Many physical therapy practice owners started a business to gain freedom and ended up with a second full-time job. If that sounds familiar, you are not alone, and the reasons you feel trapped are rarely about marketing tactics or billing software. To get unstuck in your physical therapy practice, you usually have to start with the owner. That means looking at what you hold on to, who you think you are, and what you have never fully handed off.
In this episode of the Practice Marketing Podcast, host Neil Trickett welcomes back Jamey Schrier, PT, founder of Practice Freedom U. Jamey explains why he thinks so many owners feel isolated and burned out. He says too much information and rushed decisions make it worse, and he names three beliefs he says keep owners stuck. He then walks through a practical exercise for sorting your weekly tasks. He also shares why he says you cannot build a successful practice while treating a full caseload.
Better Marketing Makes Life Easier. Learn more about Practice Promotions’ Physical Therapy Marketing services at practicepromotions.net/.
Episode Highlights
- → Why so many practice owners feel stuck, isolated, and burned out
- → Letting go, trust, and why knowing what to do is not the same as doing it
- → Too much information, misaligned decisions, and rushed hiring
- → Who do you have to become to lead a bigger practice?
- → Leading by example: hard conversations, values, and culture
- → Why slowing down and calming your emotions comes first
- → “Who, not how” and the three things that keep owners stuck
- → A red, yellow, green exercise to get unstuck in your physical therapy practice
- → Why Jamey says owners need to stop treating full time
Guest Bio
Jamey Schrier, PT, is the founder of Practice Freedom U, a coaching and training company for physical therapy, occupational therapy, and other practice owners. The company helps owners build profitable practices without working excessive hours in the clinic. In the episode, Jamey says he has been in the physical therapy industry for 30 years. He also says he owned a private practice with a few locations in Maryland for 15 years. According to his website, he is the author of The Practice Freedom Method. Neil introduces him as someone who has helped hundreds of growth-minded practice owners achieve uncommon success without the burden of working excessively in the clinic. This is Jamey’s second appearance on the podcast.
Key Takeaways for Practice Owners
- Start with letting go and trust. Jamey says the simple answer to why owners feel stuck is letting go. The step below it, he says, is trust, or a lack of it.
- Knowing is not the same as doing. Jamey says information is now free. The deeper frustration, he says, comes from knowing what to do and still not doing it. The real work is finding what is holding you back.
- Hire for fit, not for a warm body. Jamey says rushed hiring is where misalignment often shows up. In his experience, the owners who struggle most are fast to hire and slow to fire.
- Ask who you have to become. Jamey says owners should ask what kind of leader the next revenue level requires. He suggests building those skills first, such as communication and delegation.
- Lead by example. Jamey says leaders have to go first, including in uncomfortable conversations. He defines culture as people embodying the values and standards the owner sets.
- Slow down before you decide. Jamey says that when emotion is high, our intelligence is low. He says a short walk or a few deep breaths can help owners think clearly again.
- Ask “who,” not “how.” Jamey says that asking who can help takes pressure off and introduces collaboration instead of leaving everything on the owner.
- Sort your tasks by color. Jamey suggests listing last week’s tasks and marking each one red, yellow, or green. The goal is a week that is mostly green. He says to record and delegate the red and yellow tasks.
- Step back from full-time treating. Jamey says he no longer softens this advice. In his view, you cannot build a successful business while you are treating in the clinic full time.
Why Do So Many PT Practice Owners Feel Stuck?
Neil asks Jamey why so many practice owners feel stuck. Jamey first asks how many is “so many,” and says he looked for studies. He says he found one reporting that 76 percent of CEOs feel isolated and another reporting that three-quarters of entrepreneurs feel burned out. Private practice owners fit into both groups, he says, so that is a lot of people. He calls that feeling being stuck or trapped in your business.
“The simple answer is letting go. That’s the simple answer. The step below letting go is trust.” — Jamey Schrier
Jamey says he has 30 years in the industry and has worked with hundreds of private practice owners. He sees common threads in owners who feel trapped. His summary is that a lack of trust is the deeper reason owners stay stuck in their practices. Neil adds that you cannot build a business on just yourself. Jamey says you can, but he calls that a self-employed business. If an owner wants to build something beyond themselves, he says, the trap is hiring people but not letting them do their jobs. The owner ends up doing their own work and part of theirs too.
Letting Go, Trust, and Doing Less of What You Dislike
Jamey says feeling overwhelmed is not only about the number of hours. He says owners are overwhelmed because they are doing things they do not like, things that do not light them up. In his view, a typical day has more of those tasks than the ones owners love. He explains his saying “work less, earn more” as working less on the things you dislike and more on the things you enjoy. Those, he says, are the things that help build and grow the business.
“Let’s face it, we’re not rational, logical people when it comes to being in business. This is an emotional game.” — Jamey Schrier
Neil mentions a line he attributes to Dan Martell, that 80 percent done by someone else is 100 percent awesome. Jamey says the 80/20 rule comes up all the time. But when you are actually doing the work, he says, the emotion attached to letting go runs deep. He tells a short story about his own practice. At first he was stressed because he did not know what he was doing, so he invested in learning the business of physical therapy. The next level of frustration, he says, came when he knew what to do and still was not succeeding. Jamey says that frustration leads to burnout and is worse, because information is now free through search engines and AI. In his view, what AI does not address is what is really holding you back.
Too Much Information, Misalignment, and Rushed Hiring
Neil asks whether feeling stuck is specific to private practice. Jamey says it is a business and entrepreneur issue. The number one problem right now, he says, is too much: too much information, too many decisions, too many employee questions, and too much worry about declining reimbursement. He says the brain has to filter all of it, and that sometimes it filters out what we need. He cites a survey he heard about, in which he says 97 percent of respondents named focus as their number one mindset issue. In his view, when owners are overloaded they either cannot decide or make quick, irrational decisions that later become bigger problems.
Neil asks whether the confusion shows up in particular areas of the business. Jamey says he has not seen it in one place, and that when an owner lacks clarity internally, it comes out as confusion externally. He compares it to the spine: when one segment is not moving well, the problem shows up somewhere else. For Jamey, the place it shows up most is hiring.
“They are fast to hire and slow to fire.” — Jamey Schrier
Jamey says he used to hire for two reasons, “a pulse and a license.” He now believes 90 percent of that staff would not be on his team today. He says that was his responsibility, because he never defined what his business was about or why the right people should join it. Neil agrees that hiring is critical and describes the idea of being slow to hire and fast to fire. Jamey replies that the owners who struggle most do the opposite, at every size from half a million to five million dollars in revenue. They are fast to hire because they want the problem solved. They are slow to fire because they do not want to go through it again. He says this is why every owner needs some type of mentor or outside perspective.
Who Do You Have to Become to Lead a Bigger Practice?
Neil says that getting unstuck means changing as a person, since each revenue threshold calls for a different kind of leader. Jamey says the key question is who you have to become to lead a business of the size you want. He says most people operate on “have, do, be,” wanting the larger practice first, when he believes the order should be “be, do, have.” A $2 million owner, he says, handles different things than a $500,000 owner, starting with knowing how to delegate.
“We’re not broke and we don’t need fixing. It’s all already within us.” — Jamey Schrier
Jamey says the problem is that some of our wiring is outdated. He compares it to running a new iPhone on an iPhone 2 operating system. When he looked inside instead of for external reasons, he says, he realized he had to show up with more gratitude. He also had to stop assuming his employees only wanted more pay for less work. He says his business was disorganized, with no systems or SOPs. He began questioning marketing, operations, and billing against the vision he wanted, and the answers became obvious. Implementing them took a long time, he says, because he had to get past old programming.
Neil shares a story from his own practice. He says he was good with patients but afraid of confronting a therapist. So he and his wife, Amy, played a “get a spine” game. Each time they handled a hard conversation well, they added a paper vertebra to a spine they were building. His point is that leadership grows by putting yourself in uncomfortable situations and practicing.
Leading by Example: Hard Conversations, Values, and Culture
Jamey says leaders have to go first, and that if you want your staff to do something you are avoiding, you are avoiding something yourself.
“The old game when we were younger, it’s called follow the leader for a reason.” — Jamey Schrier
He says one way to overcome the discomfort is to practice the conversation. Another is to reframe it as caring about the person rather than confronting them. He gives an example of a client with a long-time office manager who ran the show. The client felt she was not the right fit. Jamey says they rehearsed the conversation together. They covered what the owner appreciates about her, where she is struggling, and what objections she might raise. They also covered how he would answer them and what outcome he wanted. After a deep breath, some push-ups, and a walk, Jamey says, the client had what he called one of the best meetings they had ever had.
Neil adds that you have to hold everyone to the same set of standards. Jamey says that applies to the owner too, because people are always watching. His three steps are to create the values and standards, make sure everyone acknowledges and follows them, and gently remind people when they do not, including the owner. He defines culture, in a simple way, as people embodying the values and standards. A poor culture, he says, means either the values are missing or no one is paying attention to them. That also starts with the owner.
Slow Down First: Emotion, Breathing, and Creativity
Neil says that in 24 years of business, the thing that helped every time he felt stuck was working on himself. He notes that the top of a practice can be lonely, which is why outside coaching helps. Jamey says that when owners come to him in a high emotional state, he does not give them more to do. Instead, he asks them to take a breath. His homework is simple: take a walk, spend five minutes on breathing, and then start the conversation.
“When emotion is high, our intelligence is low.” — Jamey Schrier
Jamey says that when the amygdala is firing in fight-or-flight, owners make decisions that feel right in the moment and are not. The only way to combat it, he says, is to bring yourself down. He uses meditation, breathing work, and sitting by the ocean with no agenda to clear his mind. Creativity is the magic, he says, because when we are stressed we are mechanical instead of creative. Neil says some of his best ideas come from a lunchtime walk.
“Who, Not How”: Marketing, Identity, and What Keeps Owners Stuck
Neil asks where owners get stuck with marketing. Jamey says people get stuck when they know where they want to be but cannot figure out how. That might mean a certain number of referrals and new patients. Because many owners are smart and prideful, he says, that creates angst and paralysis. He points to the “who, not how” concept. His advice is to take a breath and ask who might be able to help, rather than trying to work out how to solve everything yourself.
“It introduces a concept of collaboration. It doesn’t have to be on you.” — Jamey Schrier
Jamey says this applies to marketing, operations, hiring, billing, financials, and KPIs. If you want to build something of substance, he says, look for experts who can guide you or take work off your plate. That could be an agency that provides physical therapy marketing services.
He then shares the three things he says keep owners stuck. The first is fear of letting go, which he says is really a fear of trust. The second is what he calls an identity crisis. He frames it as a question: if you step back from the day-to-day, then who are you, when you have been a physical therapist your whole life and received lots of praise for it? The third, which he calls the biggest, is limiting beliefs. He means old conditioning from childhood and school about success, money, and working 60 hours a week. Neil agrees with all three and says many owners are still in the “I’m just a physical therapist” mindset when they hang up their shingle.
Jamey shares an exercise a coach once gave him. When he answered “What do you do?” with “entrepreneur” and then said he had a physical therapy business nearby, he says the conversations changed. When he said he was a physical therapist, he says, people pointed to their neck. When he said entrepreneur or business owner, they connected with him differently. He also started to believe it himself.
How to Get Unstuck in Your Physical Therapy Practice: The Red, Yellow, Green Task Exercise
Neil asks how Jamey approaches getting a clinic unstuck. Jamey says he likes to keep it practical, and that the first step is identifying what is keeping you trapped. His exercise starts with writing down every task and activity from last week, using your calendar if you keep a good one. Next, mark each one with a color.
“Can you imagine waking up and 85% of what you’re going to do in that day is all aligned with who you are, your zone of genius?” — Jamey Schrier
Red tasks are the ones you hate. Jamey says bookkeeping was a red for him. Yellow tasks are neutral, and green tasks energize you. He says recording the podcast is green for him, while the work behind it, such as setting it up and writing the description, is red. The goal is to remove the yellows and reds one at a time, until 80 to 85 percent of your day is green.
For each task you want to remove, Jamey says to record yourself doing it one more time. Next, get the recording transcribed and summarized into steps, and hand it to someone capable who likes that kind of work. He credits part of the idea to Dan Martell and others he has worked with. He suggests debriefing afterward: what went well, what could improve, and what you learned. If you do not have someone, he says you can hire a person or use virtual assistants or sites such as Upwork. He adds that you can also look for an agency that specializes in the task. Neil calls it the SOP of the SOP. He says writing the tasks down brings to light things you are doing that you should not necessarily be doing.
Stop Treating Full Time and Start With the Owner
Jamey says he always starts with the owner. Wherever there is angst, confusion, or overwhelm, he says, giving the owner more solutions piles on the mess. Owners need space to think, ideate, create, and make good decisions. Neil asks about owners who are still treating a full caseload while trying to run the business.
“You cannot build a successful business if you’re in a clinic treating.” — Jamey Schrier
Jamey says he used to be more lenient with his wording and no longer is. He says that if you want to grow something of substance, you cannot do the work it takes while also delivering the service. For owners who still love treating, he offers a deal: back away, build the company, and then come back to treat a few VIP patients. He says he himself coaches a handful of clients because he loves it. The biggest problem he sees for owners growing from about $400,000 to $500,000 in annual revenue toward $1 million to $1.5 million is the treatment schedule. Owners are either treating too much, or they have stepped back without solidifying systems and processes and end up under financial pressure.
In his closing advice, Jamey says the owner is the engine that makes everything else work. He also says the world will not get simpler on its own. He recommends identifying one thing today, starting to remove and delegate it, and taking a break first. He says listeners can take his quiz at practicefreedomu.com and find him on LinkedIn as Jamey Schrier. He is also creating the Practice Freedom Community, which he describes as a free community for people who want to create a freedom-based business.
About Jamey Schrier and Practice Freedom U
Practice Freedom U is a coaching and training company founded by Jamey Schrier, PT. According to its website, it helps physical therapy, occupational therapy, and mental health practice owners grow and scale their practices. It uses a roadmap that organizes practices into stages by revenue and team size. Its team of coaches offers discovery calls to practice owners who want help creating a plan. In the episode, Jamey says the site has a quiz about your business that helps you identify where you are and what to do about it.
FAQs
Why do so many physical therapy practice owners feel stuck? Jamey says the simple answer is letting go, and the step below letting go is trust. He also points to too much information and decisions that are not aligned with where the owner wants to go. And he describes what he calls outdated wiring.
What are the three things Jamey says keep owners stuck? The first is fear of letting go, which he says is really fear of trust. The second is an identity crisis, meaning difficulty seeing yourself as a business owner and not only a physical therapist. The third is limiting beliefs from old conditioning about success, money, and hard work.
How do you get unstuck in your physical therapy practice? Jamey says to start with the owner and slow down. Then list last week’s tasks, mark each one red, yellow, or green, and work toward a week that is mostly green. For each red or yellow task, record yourself doing it once and turn it into a checklist. Finally, delegate it to someone who is good at it and likes it.
What does “who, not how” mean? Jamey describes it as asking who can help instead of trying to figure out how to solve everything yourself. He says it takes pressure off and introduces collaboration.
Why does Jamey say owners should stop treating full time? He says you cannot do the relationship building, check-ins, service, and follow-up that growth requires while also delivering care. He says the treatment schedule is the biggest problem he sees for owners growing from roughly $400,000 to $500,000 in annual revenue toward $1 million to $1.5 million.
How does Jamey say hiring contributes to feeling stuck? He says owners who rush to hire a warm body end up with misaligned staff. They have not defined their values or what the business is about. He also says struggling owners tend to be fast to hire and slow to fire.
How can I learn more about Jamey Schrier and Practice Freedom U? Jamey says to visit practicefreedomu.com and take the quiz. You can also find him on LinkedIn as Jamey Schrier. He also says he is creating a free Practice Freedom Community.
Related Episodes & Resources
- Time Management for Physical Therapy Practice Owners: 6 Strategies to Work Less and Scale, with Jamey Schrier, PT: Jamey’s earlier appearance on delegating and taking back your calendar.
- Running on Empty: Dr. Adam Robin on Escaping Burnout, Building Systems, and Managing Energy: more on burnout and building systems as an owner.
- Build a 7-Figure Practice w/ Darryl Yardley: another owner’s path to a larger practice.
- From PT Intern to Multi-Location CEO: growing from clinician to leader of a multi-location practice.
- How to Reduce Patient Cancellations in Physical Therapy (w/ Front Office Guru Dee Bills): handing front office work to a capable team.
- Physical Therapy Marketing Services: how Practice Promotions helps PT practices attract more patients.
- Physical Therapy Marketing Pricing: see Practice Promotions’ plans and pricing.
View Full Episode Transcript (click to expand)
[0:18] Neil: Hello and welcome to the Practice Marketing Podcast, highlighting successful strategies from North America’s fastest growing clinics and experts so you can learn from their wins and power your practice growth. Hi, I’m your host, Neil Trickett, CEO of Practice Promotions. And today we’re going to talk about getting unstuck in your physical therapy business with Jamey Schrier, always the most famous Jamey Schrier from Practice Freedom U. Jamey has helped hundreds of growth-minded practice owners achieve uncommon success without the burden of working excessively in the clinic. And today he’s talking about a common problem that practice owners face, which is feeling stuck in the business you’ve created. And he’s going to share why he thinks so many PT owners feel stuck and how you can get unstuck. So Jamey, welcome to the podcast.
[1:02] Jamey: Thanks for having me back, Neil. I’m excited to be here.
[1:07] Neil: Awesome. Let’s do this. So, why do so many practice owners feel stuck?
[1:15] Jamey: Well, first of all, how many is so many? I did some research and I looked for some studies, and I saw a couple of studies. One study said 76% of CEOs feel isolated. Three-quarters of entrepreneurs, and I imagine we can be put into either one of those categories as physical therapy private practice owners, three-quarters feel a sense of burnout. So we’re talking about a lot of people. Three out of every four people are feeling this sense of isolation and burnout, which I like to call just being stuck or trapped in your business. So the question is, how do we get there? How do we get trapped in our business? And having been in the physical therapy industry for 30 years, I’m an OG, as you are. We’re OGs. And having worked with literally hundreds and hundreds of private practice owners, I’ve seen common threads with people that feel stuck in their business. They feel trapped in their business. And the simple answer, and I know we’ll dive in more, but the simple answer is letting go. That’s the simple answer. The step below letting go is trust. Trust is the reason, or in this case perhaps a lack of trust is the real deeper reason of why we are stuck in our practices.
[2:51] Neil: Very interesting. Yeah, I can see that. So we’re talking about, obviously, the trust, right? And then the ability to level up, let go, help other people do the things that you are doing all yourself, right? And you can’t build a business on just yourself.
[3:14] Jamey: No, I mean, you can. It’s called a self-employed business. And if that’s what someone wants, if you’re a CPA and you’re just like, hey, I just want to run a kind of mom-and-pop shop and I just want to take on clients and maybe have an assistant help me out, you can do that. That’s great. But if you want to try to create something beyond you that requires other people to help you, well then when you are hiring people but not allowing them fully to do their job because there’s a deeper concern about letting go, you end up not only doing your job but you’re kind of doing some of their job, and all of that. You start to have more and more added to your plate, which just eats away at your hours. And here’s the biggest thing, Neil. There are times where you are doing something that you love, and I’m sure you have them and I know I have them. I was doing it this morning. I worked four hours this morning and I swear it was 10 minutes long because I was in the zone. I was in the flow doing what I love to do, percolating, ideation, and all that kind of stuff. So it’s not just that you’re overwhelmed. You’re overwhelmed because you’re doing things that you don’t like. You’re doing things that don’t light you up. And there’s more of those things in your day-to-day than there are of the things that you love. So I have the saying that says, you know, work less, earn more. But the deeper thing behind it is work less doing the things you don’t like. Do more of the things you do like, because you’ll never see those things as work, and those things are going to help build and grow your business. But if there’s a level of trust, I don’t know if I trust people could do the things as well as I can, I don’t know if I can trust this person doing that, I don’t know if I can trust my team doing that, then that lack of trust is going to keep you connected to that and not allow them fully to take ownership. Even though rationally, logically, we know we want to do that. Let’s face it, we’re not rational, logical people when it comes to being in business. This is an emotional game. And those are the things that are really keeping us in this place of being trapped and being perhaps unfulfilled and feeling a sense of just isolation and eventually burnout.
[5:50] Neil: Yeah, I totally hear that. And I think it was, excuse me, I think it was Dan Martell that says 80% done by someone else is 100% awesome.
[6:02] Jamey: Oh, it’s so funny. The Pareto principle, the 80/20 rule comes out all the time. I love that. Look, let’s go 80% of someone else versus 100% of yourself. But that again is a nice quote, but when you are actually in there doing it, the emotion associated with that is deep. I’m not saying it prevents you, but you just don’t do it. You just don’t let it go, which, Neil, is even more frustrating. I’ll tell you a quick story. When I had my private practice, I had a few locations in Maryland for 15 years, and at the beginning, no idea what I was doing, right? Stressed out, overworked, overwhelmed, just because I was clueless. So I started to invest money in how do you do the business of physical therapy. I started learning business. I started reading books, doing webinars, that kind of stuff. Then the next level of frustration came. I knew what to do and I still wasn’t succeeding. So there are two separate things. One, you just don’t know. Two, you know, but for whatever reason, you’re still not doing it. That level of frustration, that’s what leads to burnout, to me, and it is much worse, because right now information is free. There is nothing you should have to pay for to know. You’ve got chat, you’ve got AI, you’ve got Google, you’ve got all that. So knowing information now is not the issue. We have an abundance of free knowledge. But actually diving in deeper, which I do want to get to today, diving in deeper to what’s really holding you back, that’s keeping you stuck, that’s the part that chat and AI is not addressing. And that’s the part that really can move the needle for you.
[7:54] Neil: Yeah, that’s really interesting. And so do you think this is a practice-specific problem or is this pretty common across different entrepreneurs?
[8:06] Jamey: Well, it’s certainly not a private practice issue. It’s an entrepreneur, business issue. Right now the number one thing we all face as a problem is too much. There’s too much coming at us. There’s too much for our brains to handle. Right? You add in social media. You add in the events that are happening right now in our country. And you add in all the decisions you have to make with business, all the questions you’re getting from your employees, all the stuff around declining reimbursements. I mean, that is a ton of information. Your brain cannot handle that. So it has to filter, filter, filter, filter. The problem is sometimes it might be filtering something that we need, sometimes it’s filtering something that we don’t. But at the end of the day, there’s too much information for us to be able to stay focused. There was a survey put out and it asked, I don’t know how many people, hundreds of people. And I just heard this weekend, and it said, “What is the number one mindset issue that you have?” And most of the people, like 97%, said focus, or inability to focus, or lack of focus. Which tells me this, Neil: if you take away the crap, take away the stuff, take away all of the junk and you just went down to the core, you know what to do. You know what’s most important to you. But when you add all this stuff, it becomes too much to make a decision. See, the word priority did not become plural until like 50 years ago. It goes against what the word actually means. How could there possibly be multiple priorities when priority means singular? So we are fighting so much information that we can’t make decisions about anything, or we make quick irrational decisions that later on become a problem, maybe bigger than the original problem we were trying to fix, which creates more of an issue that costs more time, more money, and more frustration. That’s what I see with a lot of private practice owners in the physical therapy world. It’s really too much stuff, unable to focus, distracted, but needing to make decisions, and making decisions that we think are great but aren’t necessarily aligned with where we want to go, that come back to bite us.
[10:41] Neil: Yeah, that’s a really great viewpoint on that, and I think it’s so true. Because that really is part of what burnout is, right? It’s confusion, and you don’t know what to focus on, and you’ve got this fire hose of life and business and problems coming at you. And so do you see, with the people that you work with and coach, the confusion part, the deluge of data and them trying to make decisions, is that concentrated in certain areas of the business, like the leadership, or billing and finances, or treatment, or managing people?
[11:29] Jamey: Yeah, I haven’t seen it in any one particular aspect. I think when we, as owners of a business, are internally confused, if we do not have clarity internally, it comes out as confusion externally. So if you’re not clear about your vision of what you want, you and I were talking about vision earlier, you just know what you want, you know why you want it, you know the meaning it has, the impact it has for you, for your family, for your patients, for your staff, and then all of a sudden you start focusing on marketing, which is supposedly connecting with your ideal person, you could be doing a lot of work and a lot of effort around something that’s not aligned with where you’re trying to go. That creates a disconnect. I always relate it to the spine. The best spine is one that is perfectly aligned with movement in each of the segments, and it can move in lots of directions. There’s no problem. But when there’s one area that doesn’t work quite as right, the other areas will take over, and eventually that area is going to become problematic. But what happens, as we know with the spine, is the problem starts showing up in other parts of the body. So if there is an issue, which I call alignment, where who you are and what you’re about and the actions that you’re taking to move you forward are not all succinct with one another, you start to get problem areas, and it can show up in marketing. I’ll tell you where it really shows up, Neil. It shows up in hiring. We hire people just to check the box and move on. We don’t spend any particular amount of time on ads. We don’t spend time on who we are, what we’re about, what our values are, and how do we attract someone. We don’t spend time training and onboarding someone. We know to do it, but we’re overwhelmed. So then we hire someone internally. We might feel it six months later, we’re like, “This was a mistake.” They’re not as productive as we hoped for. They might be causing a little bit of drama, causing some problems, not engaging with the business, and all kinds of other things. How much is that decision that we made, that was our decision, our choice, now costing us in the business? And if you have a bigger company, multiply that by five or six or seven not-so-great hires. It’s not that they’re bad people. They’re just not the right person for what your business is about, because you didn’t take the time to figure out what your business is about. Who are you? Where are you going? So they can consciously and clearly know what they’re a part of. This is the type of stuff that we begin with our clients, making sure that they have these things in place. If not, you’re just hiring people for a warm body. I think I shared this one with you before: I used to hire people for two reasons. A pulse and a license. That was it. If you had a pulse and a license as a therapist, you were good to go in my book. Oh, by the way, the pulse was optional. All I cared about was a licensed therapist. I mean, it’s funny, but if you look at my staff at the time, it was so disjointed. 90% of them wouldn’t even be on my staff right now. It’s not their fault. They’re not bad people. I didn’t take the time to figure out what I’m about and why the right people should come to me and why the wrong people should go somewhere else. That’s on us. But in a world of overwhelm, nobody either makes time or feels like they have time to do it.
[15:17] Neil: Yeah, multiplies the problem. I’d have to agree too, like hiring is definitely one of those super critical areas, because your business has systems, it has positions, right, to deliver care and to operate the business, and in order for you to go forward and grow the business, you have to get the right people in the right seats in the business to do the work, right? To make things happen. And I like the analogy of “slow to hire, fast to fire,” right? Because I’ve been in that time so many times where, yeah, I need that therapist yesterday, right? And we’re all struggling because we don’t have someone on board just yet. And it’s so easy to make that wrong hire, right? The wrong fit for your culture or what your audience is about. But then that sets you up for so many more problems in the future just because you didn’t take a little extra time.
[16:16] Jamey: And the people, Neil, that struggle the most in business that I’ve seen, and I don’t care if they’re half a million dollars or five million, I’ve seen it all through the gamut, they do the opposite of what you just said. They are fast to hire and slow to fire. They’re fast to hire because they’re just trying to get it done. They’re slow to fire because they don’t want to have to go through that again, and they look at everything non-objectively, like, well, maybe they’ll turn it around. We see what we want to see. And this is why I believe that all of us need some type of mentor, some type of outside perspective, because we’re so close to all of this and it’s so darn personal to us. So, you know, what you said was spot on, except it’s the opposite of the people that get in trouble.
[17:12] Neil: Yeah. And I think too, what I’m really taking away from you is, to unstick yourself, you have to realize how you have to change as a person, right? How you have to adapt. And I think we’ve talked about this in the past, the different thresholds of business. So like maybe half a million, a million, 3 million, 5 million, 9 million. You have to become a different leader to hit those, and your skill set has to change, right? You have to level up basically yourself as a CEO to get to that next level. And I’m just curious about the kinds of things that you’ve seen with different practices that way.
[17:50] Jamey: Yeah, there’s a question that I think is a really important question, for all your listeners, and the question is this. Assuming you want to grow and all that: Who do I have to become in order to manage, lead, own a business of blank? So if you’re at a half million but you want to grow to 2 million, who do I have to become? What kind of leader do I have to become to own and operate a successful business at 2 million? You see, what happens is that comes first. You’re familiar with “be, do, have.” Most people operate on “have, do, be,” meaning, well, give me the $2 million practice first, then I’ll do the things I need to do to become the person to run 2 million. And it’s like, no, you have to start upgrading who you are. You have to start becoming that type of leader, which is, well, where am I not that type of leader? Most likely it’s in communication, how you show up. A $2 million owner is not handling the things that a half million dollar owner is. So a $2 million owner knows how to delegate. Well, if you don’t know how to delegate and you don’t do it properly and you don’t allow yourself to let go, you’ll never get the 2 million or 5 million or whatever. So we know what we have to do. See, I believe we’re not broke and we don’t need fixing. It’s all already within us. We’re very smart, intelligent people who have gone through a lot. The problem is some of our wiring is a little outdated or a lot outdated, and we need to start rewriting our wiring or updating our wiring. I mean, can you imagine running your iPhone 16, I guess there’s now 17, using an iPhone 2 operating system? I mean, it would be glitchy. It’d be all over the place. It would be frustrating. And yet so many of us are running on an old, outdated system, but we want something more. And then when we don’t get it, we look for reasons why it’s not happening, and all of those reasons are always external to us. And what I learned on my own, like I lived all this, I tried to look for the external reason forever. And it wasn’t until I turned and looked inside and said, “Jamey, who do you have to be to run a business where I didn’t have to be there day in and day out, where I could enjoy my time with my family, make good money, live the lifestyle I want?” And I realized, well, first of all, I’ve got to show up better. I’ve got to change my mindset and realize that all my employees aren’t just greedy people who want to get paid more and do no work, because that’s what I thought of them. I never said that to them, but I had a feeling they probably sensed that. So I had to show up with more gratitude. I also had to have a business that was more organized. Mine was all over the place. There were no systems or SOPs. It was all off the cuff. Well, the Jamey that’s running a business like that can’t have that. So I started to look at every aspect of my business, including marketing, operations, billing, and as I started to question those against this vision that I wanted, all of a sudden the answers started to become really obvious. Then it was a matter of implementing them and actually putting them into action. It sounds, hopefully, simple to people, but simple doesn’t mean it’s easy. It wasn’t easy to do. It took me a long time to actually do it, because I had to get over a lot of old programming, a lot of old junk in my head.
[21:49] Neil: And part of it too is like building your own confidence level. I always think back to a story in our practice, my wife Amy and I. We had a therapist that was giving us some troubles, right? And I was lacking confidence. I was afraid. I am great with patients, but confronting my staff about having to work, right? That’s another story. So we used to play a game called the get-a-spine game, right? We cut out paper vertebrae, and every time that we handled a situation with a therapist in a positive way, but, you know, one of those times we had to have a talk, right, which is uncomfortable, we’d give ourselves a spine. We’d build ourselves a spine. And so that was just a game way of us pushing ourselves out of our own comfort zone to confront the reality of the situation and make things go in a better way. And I think that’s part of evolving as a leader, putting yourself in those uncomfortable situations. It just takes practice having these abilities to have talks, right, and to be good at communication and figure things out.
[Mid-roll promotion for Neil Trickett’s Market2Grow book and the free copy offer at practicepromotions.net/book, about 23:03 to 23:38. Not transcribed.]
[23:38] Neil: And now back to the show.
[23:45] Jamey: Yeah. No, I love that. Developing a spine. I mean, look, we as leaders, we have to go first. So many times I hear my clients and people I talk to, they want the staff to do this. You go there, you do that. I was like, no, you have to do it first. You have to be the example. The old game when we were younger, it’s called follow the leader for a reason. And if you’re not willing to do that and you just want your staff to do it, there is something that you are avoiding. And in your case, you’re avoiding that confrontation, that uncomfortableness. Well, guess what overcomes that? How about practicing that conversation? How about again and again and again? How about changing your mindset, that this isn’t a negative confrontation? I care about this person. I care about them so much. I don’t want them to see themselves continuing not to succeed, because I can’t imagine how they feel, because they know they’re not succeeding. All of a sudden you just changed your makeup, your plasticity in your brain. You changed how you show up in front of that person. Your energy changed and they sense that, and all of a sudden that relationship goes completely differently than you ever thought. It’s so much better. I have so many examples of people scared to death talking to one of their staff. Scared to death. One in particular, his name’s Will. He’s listening. Hey, Will. And he had an office manager, a typical office manager, with him for 12 years since he opened the door. And she ran the show. And he’s a nice guy, a little bit passive, nice guy, and she ran the show. He was scared to death. And he said, “Jamey, I don’t think she’s the right person.” And I said, “Okay. So are you going to have a conversation?” He goes, “I’m scared.” So we did an exercise where we rehearsed the conversation. I said, “Let’s start out. Number one, what do you appreciate about her?” And he goes, “Oh, man, I appreciate this, this, and this.” All right, so that was the positives. And I said, “Well, what is the area that you feel she’s having trouble with?” “Oh, this, this.” And then I said, “Well, what are the questions or objections that she may come back to you with,” which was as big as his fear? She’d say something. So he wrote down like four or five different things. And I said, “Well, how would you respond to each of those?” So he did that. And then I said, “What is the thing you want to happen? What is the action you want to happen?” And he gave me that. So he was all worked up, took a deep breath, did some push-ups, went outside for a walk, and then had the meeting. And he said, “Jamey, it was one of the best meetings we’ve ever had. It was nothing like I thought.” And I said, “It’s because you showed up in a way that was just radiating.” And she sensed that. She felt that too. If you showed up in this passive, worried, “oh my God, this person’s a pain,” it would have been a different outcome. I’ve heard that story again and again and again with different people. So that’s something that we can help show up. We can help rehearse and practice and, like you said before, increase our skill level in how to better communicate versus avoiding and pretending, like, “Yeah, I know they’ve been late six times, but they’ve always had a good reason, so I’m not going to talk to them about being late.” Even though one of your core values is being on time. Now the rest of your staff is watching, saying, “I guess they don’t really pay attention to being on time. I guess I won’t pay attention to anything else they say either, because they don’t seem to really keep people accountable on that.”
[27:31] Neil: Yeah. And that’s the thing, you’ve got to have the core values there. You’ve got to keep everybody to the same set of standards, right? And that is a top-down thing, right? If you have the vision, this is where we’re at, this is how we operate, and we operate at this level here, and you’ve got to be able to go and have those conversations. Let’s come up to the level. This is what we expect, right? This is what we want to be able to do.
[27:57] Jamey: And you as a leader, Neil, you have to abide by those standards. If you don’t, and people are always watching, they will use them against you. They’ll show up late three times to the staff meeting. I’m just saying, it doesn’t matter if it’s right or wrong, but everyone’s always watching. They may not tell you. Step one, create those values, create those standards. Step two, make sure everyone is agreeing and acknowledging and doing those standards. And step three, when they’re not, gently remind them. I tell my staff, “Look, I’m human. If you feel that I’m not following something, remind me. That’s okay. I make mistakes.” So when I look at culture, culture is people embodying and following the values and the standards, those behaviors. That’s what I look at as culture, in a simple way. If you have a bad culture, it’s either you don’t have the values or no one’s really paying attention and doing that. So that’s what needs to change. And of course, that also starts with the owner.
[29:15] Neil: Absolutely. Yeah. You know, I’ve been in business for 24 years now, so I can tell you there are many times where I’ve felt stuck. And looking back, the one thing that I’ve done every time to get unstuck is work on myself. I’ve had that realization, where I get to a point where it’s like, you know what, I’m not showing up. Like you said, I’m not showing up the way that I should, right? And it’s easy, because sometimes that CEO position or the top of your practice or your business can be lonely, right? And that’s why you need outside people to help you, to coach, right? Because it can be lonely at the top. But you have to show up every day, right? And when you get yourself in the right mindset and the headspace, a lot can change, right? A lot can move forward.
[30:04] Jamey: So that’s one of the things, what you just said is a huge first step. Anytime I’m talking with people, and I’m usually talking with people that are in a high emotional state, right? They’re either coming because, oh my God, I’m not making money, I’m trapped in my business, I just don’t feel like I’m fulfilled in what I’m doing anymore, and insurance companies and this and that and competition, all that, whatever is triggering that state, they’re coming in this state. And instead of giving them more stuff, “Oh, you should do this, this, and this,” I go, take a beat. Just take a breath, a deep breath. And then I give them homework. You know what my homework is? I want you to take a walk today. I want you to take five minutes and I want you to do some just simple breaths. “I know, Jamey, but I…” I go, I know. I know you want to do all this stuff. And when they do that, they start to reset. They start to get more clear. Now we can actually have a conversation. You are not going to have any kind of rational conversation with anybody when someone is in a heightened emotional place. And unfortunately, as private practice owners, we are in a heightened emotional state a lot. I mean a lot. That means you are making bad decisions, not on purpose, not because you don’t know better. Because when emotion is high, when that amygdala is firing, fight or flight, when emotion is high, our intelligence is low. And we make decisions that we think are good in the moment, but then we realize it’s not. And the only way to combat that is to bring you down. So the worse you are, the more emotion, the more crazy your business is, my advice: slow down. I’ve started doing meditation. I do some breathing work. When I’m at the beach, I’ll go on the beach and just sit there and watch the ocean with no agenda. What it does is it helps clear my mind and helps bring back the creativity, because your creativity is the magic. When you’re stressed, you are not creative. You’re mechanical. So take that advice. If you are at that stage, just do some simple breaths, a simple walk, just something to slow you and calm you down. Then start addressing some of those.
[32:45] Neil: I’ve always had the best ideas when I take a walk at lunch, because you just get yourself out of the office, out of the mechanics of the day-to-day, and, like you said, the creation is the magic, right? When you can think and be creative and come up with solutions for common problems that you’re facing, right? So let’s talk here a little bit about some specific areas where you see practice owners get stuck. And so, Practice Marketing Podcast, let’s talk about marketing. What are some of the areas that you see practice owners get stuck when it comes to marketing?
[33:16] Jamey: Well, I think that people get stuck when they can’t figure out how, right? I know where I want to be. I want to have a business this size with this number of referrals, this many new patients, but I can’t figure out how. That creates a high level of frustration, because we’re smart. We have pretty big egos, many of us, right? We’re prideful, right? We should know this, and yet we don’t, and that creates angst. And this is where this whole concept comes in, which I learned a long time ago, but there are recently books around it, this “who, not how” concept. When you’re feeling that way, stop trying to figure out how you can solve it, and take a deep breath and say, you know what, who might be able to help me with this? First of all, it takes pressure off. Second of all, it introduces a concept of collaboration. It doesn’t have to be on you. In fact, if you want to build something of substance, it should not be all on you. If you want a small self-employed business, it’s going to be all on you. So look for people like yourself, look for experts that can talk to you and help you and guide you through it. When you’re trying to figure it out yourself, it’s going to create frustration and it’s going to create this sense of paralysis. When you can’t figure it out, you stay stuck. You stay in your place. And that is a huge thing that’s going on in your business, whether it’s marketing, whether it’s operations, whether it’s hiring or billing or financials or KPIs. We’re trying to figure all of this out ourselves, and it just keeps us paralyzed in this place. Can I share, I forgot to mention this, but there are three primary things that actually keep us stuck. Can I share that real quick?
[35:15] Neil: Yeah, let’s do it.
[35:21] Jamey: Okay. So I mentioned one. It’s fear of letting go, right? And the fear of letting go is really the fear of trust, right? Number two, I like to refer to this as the identity crisis. If Jamey says I should remove myself from the day-to-day of the business to be able to have a different perspective and build and run my business, then who am I? When I have been a physical therapist my whole life, I get lots of praise, lots of accolades, lots of people saying how great I am. That was me. Why would I let that go? That’s my identity. Yet your identity is the leader and business owner. So people struggle and have that identity crisis, which is why I believe that when people are asked, “What do you do?” they say, “I’m a physical therapist.” That’s not what you do. That’s not what you’re about. That is an automatic response about the degree you had. So that is a struggle that people have. They can’t let go of that identity. So fear of letting go, identity. The third one is the biggest. The third one is limiting beliefs. What limiting beliefs are is like the iOS example. It’s old programming, old conditioning, things that may have happened in your childhood about what you think around people that are successful, what you think about money, what you think about, quote, not working your butt off 60 hours a week. If you’ve been conditioned and told that you need to go to school, you need to work hard, you need to get good grades, and then get a good job, keep your head down to the grindstone, and just keep working and things will work out for you, if you bought into that, which so many people have, how’s that working for you? And if you’re not completely happy and fulfilled with your life, chances are it’s the conditioning back then, the programming back then, that’s affecting you now. Professors and teachers have this influence on us. So it’s this idea that what’s really keeping you stuck is one of those three, or two of those three, or heck, all three of those: the fear of letting go, identity, and limiting beliefs. That’s what’s going on deeper, of why you are where you are.
[37:55] Neil: Yeah, I totally agree with those top three there. And I’ve seen a lot of times that identity, where you hang up your shingle outside your office for the first time and you’re like, I want to be fantastic here. This is going to be a great adventure. And you’re still in that mindset: I’m just a physical therapist, right? You don’t realize that you’ve become an entrepreneur. I’m a PT. At least say, I’m a business owner. “Oh, what do you own?” I own a rehab clinic. I own a physical therapy practice.
[38:27] Jamey: So I did this exercise because I always answered “I’m a PT,” and someone challenged me. I was being coached and my coach challenged me and said, “I want you to say this instead.” I was like, oh my God, that’s so uncomfortable. So I said, “What do you do?” He goes, “Well, I’m an entrepreneur.” And then, “What do you do?” “Well, I have a business, physical therapy, in Rockville nearby.” Oh, the conversations that we had were completely different than when I said I’m a physical therapist. When I said I’m a physical therapist, you know what they did? They pointed to their neck. “Right, this hurts.” When I say I’m an entrepreneur, which I never used that word because I never thought of myself as an entrepreneur, but when I started saying “entrepreneur” or “business owner,” first of all, I started to believe it. Second of all, they then connected with me in that light versus a clinical light, and that started shifting how people approached me and how I approached myself.
[39:36] Neil: Awesome. And so Jamey, I’d love to have our audience know a little bit more about how you approach unsticking a clinic, right? We talked first about your priorities, obviously around the owner, the leader, changing the mindset. So what other areas do you focus on? Is it systems, financials? What’s kind of the process there?
[40:03] Jamey: Yeah. So without getting into the weeds, I like to keep this practical. When we look at unsticking yourself or getting untrapped, the first thing we have to do is identify what’s keeping you trapped. And all of us know what’s keeping us trapped. So a great exercise would be either to just write down the things that you’re doing day in and day out, or you can look at your calendar if you keep a good calendar. Most people don’t keep a great calendar of everything that they’re doing. So I would just say, last week, write down every task and activity you did. Just write them all down. Then what we’re going to do is put a red, yellow, or green mark on it. So take three highlighters and just put a little circle next to it. Red, you hate to do it. When I was in my business, I was doing bookkeeping, dude. You don’t want me doing bookkeeping. That was a red. Yellow means it’s neutral. You don’t hate it. You don’t love it. It’s just neutral. Green is, I love it. Green is, doing that exercise energizes me. By the way, the podcast would be green. I enjoy doing podcasts. It’s awesome talking to you, Neil. Versus me doing the work behind the podcast of setting it up and putting it on there and putting the description and all the SEO. Yeah, that would be a red. So you go through all these things that you’re doing, and then the goal is to do what? Get rid of one of the yellows or reds. Eventually, try to get rid of them all, to the point where you wake up one day and 80, 85% of what you do is green. Can you imagine that day? Can you imagine waking up and 85% of what you’re going to do in that day is all aligned with who you are, your zone of genius? So it starts with identifying. And then here’s the best part, and this kind of comes from a little Dan Martell and some other people that I’ve worked with. If you’re doing that exercise, why don’t you just record yourself doing it one more time? That’s it. You’re going to do it one more time, whatever that thing is. It could be how you answer the phone, it could be whatever you’re doing. And then you’re going to take that recording and you’re going to get it transcribed. So you’re going to get a summarized step one, step two, step three. So now you have the recording and the summary. And then you’re going to go to someone that you think is capable of doing it. And when that exercise comes up again, that activity comes up again, you’re going to be like, “Why don’t you handle this one? Here’s what I have. You do it.” And again, it has to be something that they like. If they hate it too, it’s not going to work out well. But if they are good at it and like this kind of stuff, they do it. And then what they’ll do is they’ll take your process and they’ll make it better and make it their own. That’s it. If you do that one time and then debrief it, like reflect back, hey, so what went well with this? What could you improve on? What could you do better? What did you learn? And then do it again, and then do it again. I promise you, your entire business, your entire emotional state, how people connect will completely change just by doing that one thing. Where the SOP is, it depends. It could be some of the stuff you’re doing in marketing. It could be some of the stuff you’re doing in operations, or hiring, or treatment. A lot of times people are burned out from treating. They have a great team that’s not doing anything. So how about they get busy treating? It could be KPIs, financials, dashboards, profit and loss statements, bookkeeping. I mean, there are a million things as an owner that we could do. So get an inventory of what you’re doing, record it, come up with a simple step-by-step checklist, and then look for someone to help you. And if you don’t have someone, you could either hire that person, and now we have all kinds of virtual assistants and Upwork and all that other stuff. Or if it’s something like, I really want to delegate this whole thing, then you look for someone like yourself, an agency, to take that burden off your plate, who’s an expert at doing it, who will do a much, much better job than you. So that’s the kind of SOP of creating an SOP to make your life better.
[44:46] Neil: So it’s the SOP of the SOP. I love it. Yeah, it’s a great exercise to do, and I think that’s key, right? Key to knowing all the things you’re just handling day to day, and you don’t realize all the stuff that you’re doing, but writing it down definitely brings to light all the things that you are doing that not necessarily you should be doing.
[45:05] Jamey: Yeah. Well, I mean, one last thing here, and again, this is what I learned through just doing it myself and being a part of so many other people’s journeys, because I’ve tried lots of different ways. I always start with you, the owner. Wherever there’s angst, wherever there’s confusion, wherever there’s “I just don’t feel good, I’m overwhelmed,” if we don’t address that, giving you more solutions is going to just pile on the mess and it’s not going to work. We have to make sure that you as the owner have space. Space to think, space to ideate, space to create, space to make good decisions. So if you don’t address that angst that’s overwhelming you, don’t bother spending a bunch of money trying to look for solutions. It’s not going to work.
[45:58] Neil: Jamey, have you seen, in regards to that, where practice owners are still just treating too much? They’re treating a full caseload and then trying to run this whole business on top of that, and they’re trying to go to that next level, but they’re not cutting back or delegating enough of patient care to someone else so they have time to work on the business.
[46:26] Jamey: Yeah. I mean, I used to be kind of a little more lenient with my verbiage when I spoke to people. Now I’m not. You cannot build a successful business if you’re in a clinic treating. I’m not even making it like, I understand you love it. Look, you have to choose what you want. If you want a successful business, if you want to grow something of meaning and of substance, you can’t do the work that it takes to do that. And you and I know what that work entails if you are delivering the service at the same time. You can’t build the relationships here, check them in here, service them here, follow up with them here. You just can’t do it. Now, there are some people that say, “You know what? But I still love treating.” And I say, “I’ll make a deal with you. Let’s back away a little bit, build the company, and then come back and work with some VIP people.” VIP people. That’s what I do. In my business, I have other coaches who handle a lot of our clients who are fantastic. But you know what, Neil? I love to coach. I love it. I have a handful of clients because I love it and it lights me up. But if I did that 30, 40 hours a week, I’d be blown away. I wouldn’t be able to handle anything else. And that’s what people are doing. So the biggest problem I see between the 400 or 500,000 in yearly revenue and the million, million and a half is their treatment schedule. That’s it. They’re either treating too much, or on the opposite end, they’ve removed themselves but they haven’t solidified the systems and processes, and they’re just not treating, but they’re broke. So they have such financial pressure. Those are the two extremes.
[48:10] Neil: Makes sense. And so just kind of wrapping up here, do you have any final thoughts or advice for our audience on getting unstuck, that next step that they could take?
[48:23] Jamey: Yeah, I mean, this is a big deal, you being trapped, you being stuck. You’re the engine that makes everything else work. We need you, we meaning our industry, your company, your staff, your community. We need you to be at the highest energy level possible. And that does not happen when you feel overwhelmed, when you have a sense of loneliness, a sense of just being by yourself. That doesn’t happen. You have to start looking at this business selfishly and saying, “What can I do? Who do I have to become to start leaning into the person that’s going to lead a great company?” And that does not happen being overloaded with stuff but feeling guilty delegating it or not trusting somebody. You have to lean into that. If not, I hate to say it, the world’s not going to get simpler. Things are going to get more congested, more stuffed, which is going to overwhelm you even more. So take that first step right now. Identify one thing and start looking at how to remove it and delegate it. And don’t forget, take that break before you do that.
[49:38] Neil: Great advice there, Jamey. Thank you. And so, Jamey, what’s a great way for our audience to learn more about Practice Freedom U and all the coaching that you guys do over there?
[49:49] Jamey: Yeah, so you can certainly go to practicefreedomu.com. It’s the letter U. There’s a quiz there. I ask you lots of different questions about your business to help you identify where you are in your business, based on the questions I ask, and what you can do about it. And that’s really key, because you want to make sure you’re applying the right solution to your business. So you can do that. You can reach out to me on LinkedIn. It’s just Jamey Schrier. And coming soon, hopefully by the time this episode comes out, we’ll have it, I’m creating Practice Freedom Community. That will be a free community for basically people looking for and wanting to create a freedom-based business. So that will be available as well.
[50:34] Neil: Fantastic. Love it. So if you haven’t checked out Jamey and Practice Freedom and his group over there, definitely check them out. They’ve helped so many practices grow to that next level and have freedom in their business and also in their personal lives. So, thank you, Jamey, for all that you do for our industry.
[50:51] Jamey: I appreciate that.
[50:53] Neil: And to our listeners out there, thank you for following us here on the Practice Marketing Podcast. Don’t forget to subscribe to our podcast as well as our YouTube channel, where we have tons of free advice for you. And if you’d like to know more about Practice Promotions and what we do to help market clinics, go to practicepromotions.net. Check us out on there. Lots of free tips and advice for you. So this is Neil Trickett from the Practice Marketing Podcast, wishing you much success in your practice.
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