Ep. 147: Competition Is A Good Thing!

WIW (00:00)
What is going on Walk -Ins Welcome Fam? It's Nick and Michael back for another episode of Walk -Ins Welcome where we help you triple your patient volume. We do that through new patients, repeat patients, exceptional patient experience and scale. There you go. I said that a little slower mainly because I'm medicated and cracked out right now.

Cracked out. Let's keep that in the fridges. Tis the season to get the crud. We talked about this a few episodes, Michael, where I said - We've spoken into existence. did. I totally did. And it's been going around my house. It's been going around Devin's house. I've had a little bit at my house. Yeah. I mean, yeah. So talking about the crud, because most of us have been COVID tested at this point. We're all negative. it's funny because last week I wasn't feeling great.

It was just all up in my head. Like my body felt fine. It's just like, and you can still hear bits of it. Right. And then like my daughter got sick for like a day, which is weird for her. know, but it's weird for like a four year old to get sick and then just next day, like what happened? And then my wife hasn't gotten sick at all. And then you got good for her. Right. I mean, actually, I hope she doesn't. That's good for her with her heart condition. There we go.

But, and then you, then you started getting sick. Then Devin's son got sick. Negative for COVID. And then, Kelsey, one of our newest hires got started. She said, yes, I'm not feeling great. And then this morning she texted me, Hey, I'm going to take a sick day. Cause I did not feel good. It's like, okay. So where it is the season, this season, total side note here. I went to, look at getting into an urgent care yesterday.

And the one that I wanted to go to didn't have an online scheduler. So I wound up not going. You just waited, right? Well, it's just because of where we live. I'm like, I'm only going if, if I can get an online scheduler and the ones nearest to me didn't have online schedulers. And I'm like, I'm not filling out all these paperwork. I'm just not going to do it. But I know with like a Solve or an Athena or like a clockwise, Xperity, whatever, like I can just put it in there. I don't have to wait till when I get there, they'll have it.

I know that sounds stupid, but at the same time, like I just didn't feel like filling out a bunch of freaking paperwork. Exactly. It's a thing. has nothing to do with this episode at all, but I found that interesting that like I chose not to go to an urgent care because I didn't want to deal with the paperwork. So even Devin said that his son had gone to a local urgent care, been to him before, and they literally said, we're kind of slammed. We'll set you a time to come back tomorrow at 11. And he did. So I like,

is tis the season. It's pretty rare for an urgent care to turn somebody away. But I guess they were full. Yeah. And so that's, that's a cool, like cool. I have to wonder though, if that front desk person that says we're slammed to come back tomorrow and the person who owned the urgent care were on the same page on that. Absolutely not. You know what saying? please take them. I've got three or four stories I could rattle off right now that I'm not going to.

But let's change the mindset, right? So today's episode is about mindset more than anything, where we're, it's all based on the Infinite Game by Simon Sinek. And I just, really believe that dude is like the thought leader of our generation. He is definitely the new version of, who's the - John Maxwell. Maxwell. He's the modern version of John Maxwell. He's kind of like the, you won't know this, but the Caleb Hammer of John, Dave Ramsey. So Caleb Hammer, I follow him on TikTok. He is

the new version of Dave Ramsey, but he's like super blunt with you, like cuss words. What are you doing? Why are you doing this? Pulling up their bill and their statements of what is this? And just yelling at him. But he's like 30. And so he's just, I've been following him for like a year plus. And then the past six months he exploded. And so he's getting thousands of likes on everything he posts. I have to go check him out. He's really good. Like he's really, cause he's real animated. So he's like his hair starts shaking, yelling at you. It's kind of fantastic.

Yeah, so Simon Sinek, he is the modern version of John Maxwell and he's great. And I think you said this too, he has such a fascinating voice, like when you listen to him. just go look up Simon Sinek, like his stuff is, it's like, man, why didn't I think of that? Or why is this so simple all of sudden? It seems so obvious. Yeah, he pulls the obvious out and makes it a priority. And it just kind of, it does, changes your mind.

One of the things that has been happening in the urgent care space, literally since COVID, is there's been a massive amount of competition that have entered in the space. Like you can see urgent care is popping up on every corner. Yeah, and they're all like pretty good. Yeah, and you have the ERs that are opening up urgent care spaces on top of that. So hospital systems that are getting involved, not understanding that it's a completely different game. But it got me thinking like that is one of the number one

concerns that our urgent cares that we deal with are coming against is competition. I thought we would take some time in this episode to talk about how your competition isn't necessarily a bad thing. Simon Sinek wrote the book, Infinite Game. Now he's wrote a bunch of books, but this one really resonated with me as a business owner. And the whole premise of the book, you need to go read it yourself. highly recommend it. out for a while. It's been out for a while, but years now at this point. But

The fascinating thought is, like people think like in terms of a football game or a soccer game or a baseball game, there's a start. There's a whole thing. And then there's the end of the game, whether you win or lose. Yes. And business is not like this at all. No. The game has already been going on forever. You just entered it. You just entered it. And you can play better, worse, equal to or different or different. Any of that.

at any time somebody else can enter in your game that you think you're the main player in the game, anybody can enter it, anybody can exit, anybody can dominate it, anybody can change the game at any time, completely change the game at any time. And there's no end. Yeah. So it makes me think about like how IBM ruled the world. Yeah. And now they're not even considered from like a personal standpoint, know, commercially they got their own little niche, but

IBM. The last of the cold or whatever it is. But IBM has, you know, been that they were like the thing back in the, I guess, seventies, eighties. And then now they're just, they're there. It's like, even you take your top, I think I was reading an article this morning, by the way, if you want a really, really fun, educated email coming your way regularly.

go to Robin Hood and sign up for their snacks. Robin Hood snacks. Snacks are great because one, the way they write it is just amazing. Like this is really funny. They know their audience. And but they were talking about Nvidia. So like Nvidia became like this juggernaut in the stock market in the past year because of AI chip making. And that has a stat that basically 95 percent of AI chips. When we say AI chips, like the actual hardware that's running AI software, 95 percent was Nvidia.

which is wild. But then they followed up with a sentence later, but Apple, Microsoft, everybody is in the game, Intel, AMD, everybody's in the game. Microsoft announced that they will only use AMD chips moving forward. And so that 95 % is about to flip on its head really fast. Out of nowhere. Yeah. You give it six months and that 95 % will probably become 85%. Right. And then 80 % and then six, and then it starts dividing again.

you know, every once in a while, something will pop up in my newsfeed, either on Facebook or TikTok or something like that.

and it will show over the years the progression of top companies. yeah. You know, you see a flush of it. It's like, man, here's this business that didn't even exist that now dominates. Yeah. Tesla would be one of those. Right. Yeah. Yeah. You know, you see it just come out of nowhere. Or like Google might go, Google's only 25 years old. Exactly. And, you know, McDonald's was on their Walmart. Now Walmart's not even a blip on the radar anymore. Which is Amazon that came out of nowhere and took it over. That's the infinite game. Yeah. Like that's exactly what we were talking about. There is.

that's that mindset of there's no pigeonholing here. You can be like there are things that are standard to us now that were super foreign to us five, 10 years ago. Right. I think of zoom, like pre COVID zoom was just something you did. Like we didn't all know about zoom. COVID kicked on. They became the dominant player. Right. And now they faded a little bit. Like they have a little bit.

I think the most ironic thing about zoom that that makes me laugh is that they made all of their employees come back to an office, which I saw that as like, And I'm like, but you're, anyway, but we're, getting way off on there, but, it's the month, just like, here's the examples of the infinite game in action that you experienced every single day. And you don't realize it. Like the phone that you're holding, like everybody, what you're listening to us on right now is probably on an iPhone.

20 years ago, Apple was just a computer company. 2009 is when it was invented. Yeah, like it became a thing like they call it the Jesus phone, which I still think is funny. I remember all that. The Jesus phone. That's right. But like you're listening to this right now. It definitely be an Android phone. that's like we should edit that one. But you're you're listening to us right now on a device that was a complete disruptor where it was completely controlled by Nokia and

Windows Phone and no Blackberry. That was the big one. Blackberry is gone. They're totally gone. And Nokia is just on their own world right now. Nokia was bought by Microsoft, weren't they? Maybe. I'm pretty sure Microsoft bought them and then ended it. But all right, look, I got some bullet points. Let's do this. Let's do this episode. So the Infinite Mindset, I've kind of laid it up. The game has been going forever. There is no beginning and there is no end. People can come and they can go as they please and change it at any time. So

There's some shifts in some mindset. I remember, Michael, when I was growing up, urgent cares didn't exist. Like we went to our doctor. mean, urgent cares are probably 30 years old. Right. The industry. That's what I'm saying. Like the term. Yeah. And when I was growing up, I mean, we went there. What? There just wasn't an urgent care. I remember getting stitches. We had to call my doctor. There was a family doctor. And they had to make room for us to come in that day because there was no urgent care to stitch up my chin. I remember going to the same pediatrician my entire life growing up. Right.

sitting in that same room and then watching like all these kids playing with these things I played with when I was like five years old. Right. And I'm just sitting there like a 15 year old. And now I just want to go back and play with a little thing. Yeah. A little, the color metal. I see them now when I take my kids or something like that. I don't take them a lot. My wife does, but I'll see it. like, I want to go over there and sit on the floor and play. Especially the cheese wheel one with all the holes in it. exactly. What you're talking about. All right. So let's start with the first bullet point here that we put together is a finite.

versus an infinite mindset. And I have to say finite and infinite. don't know why. do. A finite mindset is a clinic focused solely on like short -term metrics. Maybe you're focused on your patient volume for the month or your quarterly revenue. An infinite mindset is one where an urgent care might

prioritize long term goals. Maybe they're thinking about how can I have a positive impact on the health in the area that I serve? Yeah. Right. How can I make our obesity rates go down? How can I make health care more accessible to people who are underserved or you name it? Right. The goal is to continually improve and adapt and not just meet immediate targets, but to have a bigger vision. That's an infinite mindset over just hitting revenue goals. Yeah. Cause I think, I think

the goal there is think beyond the walls around you. How can you impact those around you in the community beyond the patients that come in your door? And that's sometimes hard to think about too, because when you're in that minutia of every day, like looking at numbers and making sure your patients are taken care of and your staff is taken care of, and then you're just hired at the end of the day to kind of deal with it. But yeah, I think with this mindset, you

increase the likelihood of not burning out. Right. Because you kind of have that bigger focus. Why behind the what? Right. Exactly. Because at the end of the day, like, it's cool to make a dollar. It's cool to have a staff and have a company put your name to it. But that grows old over time, because if you're not seeing the fruits of your labor beyond what's in that wall, like, it kind of gets burned out. You know, it's funny. We talked about this literally when I first walked in today, where I said it's not the pursuit of happiness, the pursuit

is happiness. Yeah, like that. I like that thought process of that. And that just shifts of like, I'm not trying to pursue the dollar bill. I'm finding my value in the pursuit itself. Yes. And the serving the patient in the impacting my community, right in the leadership of a team that's growing and I'm building into their character. Yeah. So like, that's the pursuit. In addition to making money, that's the byproduct, not the end goal. Well, I mean, thanks. I like thinking about ourselves.

We're big on culture here. And we're also big on protecting your time. Like as a company, our staff has protected time. And it's almost like we're a recovery unit for these people that have been in rough situations. Our most recent hire had a situation similar and it was just, she now drinks tea again. She now drinks coffee again. She said she abandoned it because of the previous place. And so I can relate.

I was in the same boat. was terrified of caffeine because I was so on edge already. I didn't want to induce that more. So now she's so bored. We're trying to just keep her awake. It last that long. It won't be that way for long. Yeah, that's funny. All right. Do the just cause because I love this bullet point. All right. So I'm going to read a little bit, right? So examples of the clink for just cause. Develop a clear mission that goes beyond simply treating patients.

Just Cause be providing accessible high quality care to improve community health and well being. This mission drives the clinic's decisions and initiatives ensuring they are aligned with a greater purpose. Mercy Urgent Care is really good at this. Yes, that are really cool. What was their phrase? I don't remember the whole phrase. You'll have to go back and listen to the episode. The whole point of that though is they were mission minded. Yes. Right. Their goal

I have no problem with your goal being finances. just, want to, I want to state that I have no problem with that. And and there's a real place for that. Yeah. I'm all about it. can't serve if you're not profitable. And maybe you want to make a big old freaking pile of cash because you want to make an impact somewhere outside of your clinic. Yeah. So like, don't really care that money's your goal, but the just cause.

for like a mercy urgent care, they want to make an impact on their community and make it affordable for people who can't otherwise afford health care. That is a just cause. That's people, people could rally behind that. And they have. Yeah, they have and do. When you go listen to that episode, you'll hear about how their entire, not just staff, but just local community believes in it. Right. And they can, and the way they did it, each person can define it slightly differently in their own way. Which is pretty cool. Cause like at the end of the day,

When you have a motto, a just cause situation and it impacts people individually, where they say, well, this is what's happened to me because of it. I that's a much bigger picture than what your, probably what your original goal was. You know, I don't talk about, and I won't go into detail here, but there's just, there's some things that we, as a company, we do around the holidays and I'm gonna leave it at that. But we don't publicize that. We don't put it out there. We're not using it to leverage, hey, look at me, look at me. So therefore that's not our, that's not our reason for doing it. It's fun.

But it was funny from somebody who you were talking about, Kelsey, just a minute ago. Kelsey has seen the public displays of the things that we do that are fun and culture. Yeah, yeah, yeah, that's true. Because if you will see our culture mostly, you go social and you can see it. That's right. That's right. But you don't get to see all of it because there's things that we do that we don't want to publicize because we don't. The Bible says don't let the left hand know what the right hand is doing and giving. So that's kind of the thought process behind that.

But when Kelsey came in and heard about some of the things that we do now that she's on the inside, she's like, my God, I had no idea that you guys did that. I love that. Yeah. Right. And now it's so funny because we're at that point now where it's common knowledge. Right. Because we've it so long and like, yeah. Yeah. We do that too, by the way. Right. cool. Like, yeah, that's right. Things we do. But that's that's part of that just calls built into our culture internally that it's just it's just who it's who we are. Right.

I'm going to skip over the trusting teams because I think that's self -explanatory, but I love the idea of worthy rivals. We have a few worthy rivals in the digital marketing space that, you know, I respect them. I think they're good at what they do. Learn from them. And I want to learn from them. And they are my competition. So instead of viewing your clinics that are around you that are crushing it as just your competitions,

What if you looked at an opportunity to say, hey, what are you doing right? What is it that we could be doing better if we did it that way? And what do we bring to the table that's different and unique? I think a good I love competition from the standpoint of a rising tide raises all ships. Yeah. Right. So if somebody out there is crushing it and killing it and getting it done and making a positive impact, I want to know what they're doing. I'm not going to be jealous of them. I think there's the seed like

Well, it's hard to explain. It's like, I want that, but that's not because I don't want you to have it. It's just, I want it to. Is that envy? Is that the word? I don't know the word for it. Yeah. So I'm, so I think of a recent example for ourselves. and then I'm going to talk about example for urgent cares. So example for ourselves. So we're part of seven FAA, which is seven figure agency. If y 'all have listened, y 'all have heard this mentioned a few times and they brought on the last, and, and well, intensive thinking about it.

Yeah, the last event. And one of the main speakers that we honestly got some of the most info from was the biggest competitor in our space, Scorpion. Scorpion marketing is like the king of digital marketing agencies. Like, I think what $100 million a year, some crazy number. They touch all these verticals. Amazing. The main guy who was responsible for this growth spoke and we were all like,

Obviously, he did something right. And he gave us his strategy that was to them, so was monumental. And we're implementing it next week. That's right. And so, next two weeks. And so it's super in like at the end of the that's like, Scorpion, you are a competitor, we've probably lost business because of you. But we respect you. And we want to learn from you. Yeah, exactly. At the end of the day.

And I really think we're good at what we do, but we're not so arrogant that we can't learn from other people. And I think if you have the mindset that I'm the doc or I'm the business owner or whatever, and we're going to do it the way I'm going to do it, and that's just the way it is, then I think you're missing real opportunity. You're probably still going to be successful. You're probably still going to make money, but you're going to have low reach and low impact.

Well, so talking about the urgent care side, so one unique advantage that urgent cares have is that their competitors are very tight, like five, 10 mile radius is a competitor for them. Outside of that, like far less of a competitor because people don't travel for urgent care. They want convenience. And so when we go to UCA, it's full of a bunch of urgent cares and they're all learning from each other. But I think about this. So the biggest competitor in your space is the the red urgent care.

It's the urgent care, it's red, and we all know who it is, and they're everywhere, right? There's good and bad things about that urgent care. Their scalability is good, like they figured out something. Bad is because of scalability, personal touch, and some other things are missing. But can tell you right now, if you're curious and you want to learn from them, go to their reviews and see what the reviews are talking about, the good and the bad. What are they consistently saying that's amazing about this company, and what are they consistently saying is really bad about this company?

And those are the things you can take away and say, I need to do this. Or, I'm glad I'm not doing this. That's such a ridiculous, easy application. Yeah. I've never even thought, Hey, listen, go all the good things, go do that. And all the bad things don't do that. Or fix it. Do the opposite. Yeah. Fix it and promote it. Yeah, exactly. Like make it part of your campaign of why you're, cause there's a thing, not the bush, the bubbles here, but customer service is not the differentiator as a business because every single

business, even urgent care, we work in urgent cares and non urgent cares. What separates you from your brand from your competitors, customer service? What does that mean? I don't know. There's a reason we will never market for real estate agent. Yeah, exactly. There's 4000 of them in Birmingham alone and they all say the same thing, which is I answer my phone. yeah, that's it. That's the only thing that makes it. I answer my I'm always available.

And babe, it all changes what already changed, right? The condition structures are gone. Now it's all, I'm gonna have to work for this now. no. Yeah, know, right? Let's not get burned by those people. All right. I don't want to do all of these. So I'm going to go through a couple of them. I like the the courage to lead. You want to go through that one real quick? Courage to lead leadership. And urge care requires making tough decisions. Yeah, every day, right? Yeah.

that prioritizes patient well -being over short term financial gains. So I'll just stop there. It's hard sometimes to look at a patient and not see a dollar sign, right? I've got a good story whenever you're done. Yeah, it's super hard to say that. But when you stop looking at your patient as a dollar sign and look at them as a human, the dollars will come later in different forms. A great example,

So one of our clients, I won't mention names just because, but one of our clients, they've been a client for a while. And then Devin, Devin has a lot of kids. So that's why he comes up when his kids are sick because he has four of them. So sick kids on a regular basis, right? Anyway, well, in this scenario, his wife was sick and she had an issue. They were looking at something, they needed, basically like they couldn't be too conclusive on it. So.

Devin's contact caught wind of this, went to the doctor that was closest to him, contacted the doctor, said, please call them and take care of them. Then the doctor calls Devin and his wife, and just no charge, just calls, and goes through the symptoms again, said, okay, I know what to do for you, and just takes care of it. And that was, it wasn't a telemedicine thing, like it was just like, we're going to take care of you. We're not looking at the dollar signs, we're looking at the human right now. And to me, like, you know what that does?

The loyalty that Devon and his family will have toward that urgent care just skyrocketed. Where they'll make it inconvenient for themselves to go there. that's They'll go out of their way. Yeah, they would go all their way to do it every time. And I think we're all in the same boat. You treat me so well, you treat me a way I wasn't expecting. I'm going to make my efforts. So one, I'll talk about you probably a lot. Indirectly not. It'll just come out.

And then two, I'm going to make it inconvenient for myself to make sure I use you almost every time. So when Preston, he's my middle child, was about four five. I can't remember how old he was. He was young. Fell in the bathtub and chipped his front tooth on what is the faucet? yeah. Right. And it was a big old chunk of tooth. It was bad. That makes me hurt. Well, it looked bad anyway. Well.

okay, that looks bad. His his tooth is turning brown almost immediately. That's wild. Right. So was like, okay, this is odd. Well, there was a there was a doctor that could see him right away. My my my dentist couldn't see him right away. And so we went to this new pediatric dentist. He's not far from here. It doesn't matter. He had just built a new business over there, by the way, MCA. Anyway, he just built a new dentist young guy. And I went in there and

I had him. So I took him. I don't know where Heather was, but it doesn't matter anyway. I took him in there and he wanted to pull his tooth and do a root canal four or five years old. Okay. And do a root canal and did a quote for like $2 ,800. Okay. That my insurance wasn't going to cover. I said, you know what, let me, this urgent? No. All right. He's got a primary dentist.

open back up on Monday. Let me go there and make sure everything's okay first. Okay, before I just do that. Dr. Tiden, who's my dentist, my family dentist, she's like, his tooth's gonna fall out, nothing wrong with his teeth. $30 copay, get out of here. And by the way, it fell out and he's totally fine. So they didn't even pull it or anything. No, it was ugly for about six, eight months until it fell out. I mean, it was really nasty looking. brown? Yeah, I've got old pictures. going, ooh, that's what I like.

she saved me $2 ,800 because she wasn't trying to pay for a new facility and all this new equipment and dental school and all the things that she just went through. the courage to lead when we talk about leading through, you have to put the patient first, not your priorities to pay off your bills or pay off this new equipment that you bought or whatever. Or some weird incentive that you were given. Yeah, exactly. So I mean, that guy was going to charge me $2 ,800 and not think

a thing about it. And yes, we're in the business of making money. I'm not taking that away from him. I have to ask the right money. have to ask the question. Was he doing that for Preston or was he doing that for himself? I can tell you what I think. I don't know. I can't speak for him. But the perception based on my dentist saying that's about that's who's going to fall out anyway. That's a baby tooth. And there's nothing wrong with the root on his. There's nothing wrong with him.

Like you can't help but think with a brand new office, brand new equipment, that dude was trying to make some money. That's what it felt like. Right. So, know, I get it though too, because I think there are lots of pressures if a urgent care or any healthcare facility brings in a new piece of equipment, how do we maximize this? Right. And then I even had a, I was talking to somebody yesterday through help tech nerds, which by the way, for those who are in the healthcare space, health tech nerds is a really cool private Slack community.

Slack is a, go look up Slack. hard. It's a communication tool. Yeah. It's like AOL instant messenger for business in the most crude way possible, but it's wonderful. But so it's all healthcare stuff. So I met a girl yesterday and she was talking about how diagnostic centers are very, very, very, very good at marketing because they have to fill those seats to pay for that equipment.

because you're talking like millions of dollars worth of equipment and they have investors who are pushing that envelope to say, this thing costs us 300 grand a month, you need to get X amount of patients to pay for it. So there's pressure there, right? And there's nothing wrong with that, but there's something wrong with it if they're forcing tests on you that just are not necessary. Because they just want to ping your insurance. Like that's a real problem. Probably the reason all of our insurances are so high. Well, and that's, I have to say, I'm always fascinated by the bill you get.

So like I've been having to do the MRI thing a couple of times now, which as I was telling you, if you're claustrophobic, MRIs are terrifying. I don't want anything to do with Like it's this close. No. And I was in one and they're like, you're going to squeeze your arms in. So I had to do this for 20 minutes. No. It was a lot, but it was so fascinating. Look at the bill because I'm always, I just love how. $40 ,000. was, it was like $30 ,000.

for a 20 minute scan from a machine that looked like it was 25 years old. And they probably was 25 years old. I mean, it looked like it been beaten up a little bit. I think anyway. So but then like the pre -approved or whatever was like 400 or like $2 ,000 what Blue Cross paid and I had to pay actually nothing because of my secondary gap insurance stuff. But it's just amazing to watch. don't know where. yeah. So at the end of day, like

Did they feel pressure to do that? To like scan my back? Not necessarily. it was like, need to make sure that I like it this way. My spine surgeon said, I can do surgery on you, but I don't want to. I want to see. Well, that's radically different than what happened to Heather when she had hurt her back with the same issue. Yeah. She had a, what is it called? A bulging disc. Yeah. And I had a herniated disc. That's what she had. Yeah. That's what she had. And that dude, I had never met him.

she had never met him. We came in because she was in that level of pain. He goes, I can take you right back and we can cut you open and get your back fixed. And I'm going to kill the motor there. Turbo. Yeah. I don't know you. I'm not like you put a knife on my wife's back. Yeah. And we left, man. We left. Yeah. So like this guy was very, no, granted when I came to him, I was still in pain, but not the level of pain that, know, I was part of. and he even said, you look like a wilted flower for a long time. He was brutal. sciatic pain nerve is intense. Anyway, he even said,

with the herniated disc and sciatic pain is like the only way the surgery would have been successful out of the gate if I got you the day it happened. He said after that, the chances go down dramatically, me fixing the issue completely. And then he just said, can go in, I can do this, this, and this, but I really want you to pursue PT. I want you to pursue this different pain blocker. I want you to pursue these things before we even attempt surgery. He said, I can do it, but I just don't want to.

And so now I've been meeting him eight months now. And I've on my third meeting with him and he's like, all right, things are pretty good. We're down to just some numbness in the leg area. I want you to do this, this and this and tell your PT to try that. And then we'll do one more scan and we'll go from there. Okay. yeah, radically different. was, cause if he ran a surgery,

That's like $80 ,000. Not necessarily in his pocket, but like that's a nice little charge he can add to his clinic. Yeah. But he chose to do things that had nothing to with his clinic. Right. Like he sent me to an MRI at a hospital. sent me to the like he had no impact on that. Like he wasn't going to receive a dollar amount maybe from that. And PT they don't tell you where to go. They say go pick one. I mean the Hippocratic oath, right? Yeah. do no harm. Which actually brings us to the last one that I really want to talk about on this episode is resilience.

over short term success. Right. I mean, that that matches right up with what you're talking about. sends you to multiple places instead of just taking the quick dollar. I like to look at it as do you want to get a golden egg or do you want to build a golden goose that lays golden eggs? Exactly. Right. So that's the way I think of it when I think of resilience, long term resilience over quick dollars. OK, you can go out into your community and you can spin up an urgent care and you can grow it or

you can build a brand in that community where it will serve you because of the way you serve that community. That community will come back to you over and over and over again, and they'll constantly be paying you for your services. And I would much rather have that than the quick upsell. Yeah. 100 % of the time. Yeah, I even think about how there was a story in, I think, Texas where they had flooding or electrical, it's something always going on in Texas.

But the furniture company was like they were serving thousands of mills a day out of their furniture store to the community that had no power, had no whatever was going on. And they interviewed the owner. He's like, man, you got to take care of your people. I'm not here to sell furniture right now. I'm here to take care of my community. the response was, I love this guy. I used to work for him. He is the real deal. And then, you know, it's going to happen if that first store ever faces a problem.

That community will come in. Like, what do we need to buy from you to make you keep going? Like, you know that's how it would go down. But you know what? That took time. That wasn't like an overnight success thing. That took years for that community to see that and respect that. Yeah. That's resilience, right? Built over time. yeah. Absolutely. And I think people get short sight of that because I feel like a lot of companies, especially ones that may have been invested in, they want to hop in and in five years hop out.

and move on with life to their next adventure, which is nothing wrong with that. But if you're looking for something bigger than that, something community based, something we can get back to, yeah, you got to dig in and hold on and go all in for years like it isn't just a quick turn. Love it. Yep. Hey, speaking of communities, are you a part of our Facebook community? Look at that transition. Are you pretty good? If you haven't if you haven't gone to our Facebook group walk ins welcome a marketing

resource for our care marketing resource. I want to invite you to do that now. Go do a quick search, fill out the survey. We're not going to allow any spam in there. We're not going to allow any marketing in there. That's not the point of it is for us to discuss ideas and for other urgent cares to talk to other urgent cares about marketing. So that's the whole point of it. We are trying to grow it and build that community. And we want to invite you to do that. Subscribe to our YouTube channel. That means a lot to us that that lets us know that you can see our pretty faces instead of just listening.

And we're spending a lot of time trying to build out really good content for you to serve you well. We would also love to hear like, what is it you need help with? Hello at patientcaremarketingpros .com. That'll go to Michael. Michael will get it in front of us and we'll put our minds together and see what we can do to help you. And also if you know anybody that wants to come and join the podcast, especially we want more urgent care owners in this podcast. That's our goal. That is if we were going to set a goal right now for guests, like we like guests and we like vendor guests and all things, but

We've been lacking on the urgent care owner guest. Love to have you come in. Just talk about your urgent care. Now you don't have to give away your secret sauce. You don't have to. I you can if you want, but talk about your challenges. Talk about what's been working, what hasn't been working or some good lessons like at the end of day, let's help the other urgent care. One thing vendors can help to a degree, but urgent care owners, urgent care owner always makes an impact. And we've seen that in the past. Love to have more on there. If you know anybody, just send them our way and we'll talk to them. Hey.

Don't just look at worthy rivals, become a worthy rival. Right. Hop on the podcast and become that because you can really help people and it makes you worthy. All right. I like it. All right. Have a great week. We'll see you next time. See you. See you.