Good Chicago morning to you.
Live from some hotel in
Chicago because I don't
need any of you yahoos
calling and waking me up
with like a like a prank wake up call.
I've had that before.
It's super early here, Dave.
I know we're live at eight thirty eastern,
but seven thirty eastern or
seven thirty central is
where I am right now.
How you doing?
No Tony today, by the way.
We appreciate you waking up
an extra hour early.
And yeah, no Tony today.
No Tony today.
Tony is out.
Is he at the fishing hole or
something like that?
That's what he's doing?
They're at an undisclosed
family lake house, I think it is.
Oh, good for him.
That's good.
All right.
We have a problem with YouTube.
I'm trying to get us live on
YouTube right now.
Hang on a second.
But I will talk about us and
what we did last night.
And by us, I mean me.
I'm in Chicago.
I went to this event.
There's a photo from it.
I am not a great photographer.
I feel like if you're at a
cool event and you take a picture,
it always looks like
there's three people at the event.
I'm just not a good photographer.
But this event was full.
It was the health to tech event.
I flew all the way to Chicago for it.
because I think it's a
stunningly simple and
brilliant idea and this guy
alex came up with this idea
and he's like a tech ceo
he's got this like startup
and he's worked in health
tech for like thirteen
years interview coming out
with alex I interviewed him
yesterday before the event
and he's sitting there
probably thinking like hey
how do I get more people
who might be like
influential to my organization's success
But then he went one step further,
which is like, well, to help my success,
I actually should help other people.
So he throws these impromptu
like pub nights.
where the formula is pretty easy.
If there's a speaker,
he's about to introduce the
speaker last night.
She spoke on using
storytelling in your
communications and
marketing to a room full of tech people.
And I remember like a lot of
them were like, hmm.
When I talked to her, I grabbed her,
and I'll have her on the show too,
because she's smart.
I said,
how is this usually received by
tech people?
And she's like, they love it,
but they never do it.
And I'm like, right, right, right.
Everybody agrees it needs to be done,
but then they're like, oh,
we don't do it.
It was a great event.
I loved it.
The bumpability,
which is what we talk about
after the event, was fantastic.
The bumpability for this was...
The people in the room that
you want to be bumping into on LinkedIn,
except now you're giving
them you're having eye contact.
They're handing you their business cards.
I got a pile of business
cards like these are the
these are the exact right
people you want to be in the room with.
And it's anti LinkedIn.
Right.
Alex goes into why in the interview,
why it was why it's really
successful and all the
reasons that you and I
would probably point out.
people were starved for in,
in human contact, uh,
in person contact during COVID.
This thing comes back.
He has them at like this
place called the yard.
Do you, are there places?
They told me the staff there
told me they have locations in New York.
It's like a cool.
We work.
Have you seen this?
Like a co-op?
Yeah.
A non, we were co-op.
Yeah.
They're new.
Um,
staff was there it was very
nice it's called the yard
and I made several
milkshake jokes and they
did not understand them I
think the staff is too
young I think I have aged
out of milkshake jokes and
I'm like this is great you
guys should have milkshakes
and they're like oh yeah
that we'll put that on a
list yeah ice cream
whatever because you want
to bring more people to the
yard and she was like yes
yeah so you can pass our
cards out and I was like
never mind so I wanted to
retell that joke here
because at least I got a
giggle out of dave anyway
This brings up what this
made me think of was I
think the number was thirty two.
Somebody wrote a book called
The Thirty Two Immutable
Laws of Marketing.
And I've talked about them
before without ever maybe
referencing a list,
which is if your thing is big,
how can you make it small?
If it's small, how can you make it big?
If it's visible,
how can you make it invisible?
Just all the vice versa.
I think health to tech
events work because they
are the opposite of LinkedIn.
They are the in-person LinkedIn.
Great event.
He's doing more of them.
There's one coming to New York.
I did not want to wait to
scope my first one out.
That's why I flew to Chicago,
because I think this is a
stunningly great idea.
And here's what I want
people to do who are in health tech.
I don't want you to come.
I want you to come because I
want to take all the good
vibes and all the meetings for myself.
So don't come to these events.
Don't go to health the
number two tech dot com and
see where the events are.
So he pretty much does Boston, New York,
Philly, D.C., Chicago,
and then he just rotates.
He has different frequencies
for different cities.
New York, I think he does every month.
So if you're in health tech,
don't go to these events.
They'll be horrible for your
career because you'll have
way too many people to talk to.
So it was a good event.
I loved it.
Alex, again, kudos to you.
Another backstory I'll say
before we move to the next
topic was he's a Ukrainian refugee.
He left during the war.
I mean,
this guy was like – he could have
just done –
you know, just survived, but he didn't.
He came to the U.S.
on a visa.
And I don't know, in my opinion,
there's no way to measure
how many connections he's
fostered so far or how many
he'll do in the end, right?
There's really no way to
really measure this,
but this will be the
meeting for several things
that will happen and blow
up in health tech in the future.
It'd be awesome.
So that's the event.
Kudos to Alex.
Episode out soon.
See,
and this is the beauty of in-person
anything compared to virtual anything.
And this is why, for multiple reasons,
like I always jab Tony
because Tony comes up with
these like virtual, you know, telehealth,
you know,
video visits and virtual
programs and this and that.
Hold on, Tony's not here, so I'll be Tony.
How did you find out about this?
I'm like, I'm LinkedIn.
And he's like, right.
Yeah.
But,
but now I used to go to these in the
city here in, in,
in New York through like diff,
like meetup and these
different other platforms.
And it was very, it was similar.
It was like when I had
initial and it was like a
couple of different people
would talk about their
software companies or
they'd have a speaker or whatever,
or they'd have it like an
investor that's speaking.
There was pitch nights.
There were, you know,
That's a cool idea.
Pitch that.
You could submit your startup,
your business plan, your mock-ups,
whatever.
And there's a huge
difference between that.
I don't want to get too far into it,
but I went to this one.
This dude pitched.
This was this was twenty
fourteen or fifteen.
This dude pitched like it
was like the Instagram for
health care images.
So it was like imaging and
things like that.
It was called Insight Medi.
Long story short,
we met in twenty fourteen and and I,
we have our honeymoon in
Spain in twenty fifteen.
I messaged him on Twitter,
DM on Twitter like, hey, dude,
like we met in New York and
you pitched like you didn't
win or like whatever,
like he he was hard on himself.
I was like, dude, that was a great pitch.
We met up in Spain a year
later and like we've gone
to Spain and Germany
multiple times to see him
and his family just from
one of these events.
Like, we – and he'll come to Brooklyn.
He stayed – him and his
family have stayed with us.
We're good friends.
We just spoke.
They're moving somewhere
else in Spain right now.
He can't do that online.
And that's just relationship building,
like, you know, peer-to-peer,
colleague-to-colleague.
And this is – regardless of price,
regardless of insurance –
This is my opinion,
why there is no ultimate
value in doing some virtual
thing where you're trying
to help someone either out of pain,
out of an injury, get them back to sport,
get them back to like,
there's so many constraints
to the virtual.
And these are some of the
anecdotal non-clinical stories, right?
Like that guy, Alex, has a tech company.
You're in a tech company.
You have tech offerings.
But then you get a room full
of technologists that are
meeting in person because
their whole world is virtual.
And then they do this.
That could have been a Zoom call.
Why was it in person?
You know what I mean?
It's just fascinating.
it's fascinating like the
the commonalities and the
differences of like virtual
work or play and in-person
work or play or recreation
you're gonna hate the next
thing I'm gonna say though
so alex is all about he got
first the alex is all about
the in-person events he is
the one fostering the
anti-linkedin right the
in-person linkedin alex is
also a tech ceo I wasn't
planning on doing this I
was going to save it for
his interview but I'll pop it out
This is his product that he has created.
So Yod, your online doctor diagnostics,
he is creating a tool that
you're looking at here if
you're watching a live stream.
It looks like one of the
handheld thermometers,
like the forehead thermometers.
Yeah, and it's going to diagnose what?
So what you do is his goal,
his vision is everybody in
America or everybody in the
world has one of these
things that has multiple
attachments under their bathroom sink.
And when you need to triage,
do I go to the emergency room?
Is my kid that sick enough?
Or they just need to take,
they can write a script.
You telehealth call your doctor.
Boom, there's a Zoom call.
But now the doctor needs more information.
They might need to know temperature.
They might need to look in
their ear or your throat.
They might need an EKG.
I don't know so he's got
this multi-tooled thing
that bluetooth's so now
when you plug it in the
doctor's like all right mom
like put that in the kid's
ear oh yeah that's inflamed
like boop that's an ear
infection got it let's just
get instead of waiting for
five hours in the er the
multiple attachment tool so
it's an extension
of the provider used by mom
or dad or somebody not to prevent,
not to replace them and not
to replace an ER visit.
But gosh,
if you could knock ER visits down
by twenty percent at three
o'clock in the morning.
So this is example of like
someone who embraces both.
So I don't disagree with you,
but in some cases it
wouldn't be bad because
I've done telehealth to triage my dad,
not dragging my dad into a
doctor's visit when I didn't need to.
So that device,
it makes sense to be an
extension of a virtual visit,
of a telehealth visit.
Because when you do a telehealth visit,
you don't have those components.
You have nothing.
To relay to a physician or a
nurse practitioner or whoever,
NP or a physician assistant or whatever.
A stethoscope so they can hear the cough.
That's just cool.
So he's at, like, he built a website.
It looks beautiful.
It's designed well.
But, like, I'm assuming he, like,
has he raised money?
Is this a new development?
Um, I ha I would have to ask him again.
Yeah.
I mean, he held me, he handed me one.
Like he has a,
he has a working prototype
at the event yesterday.
So, and he has competition.
He mentioned who the competition was.
He's like,
we're not the only people to do this.
There's another one,
but their price point is, you know,
five or six times higher
than we'd like it to be.
Alex, in my head, I was thinking,
what would I pay for this, right?
I started thinking like, Dave,
what would I pay for?
Are people gonna pay for this?
He wants to make it,
he wants to make it two digits,
ninety-nine dollars or less.
Because I'm like,
that's the way you get it
underneath everybody's kitchen sink.
The amount of money to build
this thing that's actually accurate,
that can do all the vital
signs is going to be astronomical.
I wish him the best.
I have a twelve month old son.
I would pay one hundred
dollars right now for it.
I would pay one hundred.
I would pay I would probably
pay a couple multiple
hundreds for it right now.
But if it worked,
the amount of money this
thing will need to get in
front of consumers across
the country is going to be raising like
tens of millions,
if not hundreds of millions of dollars.
I hope he can do it.
Someone's going to do it.
Or he gets bought.
Right?
Or someone's like, you're- I mean,
Amazon bought one medical, right?
So if they don't already have it,
if they're not already working on it,
then either it's not a big enough market,
it's not enough where they
can get the price down to
sell to everyone who has
Amazon Prime or whatever.
I'm just being a realist.
Like if he were to pitch me
on investing in this, let's just say,
like, I'm not saying he is, I don't know.
I would not invest in this because this is,
this is,
going to take a ton of money
to actually get done.
And then they get it into
some different consumer
portals so that more people
find out about it, know about it,
whatever.
And then it's one of these
things where it's,
you have to buy it when you
don't need it.
And then when you need it
and you don't have it, it's like, wait,
now it's going to take two
days on Amazon prime or
it's going to take seven
days to order it from his
website or whatever.
So it's one of those,
it's one of those things
that is more like a, what's,
what's the analogy?
Like it's more like a
vitamin instead of a painkiller.
It's like, I, I don't have like, yeah,
yeah, yeah.
So like you'd have to order
it ahead of time and when
you don't need it.
Uh, fascinating, really interesting.
Um,
I just don't think there's
going to be a mass.
Let's just say, I don't know,
in twenty five years,
I don't think there's going
to be a huge change in the
amount of in-person that we
do versus telehealth and virtual.
But anyway, that's my bias.
Tony's here.
Tony was on a lake right now.
He's already out on the lake.
Good.
It's early.
If you're on vacation, dude,
you have a certain amount of hours.
So he's in the back of a boat.
He's wearing Crocs.
So I'm about to make fun of
him for that when he gets back.
But hey, listen, you're on a boat, dude.
You could be made fun of.
What do you want to talk about next?
Do you want to talk about...
the thing that I brought to the group chat,
the thing in New York,
or do you want to talk
about the guy that you have
the thing in the live show?
I have both ready.
Let me see.
Let me, well,
you started off with the Alex thing.
Let me go with,
how about the Greg Todd rant?
that I sent in the chat.
Yeah, yeah.
Okay,
so Greg Todd on his story yesterday
posted a, I guess,
so this is a post from Physiogram.
Salary discrepancy,
experienced physical therapist here.
Annual billing,
three hundred forty K to
three hundred sixty K. Annual pay,
one hundred and five K. So
they're billing three
hundred forty to three
hundred sixty thousand dollars per year.
sounds like an in-network
practice but could be out
of network as well but
probably in their work
their annual pay salary
compensation whatever is a
hundred five thousand
dollars they just receive a
generous point five percent
merit-based raise which
honestly felt like someone
and I'm just quoting this
this post which honestly
felt like someone tossed
scraps off the corporate
table and called it a
reward I'm curious maybe
the clinic owners regional
managers vp ceos can help
me understand the
sustainability model here
how is capping a pt's
financial growth while
squeezing maximum billing
from them, supposed to work long-term.
PTs aren't neither blind nor dumb,
and burnout isn't just a buzzword.
Would love some insight from the top,
preferably someone other than,
thanks for all you do,
and pizza for lunch.
Because pizza, you know, yeah.
So to be clear,
this wasn't written by Greg Todd,
but Greg Todd screenshotted
it and then was commenting on it.
Well, yeah,
and his comment in text form was,
nobody's going to tell this
person the truth.
They actually get paid too much,
which I was like, whoa!
And then the next story of
his was him verbally saying
that this PT that's making
one hundred and five
thousand dollars per year
somewhere in the U.S.,
is entitled.
Now,
before I even say if I agree with this
or not,
or if you agree with Greg Todd or not,
any thoughts or takeaways on the post?
Got to love a nice anonymous post.
Got to love it.
Well, yeah, the anonymous posts.
And I have flipped from being like,
what's the problem?
Unless you're a whistleblower.
Right?
Then it's fine.
Or it's a legal matter or something.
Other than that,
I'm sort of... Now I'm anti... I got you.
I got you on my side.
So what is my... I mean,
they're at least trying...
Because in this post...
That's the wrong one.
They're trying to get...
someone to like say like
real information right
they're saying like someone
from a top I'm gonna hear
someone from the top except
this person's being
anonymous they want someone
else to like give them real
info it's like well
transparency worth both
ways but right um what's
the multiple what is the
what as an owner three so
if you want to make a
hundred thousand dollars
you have to bring in three
hundred thousand dollars at
least or or three and a
half yeah well that's where
they're at that's what
that's what this person's
doing exactly yeah exactly
so so so here's a couple comments like
Therapists, and I thought I knew as well,
but I didn't.
Therapists,
or it doesn't even matter if
you're in physical therapy or healthcare,
you're in some other, I don't know,
you're in HVAC, you're in, I don't know,
pool cleaning, yard maintenance,
whatever you're in, whatever, sales,
like whatever.
it's at least three point
five x difference of like
what you bring in and then
what you're actually paid
whether it's a fixed salary
or it's hourly annualized
over the year or sal or a
commission based or what or
some hybrid of some combo
of those things so staff
physical therapists
including myself when I was
a new grad or when I was
you know working with ed
meerschen motion pt and all
that and then they kept
growing after I left
I thought I knew my overall
value and the value
exchange of what I'm
bringing to the table and
what I should be making and
what I should be getting
paid versus what I'm doing.
And this therapist and most
therapists don't understand
how challenging it is and all the costs,
all the risk to run a
business and a practice,
especially if you're in network.
Greg Todd said,
in that verbal the next
slide he said you know when
you're billing three
hundred forty k to three
hundred sixty k per year
that practice might only be
making sixty percent of
that so I don't have a
calculator in front of me
but that's what's that two
hundred k or something
sixty percent of what of of
three hundred and sixty in
the in the window of three
three forty to three sixty
you take say three fifty
three hundred fifty
thousand what's sixty percent of that
Uh, two, two, ten, two hundred and ten.
So they're making a hundred
grand on you and you paying
you a hundred.
Right.
So that's like... And any of the denials,
any of the bad notes,
if the therapist writes a
bad note and they're not
getting coached on writing
better clinical documentation, whatever,
the owners and the CEOs and the regional,
whoever owns the practice,
the stakeholders, me in my practice,
I'm taking the risk.
I'm paying you a guaranteed
or an agreed upon rate.
But if you're not delivering
the proper notes or if there's an issue,
if there's something with...
uh a patient wants to report
us to the board or try to
sue us or whatever like the
owners take all the
responsibility all the risk
and the staff physical therapists take
no risk at all because
they're being paid a salary or hourly.
Some of my therapists
actually taking some risk
in terms of being paid per visit,
but then they might have
dips in compensation when
people are being discharged,
our patients and clients
are traveling and they're
being paid per visit at a higher rate,
but it's not a consistent paycheck,
right?
So physical therapists,
and Tony knows this, Tony would agree,
most likely that therapists
are typically fear-based
and they're risk averse and
they want to have like a consistent pay.
They want to have a consistent paycheck.
One hundred five K. I mean,
I know from some insider
talks with owners recently
in the New York City area,
Spear Physical Therapy is
paying a lot of their therapists, seventy,
eighty,
ninety K per year to be full time staff,
staff, physical therapists in Manhattan,
in the New York City area.
Now,
it doesn't mean that they live in
Manhattan.
They might live in Queens or
Brooklyn or New Jersey.
That's a hard one.
Right, right, right.
Or they might live uptown,
they might live in the, you know,
Harlem or the Bronx, I don't know,
wherever.
But if this physical
therapist is making a
hundred and five thousand
dollars and they're getting
a point five percent merit
based raise on their base salary.
The problem is they're saying like,
I deserve more.
Like,
why am I only getting paid a hundred
five K when I'm billing,
three hundred sixty
thousand dollars a year.
And I don't understand like,
why not look at it as like,
how else can I bring value
to the practice?
Can I bring new referral sources?
Can I do more new programs?
Can I do what Jimmy did?
Can I go and do some of these, you know,
tech meetups and maybe, I don't know,
start an ergonomic program
for all these technologists
that are all these companies,
bring more money to the
table and then say, hey,
Can I get twenty five or
fifty percent of this
partnership deal or whatever?
Then that's more money for
the staff physical therapist.
We know that reimbursement
is capped or declining and
there's no wiggle room there.
So why fight that?
So it's a psychology thing.
Number one,
you were taught in the brochure
that you're gonna be a
doctor of physical therapy
when you walk in this machine.
And when you come out, there you are,
you have the degree.
And then someone goes to US
News and World Report and
reads rankings of the
happiest professions or the
best schools or the average salary.
And you're like, great, I'm gonna be,
that's what I sign up for.
And that is one person to interpretation.
Why don't these things happen?
Or why if I bring in four to
three hundred and fifty thousand dollars,
am I not getting two
hundred fifty thousand dollars?
Fifty to sixty percent of
overhead is wages.
So that front desk person
that preps every patient or
takes a phone call,
you have to pay for it.
You have to bring in money
to pay for Cindy.
um rent and facility any any
of the aids any of the the
non like non-revenue
producing team members
billing people billing
people we'll get to that if
you have marketing how did
you get that patient did
you physically go out and
with a sign no you didn't
you either paid on someone
to run online ads right
amen so amen so fifty to
sixty percent of total revenue is
salaries everybody in the
room yes whether they are
revenue generating or not
they like to get paid
because they have to pay
rent for their own
apartments number two rent
and facility costs it's
usually a huge major fixed
cost medical spaces too are
commercial they are going
to be more than the square
footage that you're living
in now third comes back to
the first one benefits and payroll taxes
I know that like a hundred
thousand dollars is what you look at.
But when an employer offers
you health insurance,
they are paying that.
To Dave's credit,
he called the next one
billing and revenue cycle
management in-house or outsourced.
It's usually a big deal.
So saving a point or two or
getting a better one
is a big deal so that could
be four to seven percent
I've heard as many as I've
heard some people doing ten
or twelve percent could you
imagine that twelve ten or
twelve that's not that
crazy but people don't know
because people haven't
talked about it uh
insurance your emr ehr so
technology like that that
could be uh like what
ballpark emr costs a
hundred dollars per
provider three hundred
dollars I've heard I've
heard some wild ranges of
emr costs per provider per month
Yeah, a hundred, a hundred.
I mean, I think prompt,
I've heard prompt nowadays
is more expensive.
But yeah, in that range.
You see all these things
that come to fruition, yeah.
Absolutely.
Overall, as a review,
there's like three main buckets, right?
So you said like the
personnel and the labor side, right?
And like you said, fifty to sixty percent.
Call it fifty-five percent.
you got overhead at around
twenty five percent,
which only leaves twenty percent profit.
Now,
there's not a lot of there's not a ton
of practices across the
country that are even at twenty percent.
So then there's more you take, you know,
maybe there are ten, eleven, twelve,
whatever, fifteen percent.
So the other percentage
points there that are not
in the profit bucket
are already in the personnel
bucket or the overhead
bucket overhead would be
the rent like you said the
utilities all the you know
all the fixed costs the
equipment buying new
laptops buying new
treatment tables building
out construction building
you know expanding your
office opening up the next
office whatever it is so
yeah personnel labor uh
fifty five or so percent
overhead twenty five ish
percent probably more
I feel like Dave will agree with Dave.
Dave Cohen chiming in saying,
building and revenue are
two different animals.
I didn't understand this,
but you have to understand
that different words have
different definitions.
Building and revenue are two
different animals.
Salary should be a percentage of revenue.
not of billings agree with
greg todd this person is in
fact overpaid and it's not
what they're not saying is
this person isn't worth
more but they haven't
brought it in yet we kill
we sorry we eat but we kill
as a pack hey everybody
let's figure out how to hunt better
Instead of, and I'm not saying this, well,
I don't know.
I can't say this person is
entitled or not because I
don't know them well enough.
But what you might say is, hey,
why is it this way?
And then someone,
a good owner will sit you
down and be like, okay, my man,
let's talk about numbers.
Like be John Taffer in Bar Rescue.
Let's break open the books.
Did you know that we picked
this location over that one
because of this?
And then this costs four
dollars more per square
foot times all this.
You want to have, you know.
a grass floor a turf floor
we can do whatever that
costs money that floor
costs money over and over
so yeah I think more I
think we need more
education and more transparency
This is where even if I'm
not going to be a business owner,
me understanding how
businesses work will make me go, oh, okay,
I get it.
That's why I can't make two
hundred thousand dollars.
They don't want to give it to you.
These are a lot of ex
clinicians who would love
to make other clinicians more money.
And they're not laughing
their way to the bank all the time.
Sometimes they are.
They get paid last and they are.
Their salary is very
variable from month to month.
Imagine that.
So good call, David.
Yeah,
and none of the staff physical
therapists understand that.
Well, I shouldn't say none.
A lot of them do.
I feel like more people understand.
They understand that the
owner sometimes gets
squeezed with this profit, right?
So if there's extra,
depending on capacity and
referrals and team members and all that,
the personnel and the overhead bucket,
it's easy for those buckets
to be bloated.
It gets taken away from the profit bucket.
There's three buckets.
um it's saying uh base
salary plus a percentage of
collected revenue adds
safety for the owner
absolutely how like how how
what a great motivating
factor would that would
that be it's like okay
you're that's how sales
works a lot of times
there's different ways for
sales like base salary but
if you really want to make
money my man go go hunt
like let's go hunt um but
that's it's a mindset shift
across all the Facebook groups,
across LinkedIn, whatever,
like all the physical therapy groups that,
that I've basically have
gotten out of everyone saying,
I would say everyone,
like almost all these staff
physical therapists are like, you know,
I deserve more.
We,
we deserve more because we're DPTs
because we're doctors, physical therapy.
We deserve more because we
have all the student loan debt.
None of them ever say, um,
I'm going to bring in this
extra fifty K or one
hundred K in revenue from running groups,
from partnerships.
I mean,
there's some there's some practice
owners that have
partnerships with like big
companies like with on
running and Strava and
different brands and stuff
like Adidas and stuff like that,
like that.
Now, of course, that takes effort.
Yes, that takes effort.
It takes time.
And that could be you
mentioned behind the scenes, Jimmy,
like how how could a person
in an organization like
Should they ask the CEO or
someone for permission for
this type of stuff?
Should they ask the owner or
should they just go and try
to do the thing and ask for
forgiveness or permission later?
A lot of the therapists are
not going out and being
proactive and saying,
how could we start a new program?
How can I, as a therapist,
bring more value into the practice
And because I have a cushion
of a fixed guaranteed salary,
so they don't have downside.
They don't have a lot of downside.
They're asking for more
upside without any cut in the downside,
right?
But they're not bringing any
of these programs or these
ideas or these partnerships, revenue,
profits into the practice and saying, hey,
if I bring this in,
can I get fifty percent of this?
Like,
cause I know you're going to have the
overhead of actually
rolling it out and like
onboarding all the therapists.
If it's a new thing and
educating our therapists,
like here's why we're doing
this partnership with
Strava or on running or whatever.
Here's what we're going to
do this run club.
We're going to, I mean,
there's a ton of personal
trainers that are eating
our lunch with doing like
workshops and talks and
running groups with like ASICs.
And they're going to like
the ASIC stores and the
personal trainers are talking about
Foot types and different shoe styles.
I mean,
physical therapists should be doing that.
It's insane.
I always say,
when PTs... I forget who the guy was,
but he was in a Facebook group.
And he was like, look at this trainer.
This person's teaching... He
was a trainer...
teaching offering a
certification class or a
continuing education class
for other trainers not a pt
and this guy screenshots it
drops it in a google at a
facebook group and of
course it's like me with
piranhas yeah yeah and he's
like his his bone to pick
was he listed all the
pathologies that this would
be able to help he's like
he's using all these terms
for the people we help and
I just chime in and I go
Do we have some sort of
proprietary ownership of
treating people with those?
If those people with those
conditions want to see that person,
medical license or not, this is America,
baby.
They're going to do it.
Are you mad he's doing it or
mad he's doing it better than you?
because he clearly
communicated if you do this
you will be more confident
and competent in working
with these people the dude
was I'm gonna now I'm gonna
be stereotyping the dude in
his profile picture a
little bit old older so I'm
guessing he had a
solidified world view I
need you to have a more
liquid world view that
would be my hot take right
so I understand that you
are offended that you're not making more
Tough, let's do something about it.
This is not a bunch of
owners sitting on a hill
somewhere giggling as all their minions.
Maybe there's some jackasses like that,
but most of the people are
bleeding hearts.
They did it because they were like,
all right, this is my path forward.
And this math doesn't math.
A lot of these staff physical therapists,
they want a boost in their base salary,
this guaranteed salary,
but they also don't want to
go do these talks at seven, eight p.m.
at these gyms, the ASIC store, whatever.
You want extra money
but you don't want to
actually bring value to the
table like if I if I had
team members or therapists
say I want to do this I
want to do this I want to
do this like then our name
and our branding and you
know we're getting out
there more in the community
like and then show me like
let's track it like you did
a talk you did a
presentation whatever we
got how many leads we got
how many new patients they
spent what dollars
The problem is that second
part is tracking it.
Well,
I'm going to go do this and this and
this.
And then you as an owner are
probably saying, okay,
let's walk through how
that's going to bring us business.
You're just saying,
let's go through the process.
What if you do it ten times
and it only brings us
thirty percent of what you
thought it was going to?
Then the owner and the staff
physical therapist,
we can share that thirty percent.
Because you are now at the
same level of risk and downside.
You did a bunch of work.
You did a bunch of time at six, seven,
eight PM after your workday
to go do whatever, to do talks,
to do running works, whatever.
And it didn't work.
And so you're only going to
get paid what that...
brings in so if it brought
in you know thirty percent
of the projection then yeah
yeah let's split then I'll
take the fifty fifteen
percent you take fifteen
percent of what it brought
in uh because I had no
extra time or risk my risk
is shared with your risk
and I didn't have any extra
time other than it was your
own time to do it sure now
now let's look at that I'm cool with that
This has been a mind, like an even more,
like I understood that from
running radio stations.
I would have people pitch ideas to me.
And then I would have on-air
talent pitch an idea for a
sponsorable feature.
Hey,
I'm gonna do this thing every day at
twelve.
We could probably get
someone to sponsor it.
Can I get some of that money?
And I'm like, absolutely.
But now you're in on it with
me through the whole process.
Because now a salesperson
has to go pitch that.
That salesperson has to get
paid because that's their job.
They're going to take a cut of that.
And then everybody in this
room or some of the team is
going to help produce that.
That's part of their revenue.
So what I don't want people thinking is,
I brought in an extra hundred grand.
Where's my extra hundred grand?
My man,
we got to pay for the machine that
allowed you to do that.
I had a kid who would not be
able to understand this.
He's like, if I...
help you sell a sponsorship
for ten grand a month.
I want ten grand a month.
I'm like, my man,
you don't own the radio station.
We have to pay for this machine.
Exactly.
I love the fact that you're
like what you're thinking
in ten grand a month.
Awesome.
I will happily make this
part of your job and you
get a cut of that.
But dude,
I have to keep the lights on
while you're doing extra money?
No, you're part of it,
which means you get part of it.
Oh, the thing I was gonna say was,
this has been a cool
mindset shift for me in my new job.
I'm in partnerships.
So it's different than an affiliate code,
right?
We've all had like us share
this affiliate code.
That's not what partnerships are.
Partnerships are cool.
And I'm just starting.
I'm two months in.
Cool.
Here's why though.
So I don't want two hundred
partners working with me
because I look at myself.
I'm Jerry Maguire.
Help me help you show me the money, baby.
I will.
But help me help you is first,
which is I'd like to have,
and I'm making up a number,
because once I hit my limit on partners,
like Jerry Maguire said,
it's not just more and more athletes.
It's deeper connections with
fewer athletes.
That was the thing that he
wrote in his hotel room where I am now.
The things we want,
the things we think but do not say.
That was his thesis.
That was his clarion call
that got him fired.
By more, what was it?
Jerry Moore.
So here's how partnerships shifted.
Here's maybe how clinicians
should look at it.
I'm going to facilitate a
relationship with someone, right?
But then it's your duty
after you sign that partnership,
it's now two ways, right?
So I'm looking to get twenty
five or thirty partners.
And then one day a month is
Jimmy's responsibility to
get a call and say,
how do we now become successful?
I don't expect me to sign a
partnership and have that
person just go bring me
business without me doing a part of it.
Now, yes,
me paying that person or giving
them a fee is part of it.
But to me,
I like the relationship build
part of partnerships, right,
which is not sponsorships.
It's not affiliates, not affiliate codes.
It's a little bit deeper.
Now that we're in partnership together,
my first question should
not be how much can you bring me?
What can I help you do?
Like this guy, Alex, like in theory,
if he were to become a partner, I'd go,
great, Alex,
you've got a bananas idea in
this in-person event.
How does Jimmy help you get
more people there?
How does Jimmy help you, you know,
he mentioned he has two podcasts.
he doesn't have two podcasts
he has two podcasts just on
youtube and I'm like my man
you got to be on spotify
all your stuff your
interviews are bananas but
let me help you let help me
help you it's all jerry
maguire I'm going to take
my entire career in
partnerships all the
leadership uh if from from
jerry maguire and I did
make a jerry maguire
reference the other day in
a meeting and it also got
missed half the room didn't
know it was like
I think I said,
help me help you and show me the money.
And I had people like, yeah.
And then they were like,
And I'm like, oh, it hurts my soul.
But that message should
still resonate with your team members,
even if they don't know the
movie Jerry Maguire, right?
Well, yes,
but I think the people that
resonate with it.
It's very obvious.
Help me help you.
You're in partnerships.
Right, but help me help you is a cliche,
but because it was in the movie,
it's an emotional cliche.
Right, right, right, right.
Somebody who understands and agrees,
why don't we think this way?
I think Jerry's saying,
I think he's saying, why don't we,
the profession, think this way?
And this was a few minutes ago,
so I don't even know what his record was.
Also,
Jerry Durham's Giants beat my
Phillies two out of three.
I was talking smack online,
and I have to eat my words
because they won the series.
On the road, it was in Philly,
so shout out to Jerry and his SF Giants.
I saw JT Real Muto got
called out on a called
strike that was four inches
off the plate.
The robot umpires are
sitting off the snake going like,
all right.
I can't wait for the robot umpires.
Not robot physical therapist,
but I want robot umpires.
At least robot umpires helping on, like,
didn't we do the whole tap
the helmet thing?
Is that not happening now?
I just want, real quick,
I just want a digital home plate.
It just lights up green or red.
Green, like a strike.
Red for a ball or whatever.
Or vice versa.
But I don't want any, like,
I had an issue over the
weekend with a game and a
bad call in a game with an umpire.
I was sliding headfirst in a home.
I was safe.
My whole dugout erupted
because I was called out.
we don't need human umpires
for baseball at any level
full stop full stop we do
we we do need folks like
jimmy and partnerships
though partnerships help me
look look right in the
camera help me help you um
I found this online yes
yeah on linkedin the
digital version of
networking because I can't
walk around new york city
uh it's called a walk in new york
reinvent your neuro
rehabilitation so like
right off the bat love the
website like great makes me
intrigued a little
confusing because I'm like
what is it but then it says
a new kind of private
practice combining
self-balancing exoskeletons
immersive virtual reality
and personalized care start
your rehab journey
So this is a practice online.
There's that free discovery call,
which breaks my heart.
It's the only way to get in.
I couldn't give you money if I wanted.
I'd have to do a free discovery call.
All right.
I'm interviewing the guy or
one of the guys behind this
or somebody involved with this.
And I was trying to figure
it out just by looking at the website.
It looks like they come to
you with an exoskeleton to your house.
So it's like concierge care
in New York if you are a
neurologic physical therapy patient,
a patient of neurologic physical therapy.
There is no way they're
lugging this around to do house calls.
There's no way.
I thought they were on Park Ave South.
I thought it was brick and mortar.
I thought it was coming to you.
Meet the team.
Hold on.
Go back up a little bit.
It doesn't say why you should come to us.
These things?
No, no.
Go back a little bit.
Who should come to us?
Stroke spinal cord.
These are all conditions.
But I thought he said we come to you.
Who should come to us?
Come to us.
I thought the first thing I
saw in his LinkedIn post
that led me to this a while ago.
So this is a good thing.
And I'm not busting chops here, Josh.
But if you actually bring an
exoskeleton to someone,
if you lug this thing around,
I've been in one of these things.
They're cool.
They're heavy though, right?
Yeah, but you know how it is.
I mean, I played with one two years ago.
By now,
they might be like half as light or
I don't know.
It might fly at this point.
Who knows?
If you go to the very bottom
and I think there was like
an Instagram button and
then you could look at their Instagram,
there was a brick and mortar office.
Yeah, there is an address.
There is an address.
Yeah, just click on that.
There's like two posts on their Instagram,
and one shows like a
street-level office on Park Ave South,
which that brings me to my
next point in a second about, yeah,
that first or second post,
whatever that is.
This one?
The one, yeah,
where you can see the taxi
cab on the left.
Yeah,
and they're using an overhead harness
system, too.
right oh see in the
beginning I thought they
were bringing exoskeletons
to people in new york who
couldn't get them which I
don't know man I feel like
a lot of people would ask
for that not easy simple
but not easy that would be
like let's get into the
like quick financial like
nerdy business stuff real
quick so the space looks
beautiful the technology looks awesome
on the website though it
says that we're you know
that they take a lot of in
network or they take a lot
of insurance including you
know medicare and like some
of the other payers right
on the website so but on
here it's a one-on-one
visit it looks like where obviously
I mean, at least in this video,
there's a professional,
I'm assuming that's a therapist,
with a patient or client
that has a neurological
condition that's in the exoskeleton.
And also, they're on Park Ave South.
Jerry says, bring on the robots.
I hope he means talking about MLB,
but not for physical therapy.
He does.
Yeah.
Finally,
Jerry and I can agree on something.
Free discovery for everyone.
It's foolish.
I agree.
Yeah, well,
let me just hammer this point
for a second.
So they're on Park Ave South in Manhattan.
That space is pretty big.
I would say, I don't know, that's at least,
that's at least a K per month,
a thousand dollars a month,
but it's probably, it's probably ten,
fifteen, I don't know, K per month.
And how,
if you're doing one on one visits
like this,
Meaning,
cause there's a professional or a
therapist with the patient
in this exoskeleton
How can you accept all these
in-network insurances,
including like Medicare and
make a hundred or one
hundred and twenty per visit?
And how can you make this
business model work?
Maybe we need to hear more from Josh,
the founder and the
physical therapist that works here.
How can you cover the overhead?
We're already talking.
We're talking about the personnel,
the overhead and the profit overhead.
That overhead harness system
isn't cheap either.
Not at all.
Like not cheap.
The amount of money that
they get to even put to buy
the exoskeleton,
to have the overhead
harness attached into the.
attached overhead.
So it was already installed.
So it looks like this
practice has put a lot of
money up front to get them running.
The clinic was beautiful.
It looks gorgeous.
I love the aesthetic of it.
So, yeah,
I didn't even realize they
were that expensive so that
yeah I like maybe he got a
unit that's like used and
it's free or it's part of
some I don't know uh some
study yes something like
that maybe that but even
that you still have the
overhead of that space the
the address that's on their
website Park Ave South not
cheap at all but this store
for storefront location not
even like on the third
floor eighth floor through
an elevator storefront
Sidewalk location, Park Ave South,
very expensive.
How do you make this business model work?
I'm fascinated.
Maybe we need to have one in the future.
Can I show you how you make it work?
And this wasn't planned.
This is different, not the same.
These guys cut the PTs out.
And I commended him for it.
So this is somebody I had on
the show a long time.
I'll bring Yanni back.
That's Yanni right there.
That's Yanni Corey.
Yanni was a Georgetown athlete.
Yanni was playing beach
volleyball in California
and dove in between matches
to like cool off spinal cord injury.
He hit a sandbar.
So like prime of his life.
There's Yanni right there getting swole.
Yanni then went through the
system and was like, dude,
we can't afford this.
Or I get neuro rehab like
once a month because of
whatever insurance and
costs and availability.
Yanni started next step, which are gyms,
gym set up square footage and machines,
baby and trainers.
But obviously they have
things like vibration plates.
They have things like not so
much exoskeletons, I think, but more like,
like FES bikes and
So a gym for people with
neurologic rehabilitation.
I won't even say neurologic
physical therapy issues.
And because Yanni was a
smart dude and he's like, admittedly,
he's like, I have connections.
He's like, I'm a Georgetown grad.
I got people with insights
and connections and money.
And getting this to work is
still not easy.
It's a brilliant idea.
Yanni's goal is a gym in every major,
one of these in every major
city in the US and then spread.
So-
I want to make sure we don't
– I'm not dumping on Josh, though,
from walking New York.
They're doing it.
I want to see how.
Because let's learn.
Let's steal their good ideas
and give it away and see how.
But I think next step – this
is what Yanni figured out.
He went through the system.
He saw that.
Park Avenue South.
And what's red?
What's a nexus going to cost?
He's like, we're never going to get this.
So he starts gyms.
Yeah.
I don't know if I'm a fan of
doing this type of, I mean,
it's different if you're, so it's a gym,
but a lot of the electrodes
that they're using, a lot of that, I mean,
they're using right here.
There's two, three people.
Yeah.
I understand.
Yeah.
I understand.
It's cheaper labor basically.
Right.
Well, they have PTs though.
Come in and train the trainers.
that's that's that's I mean
I don't know if I don't
know if I'm a fan of that I
don't know well no I know I
know what's what's better what's worse
Trainers are smart.
We're not geniuses because
we have a PT degree.
We know some stuff and we
can teach them stuff.
They only need to know how
much do you need to know to
get someone on an FES bike?
Well,
you need to know where to put those
sticky electrodes for like
the FES and all that.
I figure I passed the test.
Anybody can figure this out.
Yeah.
Don't hear.
Hey, listen, you're an adult.
Don't screw up.
And there's insurance.
Don't screw up.
And we'll fire you if you do.
I like it.
It's interesting.
So I'll get Yanni back on.
He did a ride across America.
But Tony, you can't do that type of rehab.
You can't do that rehab gym online.
That can't be virtual.
No.
Well, here's what you know about neuro.
It's repetitions.
That's what they know.
Right.
He did a ride across America.
He rode essentially like a
jacked up wheelchair,
like an off-road wheelchair
across the country to raise money.
He's done this multiple times.
San Francisco to like DC, wild.
Yanni's like, yes.
Yanni's a messed up kind of guy.
I like guys like that.
Where he's like, I piss a lot of PTs off.
He's like,
a lot of PTs will find out about us.
And like, there's no PTs on staff?
He goes, no, you're too,
because you want a hundred
and fifty thousand dollars.
But also,
the folks that have those
neurological conditions,
they have a lot of other expenses.
They're trying to buy their
own FES bikes at home, whatever.
And they probably can't
afford the one-on-one visits.
The insurance won't pay for it.
Exactly.
The insurance is like, I'm out.
You could cut different parts of it.
They cut the therapist out.
It's interesting.
Correct.
Yeah, they cut.
We just said the overhead.
They cut the most expensive part.
You can't do that.
They did.
They said, fuck you, I will.
And they did.
And you know who cares?
PTs are griping about it.
And I'm saying, look at that.
Look at the face of the
person who's working out right now.
They look pretty damn happy.
And what does that do for
their entire life and their
entire solar system?
It shouldn't be that way, but it is.
That's where Yanni's like, fine,
if you're not building it with me,
I'll build it myself.
I love stuff like that.
He's awesome.
All right.
What else is on the list?
We have twelve minutes.
You're up.
Let's see.
Do you want to... You're up or you are up?
Oh, I was like, you're up.
We're going across.
How about this?
I sent you the... We either
got the Bo thing or your
LinkedIn post about the...
What do you do in your
workplace to foster
excellence across your team?
You want to do that or you
want to do the Bo thing?
Talk about Bo.
I'll go find the other
LinkedIn post so we have it.
So start talking about Bo.
I'll go click around to find
my LinkedIn post that we're
going to talk about.
All right, this is a physical therapist,
Dr. Boba Banco.
I screenshotted his LinkedIn post.
I'm sorry, this is the Instagram post.
And it's got a QR code.
It says movement assessment,
one hundred ninety nine
dollars with his phone number,
his email address and his website.
And Bo put in the caption targeting.
targeting an older
population for movement
assessment in in person or
virtually any thoughts, colors, spacing,
etc.
So, so Bo is a good friend of mine.
I love it.
He's,
he's posting this out there that that
prospective patients might
actually see anyway.
But he's asking for help on
designing this or our
thoughts on this type of a
banner flyer for this offer.
All right.
I'm stuck.
And this is probably a longer, we should,
I feel like an entire
episode or a chunk of one
in the future should be
taking phrases that PTs use
and using better one.
Because a movement assessment, I don't,
I understand what you're
saying because I'm a PT.
I'm worried that people are like,
I'm not a dancer.
I don't know what a movement
assessment is.
Like Shirley Sarman in the movement system,
I don't know, words matter, dude.
So like,
that's why I'm like not making fun of Bo.
I think Bo is using phrases
that others have used.
I'm trying to figure out
what a movement assessment is.
If I'm even a PT,
is that a physical therapy assessment?
Is that a treatment or
something different?
And I think in the public
that is confusing.
Yeah, I mean,
maybe we should hold this for
a longer episode.
So your dad had a stroke, right?
Would he say,
I need a movement assessment
or I want a movement assessment?
Or would he say,
I want a balance better
plan or a walk better plan?
fix me fix my fix my walking
like well yeah like and and
that's that's the thing
I've had I've had
therapists um get mad at me
and write to me because of
stuff on my website around
like find the root cause of
pain fix the root cause of
pain or like you know the
word fix and you know oh
well you can't fix humans
we're not we're not cars
you know we're not
mechanics we're not broken
but that person feels something is broken
I just, I, you,
I want to use my target customers.
Words.
I agree.
Like Google ads.
I spent a ton of money on
and back in twenty sixteen,
twenty seventeen,
like when I first started
doing home visits and they were like, oh,
yeah, we found you guys on Google.
And it was like, oh, cool.
Like what?
Like what did you type into Google?
It was, you know,
it was just like a couple of days ago.
Right.
Yeah.
Reversing.
They're like.
in home physical therapy or
home physical therapy,
Manhattan or home PT in NYC, whatever.
So I was like, Oh, all right.
So like just use those and
have run a ton of money
through them to make even more money.
That's what they Google.
But when they see concierge pain relief,
they go, Oh yeah, that's what I meant.
So it's,
it is this wide net to a narrow funnel.
They don't have to
necessarily Google concierge pain relief,
but when they see it.
So if we took that parallel and,
fix, help after stroke,
and then you see something,
what's the next thing?
I don't know if a movement
assessment does it,
That tells me what you're
doing as the therapist.
It's not, it's not, uh,
so Bo works with a lot of
like active folks.
So I would say each post or
digital flyer or whatever
should be calling out each,
like a specific person or
whatever their main issue is.
So if it's, if it's crossfitters,
it's either like low back or shoulder.
So it's either low back pain or shoulder.
Maybe you have one flyer that's like, uh,
so hundred ninety nine dollars, uh,
shoulder uh shoulder tune up
for crossfitters or
crossfit shoulder tune up
or assessment or whatever
but I don't mind by
crossfit and the condition
yeah crossfit tells it
that's your who because if
you're a golfer you're like
I don't need this guy right
unless he says golfer
crossfit tune up yeah I
sort of need it because I
was stuck on movement
assessment as the drill and
would talk people that sell
the hole in the wall don't sell the drill
And this is selling the drill, yeah.
But the funny part is
CrossFit tune-up is selling the drill too,
but for me that makes – I
like that more because I
can picture what I get out of a tune-up.
I don't know what I get out
of an assessment.
Like a tune-up, broken, then fixed.
So, yeah, that does sound – never mind.
I know we're talking about the tune-up,
which is the process,
but I know when I get tuned up,
the car runs better, and that's my goal.
So I see it.
I think it's a shorter distance to –
Like,
don't create chasms in your messaging
that are so wide that
someone's going to need to
do mental gymnastics and
burn a lot of calories.
That's what I think the
problem with movement assessment is.
Then what?
Well, then we put together a plan.
That's too big.
So then sell the plan.
They'll tell you all the time,
three steps.
Come to bow.
Get assessed.
run through a brick wall.
Like you need to like do it in,
if you can do it in two steps,
like be like Bo.
How Bo doesn't use, he did for a while.
He needs to use more Bo knows.
Cause if he's aiming at older adults,
they- Oh, he was using Bo,
he has been for years.
It's a podcast.
Podcast, Bo knows this, Bo knows.
And it was such a great idea
because Bo knows would stay the same.
He's like Bo knows neuro rehab,
Bo knows CrossFit, Bo knows that.
I mean, if your name is Bo,
You do that.
All right, I found my post.
Let me get this off the screen.
My post, let me zoom these in here.
It's on LinkedIn.
Yeah, so I took a crazy statement.
We talked about how you
write viral tweets and stuff.
And I took a crazy statement.
Mediocrity in healthcare is
something we should just accept.
And of course, what?
We could never accept mediocrity.
And then I go on to say,
we didn't go through years of schools,
clinics,
and sleepless nights just to
punch a clock.
And yet-
Patients still walk away
disappointed with their care.
Why?
And instead of blaming the patients, I say,
here's the real question.
If you're a provider who
refuses to settle for average,
but what do you do actively
to raise the bar, not just for you,
but for your whole team?
And then I use the LinkedIn poll.
And for the podcast audience,
I had four options.
Lead by example, celebrate great care,
mentor and teach peers,
set up and uphold standards.
And I'll give the results or I'll give the,
there's four days left in the polls.
It's pretty evenly split.
Right now,
it's pretty evenly split between three.
Lead, mentor, and uphold standards.
So lead by example, mentor, peers,
set and uphold standards.
Celebrate great care is at four percent.
So it looks like you
selected lead by example,
like that was your answer.
I think so, yeah.
So for me,
I selected set and uphold standards.
If I had to pick one, lead by example,
of course it makes sense, but
like are there there's a
there's a therapist in the
clinic there's a the clinic
director like they lead by
example but for each of the
therapists like they they
don't their onus is not on
them to follow that like
they're just they might
look at it they might be
like yeah that's the leader
or whatever but the owner
the clinic director the manager whatever
has to be setting and
upholding the standards
because that's like okay
jimmy like like person by
person therapist by
therapist staff member by
staff member here's your
roles and responsibilities
here's your role scorecard
here's how you're gonna be
assessed here like when you
come to ask for more money
or like a pay raise or
whatever we're gonna look
at your money we're gonna
look at like you know your
patient satisfaction scores
your google reviews like
Here is how we're going to
set and uphold standards.
And here's how we're going
to keep you accountable.
And here's the weekly calls
or meetings or whatever.
We're going to check in with
you over time to make sure, Hey, are you,
are you, cause upfront it's the manager,
the owners to,
it's the responsibility to
set the standards and then
uphold them over time.
Like here's how we're going
to keep you accountable to
these standards over time.
So that's why I selected
that as the response.
I changed my answer.
You can do that on a LinkedIn poll.
I hit undo and I changed my answer.
Well, I brought this up.
No one saw it.
That's okay.
No,
but changing your answer is not a sign
of weakness.
It's a sign of
strength in my opinion so
what you made me think of
was that line that I talked
about the other day from
adam grant what he says is
the nineteen words you have
to say before you give some
feedback I'm giving you
these comments because I
have high expectations
sorry very high
expectations and I'm
confident you can reach
them but jimmy you've been
doing this let's let's so
that is I think setting and
upholding standings might
also be leading by example
because if you set and
uphold you're showing I
picked lead by example
first because I thought it
was show not tell
And to reinforce it,
it's like lead by example is great,
but it's like, it's like vague.
Like there's,
there's nothing in like a
standard operating
procedure where you can be like, you know,
like they lead by example is subjective.
Set and uphold standards is objective.
You either did it or you didn't do it.
Got it.
Okay.
I changed my answer.
All the other stuff is great, too.
Like,
they need to be mentored and taught
and trained and coached along the way.
That's important.
And then celebrating great care, like, oh,
like, you know,
we have a team meeting and, like,
you know,
Jimmy wrote a Google review about,
you know, Dr. Tommy.
Like,
let's read that Google review out loud.
Like, let's, as we're talking, like,
as a team.
let's read some of these
google reviews let's read
some of these comments let
oh mary you know sent us a
handwritten thank you note
or a card like let's read
that out let's show let's
pass that around yes you
want to celebrate great
care and the experience if
you could only do one
setting up whole standards
because they're repeatable
no doubt and measurable and
what gets repeatable and measurable
Amen.
All right.
Sixty seconds.
This is good timing.
Parting shot.
We are crisp today.
We are crisp.
Parting shots.
Let's go back to the Greg Todd thing.
I didn't say it earlier if
it was not clear.
A hundred percent agree with him.
I don't know if I have
enough information to say
that they're overpaid,
but I do feel like there's
some amount of entitlement there.
And the parting shot would
be if you want to be paid more,
You have to think of ways.
You bring ways to the table.
You bring ideas.
Here's a game plan.
Here's a strategy.
Should I test this out?
Should I go do this on my own time,
whatever, at nights, weekends, whatever?
How can I bring more value
to the practice?
Can I bring more patience, more revenue,
more partnerships, whatever?
physical therapists out there watching,
if you're listening, watching,
think of that,
bring that stuff to the table.
Don't say like you're in
this in-network model where
everything is capped,
so there's no more meat on
the bone there.
You gotta go find meat somewhere else.
The meat is at the gym,
it's at the running shoe store,
it's at the library maybe, I don't know,
the CrossFit gym, wherever it is,
at the coffee shops, the yoga studios,
the Pilates,
other business owners in the area.
How can you help the
practice owner transfer
some of that value?
And then they should
absolutely be open to
giving you a bigger slice of that pie.
My parting shot will be Jerry Maguire,
right?
Help me help you.
Should be your mindset.
Be the agent in Jerry Maguire.
Be the partnership guy.
When you lead with that,
look at Alex from my event last night.
Dude's like,
I'm going to create a space
for others to succeed.
And then Alex gets to ride that wave.
Like, dude's a smart guy.
And then every once in a while,
my final parting shot,
we'll speak for Tony's.
Every once in a while, unplug, do nothing,
be on a lake,
and be comfortable wearing Crocs.
We'll see you guys on Tuesday.
Follow Learn Medicare Billing,
Dave Kittle Show, and PT Podcast.
And maybe we'll come to New York.
You want to come to the next
event with me?
It's going to be in New York.
In the city, yeah.
Let's do it.
In the city.
We'll do it.
All right.
Anybody else want to come?