guy Iknow at one of the universities
who's a good friend of mine, andhe's he's tried to help me when
I had my PT practice.
If I had a business now and Isaid, hey, Mike, let's not use a
different name.
Hey, Steve.
Steve, you know, you're thedirector of students at you
know, AT Stills University.
Um, I just was wondering if youcould use$20,000.

(01:13:35):
What do you mean?
Let me tell you.
Well, that might maybe there's aconflict of interest there.
I'm starting to realize therecould be problems with that with
a student and a teacher.
But why couldn't that happen ifyou guys are friends with uh
someone who owns a podcast inphysical therapy or someone
who's an influencer of sorts?
I mean, honestly, if you guystold me that you would give me

(01:13:55):
$20,000, I'm already talkingwith these students at AT
Stills.
As much as I'd like to think I'dbe thinking of you anyway, it is
gonna change how I think.
Do you know what I mean?
I'm gonna be like vettingpeople.
And if I find someone, normallyI would send them your way.
But like, there's a differentpower and intentionality that I
would be thinking of.
And like, I'm not trying to askyou guys to give me the bonus,

(01:14:16):
but like if four of you askedme, I'd be like, okay, a million
dollars.
Every time I'm talking tostudents, I'm like, who here
wants to move to Colorado?
I need to see your hands rightnow.
Like it'd be a totally differenttone.
So just building on Joe's idea,the idea of how we can leverage,
because 20,000 is enough tocare.
That's enough for me to go.
I'm sorry, what are you doing?

(01:14:36):
And then by the way, how do Ithink about you?
What are my thoughts about you?
Alex talked about thisyesterday.
Alex Ramosi said, when we startraising our prices and we start
charging more, people startactually recognizing the value,
not just arbitrarily, but likeif you're barely breaking even,
if you raise your prices to haveat least some padding in your
profit margin, people are goingto experience you as a higher

(01:14:58):
quality product.
So if you're out there sayingwe're giving a$20,000 bonus, the
employees, whoever we reach outto on the outside, I mean, I if
I was a PT that used to work foryou, I'd be going, like, crap,
why did I leave?
Right?
And then it just kind of growsfrom there.
Joe, that was brilliant.

SPEAKER_01 (01:15:14):
Well, thanks.
You know, in in uh it's alsothinking like, okay, I'm just
sitting here thinking, I I stillkeep in touch with like six,
seven people I graduated PTschool with like 23 years ago or
whatever.
Why wouldn't I why wouldn't Itell them?
Why wouldn't I tell them whatyou just said?
I'd rather give you 20K than arecruiter.
You send me someone, I'll giveyou 20k.

(01:15:36):
Like, why wouldn't you do that?

SPEAKER_00 (01:15:38):
Why wouldn't you put a post online?
Why wouldn't you like you know,um Yeah, where do you stop with
the I don't think you want tolike hit cold PTs with it?

SPEAKER_01 (01:15:47):
Maybe you do, but you don't want to find someone
on LinkedIn and be like, I'llgive you 20K if you send me
someone.
But but if you know them, likeand you trust them, then why
wouldn't you do that?

SPEAKER_00 (01:15:59):
Joe, you're hitting upon listen, the whole point of
Rockstar Recruiter, I've saidthis before maybe a hundred
times now.
The core solution of RockstarRecruiter is building a network
of people that know, like, andtrust us that are wanting to
join our team, that we stay, westay in connection with.
That's why we do all the thingsthat we do from initial outreach

(01:16:19):
to maintaining thoserelationships.
When uh Adam Robin, who's partof the PT Owners Club, I coached
him for a year and a half onrecruiting.
He was one of the first peopleon the first day to say
recruiting is hard.
I was like, okay, let's startthere.
Let's shift that mindset, right?
He now, he had, he just hiredseven physical therapists, I
think, in the last like sixmonths.

(01:16:40):
And um, I was on a podcast withhim and I was like, all right,
man.
I didn't want to like bring upthat I coached him because I
didn't want to have that kind offeeling that there was a that we
weren't equals.
But I just said, How'd you doit?
He goes, Well, I have this largenetwork of people.
I just said as soon as twopeople quit, I sent around and I
text everyone that it was thatI'm already in touch with all
the time, said, Hey, I've gottwo openings.
Do you know somebody who'slooking for it?
And he said he texted likedozens of people that he's

(01:17:02):
already in touch with.
And not only did he fill thosetwo slots, but he hired five
more.
So the power, so that's thethat's the core impact.
What this one tactic is helpingus see is how exciting it would
be to reach out and share itwith somebody because it doesn't
feel like an ask at that point.
And by the way, we're theincentive is actually pushing

(01:17:25):
the right behavior becauseyou're not saying, hey, I'm I'm
gonna give$20,000 to the firstperson who joins.
That feels like a sale and anask.
That's a totally different partof the brain.
The proven method of getting areferral is do you know someone
who's looking for this greatopportunity?
No one's gonna feel threatenedby that, but there's no
motivation for them to reallytry until you add a$20,000 tag

(01:17:49):
to it.
Then it's like, and then you canagain, it's kind of how you
bring it up.
If you're close to the person,like Joe, you said people you
know in your industry.
Like if you're good friends topeople in your group, you the
more personal you make it, themore successful it is.
Hey, Sharon, I just need to talkto you for five minutes on the
phone.
Sharon, hey, listen, I have thisnew crazy incentive.

(01:18:09):
And I thought of you as one ofthe first people I just wanted
to share it with.
Because I can't do this all daylong with everybody.
You create some scarcity to it.
I'm gonna give$20,000 to thenext to the next rock star in my
closest of networks.
I'm not doing this to coldoutreach.
I'm doing this for people Iknow, love, and trust.
And I love and trust you, by theway.
If you know anyone who's lookingfor a job who I end up hiring,

(01:18:32):
I'll give you$20,000.
Joe, how can you afford it?
Well, I don't know how I canafford not to, which by the way,
is the actual answer to thisquestion.
I don't know how I can affordnot to do this.
And then you put that out thereand you and just it gives you a
reason.
And by the way, worst casescenario, they don't think of
anyone, but they're like, whoa.
Number one, Joe cares, uh caresand likes me.

(01:18:53):
It's a reason to reach out tothem.
Number two, they think more ofyou because you're out there
doing something no one else isdoing, and Joe must be killing
it because he's willing to pay20 grand.
I think more of Joe.
And then, yeah, that's the worstcase scenario.
That's the worst case byreaching out to people.
So it makes it exciting to reachout because you're doing them a
favor, you're building yourbrand, you're serving.

(01:19:14):
It's cool.
Yeah, this was a good idea.
I thought about bringing itafter I heard it, but I had no
idea how great it would be afterthis group took a good idea and
made it awesome.
That's that's growth mindset inaction, is how you guys just
chewed on it.
And even though Lori and Christyhaven't said much, their energy
has absolutely shaped this forsure.
Absolutely.

(01:19:36):
Well, guys, that was a quickcall.
I didn't ask how anyone's doingor what they're working on.
We've got 10 minutes.
I think for the last fewminutes, I just want to say
this.
Um, Joe, since he hasn't been onthe call, I have been working
behind the scenes on theevolution of Rockstar Recruiter.
So we are pivoting RockstarRecruiter into something new.
I'm spending a lot of time onthat today.
I don't know when I'm gonnarelease it.
It's gonna be, it's not toppriority for me to reshape this.

(01:19:59):
I'm just not gonna stop doingthese calls until it's done.
And then I am going to pivotthis into something so amazing.
I'm not exaggerating.
I wish I could share this withyou guys.
But I'll put it, I'll put itlike this the acquisition.com
team is helping me build thisnext version of Rockstar
Recruiter out.

(01:20:21):
And um, the me the reason we'rewe're gonna still do this, there
will, I will make some money onit, but you'll be shocked at
what I'm gonna do.
Anyway, it's you'll you'll getyou're just gonna laugh and go,
well, how is he gonna makemoney?
There will be, it's it's an I'mturning this into an entry-level
point for people.
I am gonna be scaling it up.
Joe, everyone else knows this.
I am gonna be scaling it up.
I don't know where that's gonnalook totally, but I have help on

(01:20:43):
what that's gonna be.
But we are gonna create map moreand more value for you guys.
It's all gonna be about likeproviding more networking, gonna
be more connected to likeinformation and updated, uh,
updated tactics like we talkedabout today.
It's gonna be all these things,and then um it's gonna grow from
there.
So I want this to be kind of myservice.

(01:21:04):
And then I will tell you, Joe,we are going to be using parts
of these recordings as materialfor my social media and so on.
So obviously, like we are goingto edit anything out that is
personal, like anything you saidabout your team, or mentioning
her money and that kind ofstuff.
Like, we wouldn't have thosethings in there.
But that's part of the reason Ican still do this, is that my

(01:21:26):
brand, as it grows, we just hit10,000 script subscribers on
YouTube.
Hooray! Like, as we're growingthat brand, it's gonna be this
is this is why it's useful forme, is because I can talk at a
at a camera or I can work withpeople I love.
And honestly, you guys make mebetter than I really am.
And so I love that.
And by the way, and I and youpointed this out last time, for

(01:21:47):
those, and I'm not opening thiscall for everybody, the calls
are gonna be different.
The calls, I'm keeping you guysin that innermost circle because
you've been with me before.
But you guys, we're gonna editthis material and give it to you
for your brand.
So, like Joe's whole spiel,like, why wouldn't I reach out
to other people and those kindsof things?
Like, we could create a littleshort video that he could post

(01:22:07):
on his social media and talkabout like so as we work
together, we're gonna grow eachother's brands, which will help
recruiting on a big scale andand all that.
So I'll let you guys know whatthat is down the road, but that
is it on the updates.
Any questions on that, Joe?

SPEAKER_01 (01:22:22):
Yeah, I I am super curious to know more because
yeah, again, I haven't been on acall in months and I know you
said there was things coming,and so yeah, I I guess I I I
don't do good with suspense.

SPEAKER_00 (01:22:32):
So I guess uh it's only gonna be a value add.
It's only gonna make thingsbetter.

SPEAKER_01 (01:22:36):
If you can divulge details uh as it goes, I'd
appreciate it.
But um yeah, I'd I'd like toknow where, yeah, what you know
what I could plan for usingessentially and how I can, you
know.

SPEAKER_00 (01:22:49):
Yes.
So a couple things.
Actually, I am gonna sharescreen and give you guys a
little bit more because Irealize I can.

SPEAKER_01 (01:22:54):
Um, I'm not saying you had to do it now.
I'm just saying it will I wantto.
We've got like five minutes.
Well, what are we talking about?

SPEAKER_00 (01:23:01):
I've got so much going on on my end.
Like, if I can like get a littlebit more information to you
guys, the better.
Because like the only group Ihave to spend time really
communicating this to existinglyare the people on this call and
the few who aren't, whotypically are.
I haven't been promoting thisprogram for two years because of
the because of VirtualRockstar's incredible growth.
So for us, um, here's a couplethings.
The first is that we are goingto be way more school focused.

(01:23:26):
So, school is that onlineprogram that um I believe you're
all in, but I haven't done muchwith for a long time.
Right now it's called Free YouUp.
It might keep the same name, itmight change the name.
Right now, we kind of put thisas like, oh, let's just do a
school program.
Alex Ramosy and another guyfounded school.
Um, I am getting personallytrained on how to how to use
school in a way that's way moreuseful.

(01:23:47):
And I am a part of a schoolgroup uh called the acquisition
scale advisory group.
This is this is a this is a verysmall group of people.
I'm the smallest guy in theroom.
Most of those people havecompanies above 30 million.
So we are in there with thefounders of school learning how
to use this to create value foryou, for you guys.

(01:24:08):
I'm in it every day for at leastan hour.
But essentially what we're gonnabe doing is this is going to be
think of this as like ThinkIfic, where we had the course,
plus the most intimate Facebookgroup, plus a catch-all for
everything we're gonna do onsteroids.
So we are going to start postinglike differently, and it's gonna

(01:24:30):
be contribution-based.
You guys are gonna contribute aswell, some good ideas.
Um, there'll be rewards.
There's a leaderboard.
So as you guys level up,there'll be unlocks for other
courses, other freebies, otherinformations that you can get
access to that are gonna makeyou want to keep sharing.
And then as people keep sharing,the value of the group keeps

(01:24:51):
going up.
We are going to centralizeeverything on this calendar.
Every call from RockstarRecruiter, every call, every
event we do for Rockstar Summit,anything we do, anything we do
is gonna be linked.
There will be buttons here youcan click and open up the links.
So you'll you never have toworry about like, where is it?
You can click a button, add itto your calendar.

(01:25:13):
So that's great if you want tostick with that.
But there's always this centralplace, it's not an email once a
week, it's gonna be all here foryou.
And then in the classroom iswhere we are really excited.
This is where we're gonna be prouh creating all sorts of really
fun content.
Some of it will be paid, some ofit will be free, some of it will
depend on where you are in thebusiness, uh, in this in this

(01:25:33):
growth.
Because again, my vision for thecommunity is to get from 131
into the thousands.
Like, I want this to be tens ofthousands.
And there's ways to control itto where it's not just a bunch
of crap in here.
Like you have to earn theability to even post, like
there's some things there, butthen like for you guys, we're
gonna have Roxo Recruiter inhere.

(01:25:54):
There's gonna be other newthings we're gonna add into here
that other people are gonna haveto pay for.
And so that's kind of the wholelike general outline of it.
But there's there's a lot ofthere's a lot more I'm not
sharing about it in terms ofwhat this is gonna be.
But I I will say that we'regonna have the big thing, Joe,
is we're gonna have the callsevery two weeks as currently

(01:26:14):
constituted.
Um, we're gonna have everythingkind of centralized into school,
but we're gonna be continuing toadd value to where this becomes
a very special uh thing.
So community school will bewhere everyone meets, but
there'll be sections of schoolwhere there'll be groups of
elite connections and thingsthat we're gonna build into
that.
And you guys are always gonna bejust in in whatever I'm doing.

(01:26:37):
So that's it.
I'll give you more details as wego, but we're currently building
that out.
It's gonna take me at leastanother month or so.
Guys, I appreciate you.
Have a great rest of your day.
Thank you for a wonderful time.
We'll see you at our next call.
I think it's gonna be it's thesecond week of September.
It's the second Wednesday,second and fourth Wednesdays of
every month.
Yeah, Orit.

SPEAKER_05 (01:26:57):
I will not be at that one.

SPEAKER_00 (01:26:59):
Um, actually, that's a really good point.
With my crazy schedule, I needto see if I have any conflicts.
I do have a conflict.
I have a rain tree conference onthe 24th of September.
Um, so Arit, if you're in town,if you wouldn't mind running
that, that'd be great.

SPEAKER_05 (01:27:12):
Um, otherwise 24th, the 24th should be fine.
I just won't be at the 10th.

SPEAKER_00 (01:27:16):
Perfect, perfect.
And honestly, why don't we savethe 24th to talk about growth
mindset?
We'll see.
We'll talk, we'll figure it out.
I don't want to.
We're still on for the 10th, arewe saying?
Yeah, but next month, the secondand fourth land on the 10th and
24th.
Got it.
All right, you guys.
Have a great rest of your day.
Thank you so much.

(01:27:37):
We'll see you next time.
Thanks, you too.

SPEAKER_01 (01:27:39):
Yeah, thanks.

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