Ep. 162: Setting Your Urgent Care Up for Success in 2025

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It's twenty twenty five and you're listening to another episode of Walk-Ins Welcome. So if you're here for the first time, you're just now finding us. Welcome to the podcast. Yeah. If you're if you're here and you trickled over from last year, welcome back. We're glad to have you, Michael. Or if you're like an OG like subscriber number seven. Oh, this is now rolling into our third or fourth year. I think it's our third full year. Yeah, we've done three full years of 160 plus episodes. Yeah, three full years. Now we're in our fourth year.

This is wild to think about 2025. It's not the first episode 2025 recognize that but it is for us in terms of recording wise. So this is our first recording in January of 2025 and 2024 wasn't a bad year. And we have a whole review about all that. But that's not about today. Today's a little bit different. Yeah, it's going to be a little different. as you're listening, if you're consuming this on our typical Wednesday, right now we're sitting in a conference room.

And we have our good friend, Richard Motley. He's going through the leadership game with us, which is the team favorite. It's the John Maxwell leadership game. I highly recommend you go check that out. And if you're a John Maxwell fan or not, the leadership game itself, full disclosure, like not, I love him, but like, I'm kind of done. Yeah. I think he was good 30 books ago. Stop still pumping them out, but he admits like I'm just kind of updating.

existing stuff. But yeah, if you're not a John Maxwell fan, that's not the point of this. But the leadership game, it's honestly, it's what our third year doing it. It's our third year and there tends to be new team members every time we do it. team members every year when we do this. we've seen laughter. We've had tears. We've had anger. Yes. But it's the right kind in all of those areas. It's the right kind. we it's always breakthrough. Yeah. And there's always if there's something in the room that

we've been ignoring, it gets brought out in the game. Generally speaking, like I want to say last year, they're all been fun, but the first year was the most, anyway, the one with the crying, that one was an intense one for sure, but it broke some It broke down some barriers that had been put up for a long time. And that person needed to go and they're no longer with us. Yeah, so if you have somebody that you just want to get rid of, but you need the whole team to see it, do a leash No, we didn't do it in the game.

The whole point is though, is like we're spending some time together to do some things. we're spending the time together to play a leadership game to bring out the real real. That's the best way I could say it, right? Like I want real dialogue. Sometimes that takes just like a counseling session or anything else, it takes a third party professional to come in who does not have a bias in any way other than to help the company grow. That's literally their whole goal is just to break through

and build up. Richard hasn't seen our team in a year. Correct. hasn't been back in a year. I he hasn't seen two or three of our team members ever. Correct. So yeah. So, and if you're looking for a facilitator, by the way, his name is Richard Mobley with the seven four group and he's a certified John Maxwell coach. Love him. He's been my friend for a long, long time. Anyway. that's what we're going to do to start the day. That's what we're doing right now. As you're listening to this, we're also,

broken up into three parts. Michael is going to be doing kind of a year in review. Yeah. Right. So a year in review talking about our wins, our successes, our victories, our failures, our opportunities. We're to take a look at the full scope of what 2024 was because knowing where you came from is just as important as knowing where you're going. Now you don't live there. Right. But

you don't want to repeat mistakes that you've made. And you also want an opportunity for people to understand the wins. Yeah, because at the end of the day, we always forget about the wins. We always focus on the negative. So it's a good way just to kind of recap and say, we've come a good ways, you know, and like, you need to recognize that. And you also need to recognize we didn't meet the goals that we were wanting to meet. Right. And that's important to note, too. We still, you know, from our standpoint, we still had a great year. Didn't have the year that we were hoping for.

And because of that, honestly, we're now making a much more realistic goal set up. Yeah, that was in our meeting. We do a leadership meeting every Monday. And I was like, hey, listen, I'm tired of the pie in the sky goals. I'm tired of being unrealistic. I want them just out of reach so that they stretch us and they're bigger than what we can do on our own, but not so far out of reach where I'm constantly just discouraged. Yeah, yeah. And that's what we set up going into this year, the goal setting of like,

what we're asking for is very attainable and it's been done in some ways. Now we're just looking for a consistent way of getting it done. That's right. And we have some fun strategies like just to give you some snapshots. Part of our growth strategy this year is not only just serving but over delivering to this podcast audience, to the urgent cares out there that really want to grow their clinic without paying us a dime, by the way.

is we'll have a monthly webinar. We'll be doing a webinar every single month. Yeah, and webinar. then for those who listen or go check out other things, you guys love our DIY Google Ads kit. And so we're looking at maybe expanding on those kits because they're legit. Like, we're not making up fluff. Like, if you actually did it, you would do pretty well. Correct. But we're seeing that there's lots and lots of downloads there. So we're like, can we add more value? Can we add that type of stuff? And that's going to, once again, add to the goal that we're trying to achieve.

So this is just a couple of examples. I'm not going to go through every one of them. There's other episodes for that, but so you're going to be laying out wins, opportunities, failures, things that happened in 24. if I recall like our goals for 25, like this is our game plan for 25 as far as like these are our milestones. This is what we're trying to accomplish. This is how many people we want to hire. You know, this is the areas that we're going to expand and you'll be doing a breakdown of that. Correct.

So we also have our newest leadership team member, which you've probably heard us at least talk about Devon, but he's been promoted into a production manager role because he does such a good job of serving our urgent care clients that we needed somebody to just take the reins on all of it, right? As far as the production team. And he's going to be laying out his vision and for the production team itself and what that's going to look like and how he's going to implement that and the timeframes that that's going to happen.

And then finally, just being the top of the organization and the leader of the organization, it's my job to keep the mission, vision and values front and center. And here's the thing, I want to relate to you because if you've been in the urgent care space for any matter of time, you've probably said these things like your mission, vision and values over and over and over and over again. I roll, go to YouTube. just gave you one, right? So like it is exhausting. you feel like a broken record that no one's listening to.

How many times have I come to you and said, do we need to change like this, that, other, because I feel like I've said it a million times. And then, but at the same time, like I still struggle spitting them out verbatim every single time, which I'll just admit to, but, but the reality of this, like, I've got them down pretty good. Yeah. You should, right? Here's a challenge. If you're the owner of your company and you don't know your vision and your mission or your core values, what I had to reference for it.

You may not believe in what you wrote. We're on a mission to help 100 urgent carers triple their patient volume through digital marketing services. That's the mission of patient care marketing process. We're going to do that through a positive and strong culture because culture trumps everything. We're going to develop win-win partnerships. We're going to deliver an exceptional client experience and we are going to embrace ownership. Like those are our core values. But here, here is the vision. I gave you the mission and I gave you the values, but what is, what is the vision?

Right. The vision is and has always been and this is going to shock you guys is to create a home for my special needs child. Yes. So that if the world chews him up and spits him out, he will have a place that he can thrive, add value to and bring a positive spirit to this company. Like that was the original vision of Nick, marketer. It's trickled over.

What does that have to do with urgent care? It's absolutely nothing. But if you don't know why you're doing something, you won't do it for very long. Yeah. Or if you're just like, I'm just doing it to make money. Great. That is not my motivation. Like that's a burnout method. That's right. Pretty easily. But yeah, just going back to your son, that's just that, you know, you're because you're right in his position. Like there's a there's a high chance that his success in life will be limited. Correct. And you're just allowing a place where come here.

Like I can still if you want to. Yeah, he doesn't even have to. Yeah, you don't have to. But like it's always an option. Right. But I've also that has trickled down, though. Right. Like here's what I mean by that is we've also created an environment where your family can thrive and Devin's family can thrive. And all of our team members have a place where I feel they get. Let me say it a completely different way. My vision for this company. Should be big enough that it includes all of your dreams.

as well. Does that make sense? So let me trickle that over to your urgent care. Is your vision for your urgent care big enough to encompass the dreams, goals and desires of your team? I bet there's some no nodding going on right now because they probably don't, never asked. listen, there's a caveat to that. Do you even care? Yeah. I yes. Because I mean, there's that part of like, well, I wasn't here to take care of everybody else. I'm here to take care of my family first.

I get that. I get that. I totally understand. I'm a Christian. So like I'll go to the Bible on that. And it says that one that doesn't take care of their own house first is worse than an unbeliever. Yeah. Okay. that's real though, because it's hard to help someone if you can't take care of yourself. Put your oxygen mask on before you help others. Here comes the plane interaction. It's 2025. I got more coming. We're two days in. We got a nice little plane. We even have a whole joke book right now on planes. I'd say that joke landed. Oh.

Yeah, I need to grab our little soundboard. All right, let's keep going though. Yeah. All right. So here's what I wanted to do. We're going to spend a little bit and I want to say we've put together some notes here for you to be able to create a meeting like this for your all staff, like how you can cast your mission, vision and values.

how you can set your team up for success. Now we've already talked about goal setting. I don't want to go into goal setting. That's not my goal. So the best part is that goal setting should make this planning for this meeting really easy. Right. Because all you're doing now is just making verifying the reflection of what happened last year and then simplifying or formalizing your goal setting for your team. Right. And there you go. Like it's pretty straightforward. So I'm going to go through this outline, Michael, and then I want your commentary on each section. So I'll say what it is and then we'll comment.

And just so I have not heard this full outline. Sometimes I'll just put together a podcast episode and Michael will show up to it and vice versa. Yeah, that's happened a couple. And it works out. It does. All right. So number one is you want to have like just a breaking the ice, opening the meeting. Right. Yes. So welcome everybody. Express gratitude for the team's 2024 contributions. Share your excitement for what's happening in 2025 and just do a brief overview of the meeting, like set the table. Nice. And I think also should integrate into that.

let food show up around the same time. There is nothing wrong with free food. Now you don't want to pay your people in pizza, but you want to have pizza available. I remember it was a tick tock trend like a year two ago where they said, well, I got my bonus in the size of pizza. And you know, I didn't hear that. didn't see that trend this year. Thank goodness. Cause that got kind of annoying to see that. But no, like we even have in there for ourselves, like we're getting, you know, a Chick-fil-A being delivered or you're picking up on and coming into the meeting.

But let's make sure you take care of your people, right? So make sure they're comfortable having good, it's supposed to be a good time meeting. This is not, if this is a Debbie Downer meeting, it's not the meeting you're looking This should make people motivated, make them feel good. It should just be just fun. It should be. It really, like, obviously when you talk about some of the negatives, there's going to be some coming out, but that should be that motivation of saying, this happened, but we're here today and we can move forward. know, that kind negative should be an acknowledgement of it? Not a, not a.

Focus. Not a focus. Thank you for saying that. All right. Then, like I said, what we're going to do, let's do a 2024 year in review. You guys should put together, here's some metrics that I think would be relevant for you to go over. What was your patient volume for the year? As a whole, not broken down, but like, hey, I mean, I know you're going to put together how many leads we generated across all of our clients, which is a huge number. Yeah, I actually-

Tens of 20s of 30s of thousands. More than that. Okay, good. I it. I pulled it this morning. It was fun to look at. It took so long to load that the software crashed. Right. And had to refresh. Your net promoter scores, your NPS or your satisfaction scores. What was your revenue growth? You may not have to share physical numbers. We could do percentages all day long. We do. I have no problem sharing dollars because I think everybody has bought into what we're trying to accomplish here.

And they see the impact, like as the company grows, I've always paid that back. Fun fact, and I'll move away for just a second, is we were talking about the pizza parties or whatever. So I told the team almost always, I like during the Christmas holiday to get something for the team, wrap it and give it to them from me, just for me. And I pay a bonus if we have bonus credentials in place, right? This year, instead of buying a gift, I just wrapped all of that.

and gave extra bonus to which I heard from everybody. that's so good. Yeah. Like that's what they wanted. They didn't want my stupid gift. They wanted money. I think that the gift could be. Yeah, I get it. I heard more often than not, the money was greater than the Now I will say this too, because we had this comment from somebody in our 7FA group about how should you respond if you don't get much gratitude from your employees for this Christmas bonus? And then my response to you was like, have you ever watched Christmas Vacation?

Yeah, it is built into our culture to not have a of gratitude toward Christmas bonuses. It's more of an expectation for their salary. this would be part of what I people count it as part of their salary. You know what mean? Yes. But look, I do everything that I can, but we've been very transparent. Like in order for you to get a bonus, we would have to have been profitable. Thank God we've been profitable. Yes.

We want to talk about highlights and achievements, successful initiatives. What did you roll out in 2024 that worked? What did you roll out in 2024 that didn't work? And just, hey, what do you expect some of the challenges to be in 25? Like, let's get those out on the table. Yeah, because one thing you to remind yourself of, so you're the owner. You see everything, right? You see every ins and outs of your company, of your urgent care, and your individual employees don't.

They see that single tree, you see the forest. And so when you think these are common numbers that people should already know, they don't. That's not their number. That's not what they're looking at every day. Because the person that answers the phone, yeah, they may realize, yeah, I answered the phone like 80 times a day type of thing. And then when they say, well, how much actual patients came in? Well, they may not know that full number. Or they, yeah, heard we were rolling out the new

We'll see what's the biggest one that happens about sure or IV therapy, but I don't know what happened to it. Yeah. And now are we going to continue it? You know, nobody knows, but you do the owners. Probably not. Yeah. We've we've seen IV therapies have its ups and downs. And I guess now GLP one is now the new up. But anyway, all being said, like you just remind yourself that this may feel like common knowledge to you, just like the mission vision and your core values. But it's not common knowledge to everyone that you're talking to right now.

Really good feedback on that. I think you're absolutely right. All right, so this is an area, your vision and goals for 25. This is where you want, in my opinion, to bring your leadership team in and have them do this. Here's why. This is, again, my opinion. I think it comes across way better from you and Devin and Kimberly. It comes across better from our leaders on our team to put numbers and to put goals and trends out there.

Every time the owner does this, when there's a team in place, just to be clear, when there's a team in place and the owner does this, it sounds self-serving 100 % of the time. Sounds like, oh man, we're going to hit these numbers? Well, okay, great. Those are your numbers that are going to pad your pockets. Why in the world should I care about that? No. If you have a leadership team in place that you're meeting with regularly and they understand your heart and your vision,

Like I don't think there's any doubt in your mind, Michael, this may be calling myself out in real time. When I talk about growing numbers, almost never is it for my benefit. Right. I I never talk about what I'm going to get out of this. I'm talking about how I'm going to hire new people and how I'm going to be able to give bonuses and raises and be able to do these things and build out an office that people can be proud of. Like I'm never talking about how I'm going to give myself a raise. Yeah. It usually goes, Hey, if we get to this number, we can add this to me more people.

Yes. That's usually the focus slash we can give better raises or whatever. And I actually saw the office episode not too long ago where they had the raise conversation come up and then watching Jim just fall on his face, which when I was watching, it's like he's going to make a fool of himself because he keeps retracting what he's trying to do. Anyway, but now it's that reality of like, you know, your is true. Like I agree that if it's coming. talking about Michael? No, it was Jim.

Did you him falling on his face? Well, not physically. OK, OK. No, it was when they were co-managing. And then Michael's like, yeah, you can go ahead and tell him what you want to tell him. And then he did. And then they came back, basically attacked him about it. Oh, yeah, yeah. And then he started backtracking. anyway. I dropped that episode number in a few minutes. Yeah, I know. I got to find it somewhere in season six. Anyway, so yes, I think coming from the owner, there's some expectations. Like, oh, you're just trying to make yourself look good so you can sell the company or whatever, that type thing.

But I would even say, like, you know, you're multi-loc, most of you multi-location urgent carers, you you have a manager of each location, probably to some degree. I do wonder, does it make sense for you to have two style meetings? So you have one that is a local meeting that's very just the manager and their group of people for spending during a lunch or something like that, going over numbers. And then you have a, let's all get together meeting. Cause I know like American Family Care, they basically do that once a year to have a summit type thing. Yeah. An all staff type thing.

You should look considering that, you know, if you have like five locations, you should consider bringing everybody into a certain area for half a day or something like that. And maybe break it up where you can properly bring in all staff and just rotate the staff over a two day period or something. I would even take it to the next level. I understand the revenue loss from closing your clinic. Yes. But if you close your clinics for a day and you have a well thought out meeting, the investment, the opportunity cost of closing your clinics for a day.

and the momentum you'll get on the other side of that when it's well executed. it's well executed. That's 100 % true. Yeah, so it has to be well executed and it has to have a purpose, meaning and trajectory. But if you do that, I think your investment in that day will far outweigh the losses of closing for a day. Yeah, it's true. I mean, we've seen it all the time because when you get everybody on the same page rowing that boat the same speed, it goes a whole lot better. Obviously, you know what day of the week is the slowest day of the week for you. Yeah.

We do too, by the way. We see those numbers. Do it on that day. Like go look at your data. So obviously you want to talk about your goals. This is where you're to put out your goals for 2025. What kind of growth are you looking to open new locations? Are you increasing patient volume? Is it a mixture of both? Are you adding staff? Patient care improvements? Are you trying to improve on your wait times? Right. Are you trying to get from 60 minute door to door down to 45 minute door to door? Is that the goal? Or are you just trying to shave five minutes off of it? Right.

Are you trying to deliver better care? Obviously, that's one of our core values, which I didn't go through. Remind me at the end and I'll go through them. Staff engagement. Are you going to put into practice development and ongoing training for your team that you have in place? And then your financial goals, your revenue targets and your cost savings. And there's two separate things. In this area, I want to get this revenue through the door. In this area, I want to cut this expense out. Now, do you talk about benefits in the outline?

When you say benefits, are you talking about like maternity leave and stuff like that? Why don't you talk about that? Because we do that, but I don't have that mouth. Yeah. So one of the things too, when you're talking about the vision of 2025, because we do this, we typically, not every year, because we kind of run out of things to provide, but we typically introduce a new benefit slash policy change for the new year.

And we also remind them of the benefits that have been provided because short-term memory loss. that and then also benefits are also optional to employees, right? Because they don't have to get the benefit. It's just an option out there. Like health insurance is just a great example of this. yeah, it's that mindset of, hey, by the way, you have these benefits and how long you've had them has been, you know, we incorporate these in 2023.

And then here comes a new benefit or two, because we always try to find something if we can. And this is great time to talk about it, because to me, it's also like icing on the cake. Like, hey, by the way, big announcement, we're now doing 1 % match versus, know, or we were doing 1 % for, now we're doing 2 % or whatever that is. it just brings a smile to the faces, right? For people to understand what, that's actually a great thing. So just keep that in the back of your mind too, because I don't think you ever want to leave this meeting with just like,

unattainable goals. And that's how they end the meeting. High in the sky as I call it. Yeah. just I feel real good, but I don't know where to put it in action. Yeah. Yeah. Right. Exactly. And I think taking action is such a huge thing too. Like, that's right. Here's step number one, by the way, we've broken ground on a new location, you know, whatever. That's right. So man, what a fun time to announce that, right? Yeah, that'd be great. Breaking that down into the initiatives, like key initiatives that you're trying to do over the year and when you want to do them, but break them out. Like here's our patient care initiative. Here's our tech.

Are we going to add a sole over an X parity? Are we going to add a new EMR or make a swap there? Like this is the time to make those types of announcements if you can. Staff development, you know, talk about that and then community outreach. think that's a huge part of it. Like what are the, we, we talk about this, like what are the, what are the events that we're going to be present at and bring our best to, right? And then break that, break that down into goals, timelines and benefits, right? All right. So we do this at our Christmas party.

But if you haven't done this, you need to, in my opinion, incorporate it into this meeting. And that is employer recognition and team building. Yes. So we have the dundees of our... We do. Well, we have a bunch of... How many have now? Seven, eight? I can't remember. I think I have six total. So they are peer-voted awards, and they're kind of funny, right? They're not supposed to be super serious, but they also truly recognize a skill or effort somebody put in.

But yeah, so you actually send it out like a couple weeks before the Christmas party, especially if I can send it right the first time that'd be great. Yeah, not include old names. That's right. Oops. Yeah, that's real thing. but so I think you survey monkey to do it. You survey monkey. Yeah, y'all can use a version of it. There's a free version. I think it goes up to like 100 requests or whatever. Anyway, and you just say like, who's vote like I got the duct tape award. Because you can fix anything. Yes, the mindset of there's a way to fix it. Like that's my mindset. And so like

that my co-workers voted on me for that. didn't vote for myself or you didn't just pick one, right? So I picked no one. I stepped in for one tiebreaker, which

I can't remember which one it was at this point. But it allowed the peers to vote and then you have the information. We don't. And then you have a little diploma spun up like use Canva to do that. I did. Use Canva is free and they have a little diploma templates. You can just plug in the name and whatever you want to say. And then you gave them out as rewards and you got pictures and everybody on that stuff. But it's fun because we all in our minds, like, oh, I bet it's going to be so and so and it ends up being somebody else.

This year was especially fun. I want to say, I'll tell you, I want you to because I was, I was not prepared the first year we did this. And even this year, even better, the positive response that this would. Yeah. I had no idea. And I think, I think part of it is because I allowed them to vote. I, it wasn't me selecting people. There were no favoritism. There was nothing there. Right. think the funniest part to me, well, not funniest, but you know that people like it because whenever you

tend to send something out, you have to send out multiple reminders to do it. Well, they were anxious. And then when you sent this out, it was like, hey, you screwed up the first play. Right out of the game. Like within five minutes. You're like, hold on. I can't get you guys to read it. Well, actually, they do a pretty good job of responses, but not that fast. That was instant. It was funny. You're like, crap. And there was like three people that called it. It wasn't just one. So I knew there were multiple people in there doing stuff. It was just funny. But that's just, but it's only the second year we've done it. So it's kind of like, it's fun to vote on people. It is.

Now, obviously, you if you're a multi-location and all that stuff, it's hard to vote for people you've never heard of. See, I think you could do that breakdown on the clinic. Yeah, you could. I think you could do breakout sessions for your clinic. You could. And then maybe even have like the all-star employee of each clinic and have them all come together for a group photo and say, these are all-star employees here. I love it. Yeah. So, or everyone call them. But it's just something that kind of recognizes excellence at the end of the day. Cause even though like they're funny, like the names and stuff, there's an excellence tied to it.

I like, you know, just the mindset of they didn't just vote because they liked the person they vote. Cause like that multiple people recognize, man, they got that part figured out. So let's give an example. Like what you would call employee of the year. Yes. We call. All right. So back up a little bit. Our original company name is called Nick, the marketer. Hey, I'm Nick. Nick's a real person. Here I am. for me, the best compliment that I think you could put on somebody is to say, Michael.

Which I got. You got the last. Exactly. 2023. And I think everybody was expecting that again. Yes. Right. But Devin won that award. the shock he was voted on. The shock on his face when he got that. personally think not only did he love it, I think he needed it. Yeah. Right. And I didn't realize that. So he would have been, you know, employee of the year, but coming up with something fun like

We call it blank the marketer fill in the blank, right? And this year's Devon the marketer. And I, and I agree. Like I think it was a little bit of shock chalk to him and the, but also we're looking, looking on reflecting on it. You can see his personal growth through everything. My man had an impact this year and you know, and he was pushing people's like, let's do better. That's right. And it showed up. yeah. And I think it's a true reflection of

his importance. Right. So yeah, just keep that in the back of your mind, like just to have more fun with it. But then anytime you have recognition, I know and there are lots of people that don't like recognition. But this is very innocent recognition. Hey, come up, hold the little diploma, take one picture, sit back down. Not a big deal. So you know, but it's cool. Get the look out like, cool, I actually won something. maybe cash money next time.

Everybody's vote for everybody. Everybody got some version of that this year anyway. If you have time, you can go over budgets and resources for each department. boring stuff. I personally, like I won't include this in ours. Right. But it's because we have a plan to roll this out anyway, that's outside of that because we use EOS. yeah. And at the end of the day, this is supposed to be a motivating. Should be fun. Should be fun event. nothing Debbie down or like a budget.

Yeah, but when you're saying, we're cutting budgets by 10%. That's that that just kind of turns everybody off. So if your team, we were talking about multiple locations, and I think this is perfect for the multiple locations, which is why I wanted to include this. And that's take 30 minutes and do a breakout discussion based on either the department or the location. Yeah. Right. So if you have a nurse department, you know, there you go. But if you have multiple locations, I'm just thinking break it down by the location and then you can you can have discussions that are clinic centered.

instead of company centered. And then to wrap it all up is to do well, I say to wrap it up, but to take you to the next one is bring all that information to a Q &A. Yeah. And now you can really open up the table. You've had a full day, hopefully of discussion, right? And then you can bring that discussion. Take 15 minutes and just do a quick Q &A with the CEO. Yeah. Right. Now, the CEO here at Nick, the marketer and patient care marketing pros, like I'm pretty, pretty accessible. But if you're running

Yeah, like here it's, hey, Nick, got a question. Yeah, exactly. That's about as far as it takes it, right? Like, or hop in the Kumo and whatever. But if you're multi-location, you know, there's a good chance that you have employees that never actually met you, the CEO or the owner. So this is a great time to have that conversation with them. Also too, it may trigger thoughts and ideas that no one else had.

And that's what you also want out of this. Like, hey, I think we could do better than the goal you just gave us. And here's why. That may come out, or why are we focusing on this so much? I thought we were doing good on that. It brings out some realities. Because at end of the day, you can't think for everybody that works for you. But you want that nice feedback loop of, well, tell me what is on your mind if there's something that we brought to the table today that you just do not agree with. That's right.

And I think you should be open to it. Because if you say, thanks for the comment, move on to the next one, and you don't have any feedback loop to that, then they're never going to ask again. And I think that's super important because we find it here that if you make a feedback or send up a comment, how can we do this? know, they're like, OK, cool, we're going to do this if you think you can help push it across the finish line. Let's go. And then it's amazing. mean, things that we do now was not generated from you. That's right.

So and I'm 100 % OK with that. Yeah, I think everybody should be. Yeah, I was going to say my favorite thing is an idea well executed that wasn't mine. Yeah, I'm dead serious. And that's 100 % the DIY Google Ads kit because that was a, as Hannah put it, like a gift where we were gone and she's like, I've been working on something with everybody here it is. And we're like, cool. We didn't even know what we were looking at hardly. And then announcer number one downloaded anything that we have.

That brings up my favorite, my newest favorite quote. have a stack of quotes, it's Dan Martell, which is by Back Your Time, which is 80 % done by somebody else is a hundred percent freaking awesome. Yes. It's true. Yes. So to me, I don't, I'm not lazy. You know, I'm not, but like at the same time, if, you can do this and you can, and you're passionate about it, even if it's done differently than the way I would do it, let's go. Right. If it's showing results, let's go. Let's put a bow on this podcast.

You ready? All right. So then you want to take it out, closing remarks and basically just wrap up what you talked about for the day. We've talked in the past on other episodes about the three H's. Here's what we're talking about beginning. Here's what we're talking about while you're talking about it. And then the last one is here's what we talked about. It's just like it's, it's the power of reinforcement. Here's what we're talking about as you're doing it. Here's what we're talking about now. And then here's what we talked about. then you pick out the key metrics and the key things that you want to re-highlight.

And I would say this is also that chance if you have a QA section, here's the top question, you know, biggest question that we're going to look more into or whatever, like great feedback. Just once again, showcasing like it's a safe place to give feedback. Safety is good. I like that. Maybe even a, this isn't in my notes, but maybe even a post, you know, a recap email or just like what, what impacted you the most kind of like we do with seven figure agency. We're going to go back, tell us, tell us how we did. How would you rate this? Nice little survey you send out.

Survey monkey. right. So now you're thinking, right? Yeah, I actually am. So two last points here and then we'll wrap it up and take it out. The other one is like, we're going to provide breakfast and lunch. All right. So I'll have breakfast on the way in and I'll have lunch. I think we're going to step away and go to lunch and then come back. Yeah. And it does a hard break on the itinerary too. That's right. Where the Richard Mobley is done. Yeah. And now we lunch and then we go internal.

Got to have that reset in your brain as well because they're getting like tons of information. They're drinking from a fire hose and you want to have the takeaways. The other thing, a preparation checklist. Okay. Make sure that it when and if hopefully when you do this, ensure that everybody that is presenting is prepared, rehearse and have the materials available, put together the slideshows and then send them to where they need to go. Use visuals. Don't use words. So if you're going to put a slide together,

Unless it's a number, try and put everything into a visual because people are just going to sit there and read the board and they're not going to pay attention to you. Use your slides as a visual reference to what you're trying to communicate. Yeah, and like I'm working on slides right now and I start with what I want it to say and I'm going to go back and add visuals to make it look more presentable. But sometimes there's just a number. Here's a revenue number. I may have a visual go with it for fun, but at the end of the day it's still a number.

or percentage or whatever. Then you want to provide a printed or a digital summary of the plan. So here's what we talked about in the meeting. Here's a digital or a summary. Here's everything that we discussed in our goals. So the people have it in writing. Yeah. Sometimes. And then it's funny that we talked about this because now it's in writing here. It says set up a feedback mechanism.

together staff input post meeting. because I'm glad we thought about it. It was also here in my nose. Yeah, I just forgot it was there. Well, like you mentioned Santa Fe, so Santa Fe is that group that we're part of for digital marketers. And every single conference we go to the next day, when it's over, we get an email. Or even actually, he's changed it. He now sends it while we're in there. He won't let us. Yeah, he doesn't even let you leave the conference. Yeah, he's like, all right. Shout out to Josh Nelson, who only gets captive. Yeah, so he and that.

And the reason why he said though, he said the reason why we do it because we get better response rates and we need more responses from you everybody. So but he literally I remember he doesn't even say it to the end. He saves it to like three fourths through the last day where you know there's another session coming but he's like before you go or you think he does it before the implementation. Yeah, yeah. So he purposely puts it before the last session just because he knows you want to be there for the last session. I have a captive audience to take care of this.

Same thing with you guys. You know, when you're doing this meeting, when you're reaching toward the end here. Now, granted, he has like three or four hundred people he's doing this for, so there's a different dynamic. Not twelve. Not ten or twelve. But it's like, mind's up, hey, before we get to the last piece, scan this with your phone right now. Pick out your phone, scan the QR code, fill out the survey, and make the survey detailed enough where they can actually give you feedback on each piece of the puzzle that you created that day for them and see, and just see what they're, because

There are things I remember saying, hey, we don't talk enough about this at all. And then one or two instances later, it shows up in itinerary. it does make impacts. I mean, I do it at the end of the day, you want to hear that. Hey, when we did our, we did your talk at the UCA, not this year, but the year before you had some feedback and some of it was negative. Probably why I'm not talking to you now. But they were three people that gave me feedback. They're like,

Yeah, right. that's how it goes. the other 40 that gave me good feedback that didn't say anything. Well, we all know that from Google reviews, people are quick to give you a negative review and more challenging to give you a okay, I'm secure. I'm not really that bad. But anyway, I think it's important that timing that too, and not saying forcing, but basically making it really difficult for them not to do it. Well, listen, this is going to be the year 2025 where we're going to help you get more patients, deliver better care.

get repeat visits and scale your clinics. It's the year for it. We're all in on doing this. We're not just saying it. We're coming into the year with a plan. We're excited about it. So please stay tuned. Every Wednesday, we're going to be dropping an episode for you. Lots of interviews still lined up. We ended the year with interviews. We're going right back into them this year as well. We were supposed to have one today, but it got pushed back a couple of weeks. But it's going to be a good one. It is. We're excited for it. But yeah, we already have, when we were talking to people in December, like, okay, I want to interview with you guys. Like, well,

It's going to be minimum February before we can even consider it. It's because we keep pushing because we have so many showing up right now. We're not complaining. It's just it's been amazing. And we actually I'm really excited. Next couple of weeks, you're going to hear from one of our own clients. That was a startup. love it, which is super cool to hear from. And he'll like shoot you straight. He does. He gives us no slack. No, no, he does not. And he's coming on. It's so funny because we have a challenge of getting our own clients to come on. You urgent care people just don't like talking in front of an audience, I guess.

But this guy, he's a great client. But he wants to come on because he heard one of our episodes. He's like, I got a different viewpoint of all that. I need to tell your people about it. And I was like, OK. So stay tuned for that. That's going to be a good one. It's coming up. But until then, you guys keep engaging with us. Leave us a review. Five Stars will be awesome. Make a comment on our YouTube channel. Smash that Subscribe button. And we will see you next week. Have a good one. See you. See you.