Conceptualizing the Entrepreneurial Myth – Chapter 8 of Master Your Mindset

[00:00:00] Welcome. You're listening to the GrowOrtho Podcast presented by HIP.

[00:00:05] This podcast is dedicated to orthodontists who want to stand strong in their

[00:00:09] market and be leaders in their community.

[00:00:13] Now onto today's show. Hey, it's Luke at HIP.

[00:00:17] And if you've been listening to the GrowOrtho Podcast,

[00:00:19] maybe for weeks, months, or in some cases years,

[00:00:22] you know that we typically interview an industry expert,

[00:00:26] whether it be someone working in the office or a consultant,

[00:00:31] or just a strategic partner for orthodontists. Well,

[00:00:35] we're going to change things up just a bit.

[00:00:38] And this year we've actually released four books.

[00:00:41] And so we're going to release every audio book,

[00:00:44] basically a chapter for each episode. Listen,

[00:00:47] enjoy and let us know what you find valuable and implement and what works

[00:00:52] well in your office. Thanks so much for supporting HIP.

[00:00:56] And we hope you enjoy all these episodes on the practice growth series.

[00:01:01] Chapter eight, conceptualizing the entrepreneurial myth.

[00:01:07] Good business leaders create a vision, articulate it,

[00:01:11] passionately own it and relentlessly drive it to completion. Jack Welsh.

[00:01:18] In 1954, a multi-mixer salesman, Ray Kroc,

[00:01:22] visited a San Bernardino California restaurant.

[00:01:25] They had purchased several of his milkshake mixing machines,

[00:01:28] and he wanted to see why they needed so many.

[00:01:31] That visit would forever change his life and the face of the fast food

[00:01:35] industry. Ray was astounded by brothers Dick and Mac McDonald

[00:01:40] and the effectiveness of their small but efficient operation.

[00:01:44] They had a limited menu consisting of burgers, fries, and beverages.

[00:01:48] As a result, they could focus on quality and quick service.

[00:01:51] At 52 years of age, Ray was looking for an opportunity.

[00:01:54] And the brothers need for a new franchising agent seemed just the thing.

[00:02:00] In 1955, he founded McDonald's System Inc and six years later,

[00:02:05] bought the exclusive rights to the McDonald's name and operating system.

[00:02:10] Ray's vision was to build a restaurant system famous for foods of uniform

[00:02:14] preparation and consistently high quality, regardless of location.

[00:02:17] Today, on the busiest street corners of any city,

[00:02:21] you don't have to look far for the golden arches.

[00:02:24] McDonald's is the gold standard for franchising.

[00:02:26] And whether you're in New York, London or Hong Kong,

[00:02:29] your Big Mac will taste the same.

[00:02:32] In business, when you find a system that consistently produces

[00:02:36] exceptional results, you don't change it.

[00:02:38] You replicate it.

[00:02:40] Business experts worldwide strive to model the McDonald's System's

[00:02:44] approach in the world.

[00:02:45] Strive to model the McDonald's System's approach in multitudes of industries.

[00:02:50] So what can an orthodontist learn from this success story?

[00:02:54] Simply that there is a right way to run an orthodontic

[00:02:58] practice that is efficient, effective and maximizes profits.

[00:03:03] What is the right way?

[00:03:06] Before we get there, let's look at the wrong way.

[00:03:10] No one has described the right and wrong ways to build a small

[00:03:13] business better than Michael Gerber.

[00:03:15] Author of the E-Myth Revisited and founder of the E-Myth

[00:03:19] Small Business Development Program.

[00:03:22] Michael says that most small business owners do it wrong

[00:03:25] and end up struggling miserably and failing.

[00:03:28] Inspired by the entrepreneurial founders of large corporations

[00:03:31] like Ray Kroc of McDonald's and Tom Watson of IBM,

[00:03:35] he has dedicated his life to showing people what to do

[00:03:37] about the sad state of their businesses.

[00:03:40] He says that small businesses are founded when a very

[00:03:43] skilled person technically decides to set up a shop.

[00:03:46] In their field, their skill sets are second to none.

[00:03:50] However, as business people they are clueless.

[00:03:53] Michael calls this moment of decision the entrepreneurial

[00:03:56] seizure that kicks off an arduous and expensive journey of strife.

[00:04:01] He explains that for small business owners to avoid this fate,

[00:04:04] they must recognize that they have to handle three distinct

[00:04:07] roles themselves or make sure that someone else is taking

[00:04:10] care of the role for them.

[00:04:12] These three roles are, one, the entrepreneur, two, the manager,

[00:04:18] three, the technician.

[00:04:21] While E-Myth Revisited is an excellent read that I highly

[00:04:24] recommend for the purposes of this book, I will use my

[00:04:28] definitions for these three roles.

[00:04:31] The entrepreneur is the visionary of the business.

[00:04:33] They spot opportunities, innovate and develop new ideas

[00:04:36] to improve the business.

[00:04:38] The entrepreneur keeps the business fresh, cutting edge

[00:04:41] and constantly reinventing how they deliver on their promise.

[00:04:45] The manager is the integrator.

[00:04:48] The manager's job is to listen to the entrepreneur and tell

[00:04:50] them which of their ideas are actionable and which are

[00:04:53] complete garbage.

[00:04:55] They are responsible for keeping the business on track

[00:04:57] with its vision, mission and core values while increasing

[00:05:01] profits and maintaining excellent customer service.

[00:05:05] The technician is the talent.

[00:05:06] They are responsible for providing the unique skills

[00:05:09] to create the product or service the business is known

[00:05:11] for.

[00:05:13] The technician is most valuable when they are engaged

[00:05:15] in activities that only they have the skills to perform.

[00:05:20] For an orthodontist, this is chair side seeing patients.

[00:05:25] When we refer to the orthodontist as a technician,

[00:05:28] we are not comparing them to other technical roles in

[00:05:30] the office like the records technician and by no means

[00:05:33] disregard the years of schooling necessary to achieve

[00:05:35] their expert status.

[00:05:39] I did become fully aware of how much using the term

[00:05:41] technician in conjunction with orthodontists could ruffle

[00:05:44] feathers after this exchange which occurred on Facebook

[00:05:47] when I was promoting Front Desk Secrets, the first book

[00:05:49] in this series.

[00:05:52] Dr. Johnson, the book Front Desk Secrets is degrading

[00:05:56] to orthodontists.

[00:05:57] There is a statement.

[00:05:58] The orthodontist is a technician, not a manager.

[00:06:01] So hire a good one.

[00:06:03] Who is hiring the orthodontist?

[00:06:06] After all the education and expense required to be

[00:06:08] an orthodontist, are we labeled a technician?

[00:06:12] I thought we were doctors.

[00:06:14] We hire assistants as technicians and we are the

[00:06:17] ultimate manager of our practices.

[00:06:19] This book is an oversimplification of the environment

[00:06:22] of orthodontic practice.

[00:06:24] I could not find what HIP is an acronym for.

[00:06:28] Luke, Dr.

[00:06:29] Johnson, I am not using the word to compare you

[00:06:32] to a job role like a dental technician.

[00:06:35] I use the word because the most effective and

[00:06:37] successful orthodontists show up and do the clinical work.

[00:06:41] The best use of their time is to be an orthodontist.

[00:06:45] For more context, read the E-Myth that breaks down

[00:06:48] the one technician, two manager, and three entrepreneur.

[00:06:53] This book has sold over five million copies

[00:06:55] and thoroughly explains what I am talking about.

[00:06:58] The orthodontist should float between one and three

[00:07:01] and hopefully never be two.

[00:07:04] This will bog them down and keep them in the weeds,

[00:07:07] ultimately keeping the orthodontist from their purpose and mission.

[00:07:11] Also, you are misreading, so hire a good one.

[00:07:14] That means hiring a good manager.

[00:07:16] Obviously, no one is hiring the orthodontist

[00:07:19] unless it's an associate.

[00:07:21] We suggest also having a COO for a practice

[00:07:24] of over three million in annual production.

[00:07:27] Sadly, in private practice, orthodontists try to be

[00:07:30] a manager, run operations, take on the TC role, etc.

[00:07:34] They get spread very thin and think they must do everything

[00:07:37] instead of just showing up and seeing patients

[00:07:39] so the practice can grow.

[00:07:42] I apologize that my use of the word offends you.

[00:07:45] I'm strictly looking at this through the business lens

[00:07:47] versus a clinical lens, which I know little about.

[00:07:51] Synonyms of technician are expert, scholar, specialist,

[00:07:55] pro, master, whiz, wizard, and practitioner.

[00:08:00] Perhaps I will switch to using one.

[00:08:03] If you move past a word, our training and education

[00:08:06] make practical sense and help over 200 plus practices grow.

[00:08:11] Be well, Luke.

[00:08:14] Yes, Dr. Johnson now works with HIP,

[00:08:17] and we've developed a great relationship with him.

[00:08:20] The big problem for small business owners

[00:08:22] is that most of them are technicians who have had

[00:08:24] the entrepreneurial seizure but have become full-time

[00:08:28] technicians in their business without addressing

[00:08:30] the roles of the entrepreneur and the manager.

[00:08:33] As such, they end up working in the business,

[00:08:36] not on the business.

[00:08:39] When Dr. Castilla explained her interpretation of the E-Myth,

[00:08:42] she used a different word in place of technician

[00:08:44] to encapsulate the role better.

[00:08:47] There are three types of people,

[00:08:49] entrepreneurs, managers, and artists.

[00:08:52] I firmly believe that most doctors are artists

[00:08:55] and not business people.

[00:08:57] Some of them are, but most doctors are artists.

[00:09:00] So they think like artists.

[00:09:02] As an artist, you need to understand where your

[00:09:04] strengths are, where they are not.

[00:09:08] And when I asked her how she balances being a business

[00:09:11] owner and an orthodontist, she perfectly articulated

[00:09:14] what every practice-owning orthodontist needs to know.

[00:09:19] You have to see that what you have is not a practice

[00:09:22] that happens to be a business, but a business

[00:09:25] that happens to be a practice.

[00:09:28] Case study, Dr. Smith.

[00:09:32] To get an idea of how we see this play out in orthodontic

[00:09:34] practice, consider the following fictional account

[00:09:37] of Dr. Smith's orthodontic practice.

[00:09:40] Derek Smith was an awkward kid who was always

[00:09:43] self-conscious about his teeth.

[00:09:45] Other kids made fun of him, so he kept to himself

[00:09:48] and rarely smiled.

[00:09:50] Going to the orthodontist was life-changing for him.

[00:09:52] The transformation in Derek was phenomenal.

[00:09:55] His self-confidence grew, his grades improved,

[00:09:58] and he became involved in sports and extracurricular

[00:10:00] activities.

[00:10:02] Wanting to have the same impact on other kids

[00:10:04] like himself sent him on the path to becoming

[00:10:07] an orthodontist.

[00:10:09] Derek goes to dental school and residency,

[00:10:11] and finally he's out and ready to help kids

[00:10:13] to have the transformative experience he had.

[00:10:16] He works as an associate for a year to figure

[00:10:18] out how he wants to practice and then decides

[00:10:21] to go out independently.

[00:10:22] He has a vision for his office, which will be

[00:10:24] a fantastic place, comfortable and professional.

[00:10:26] He gets loans and builds out a beautiful office.

[00:10:28] He hires a minimal staff and gets to it.

[00:10:30] Kelly is at the front desk and Sally is

[00:10:32] his clinical assistant.

[00:10:33] He does things his way and ensures that patients

[00:10:36] get all the time they need to build a connection

[00:10:38] and understand everything.

[00:10:40] To him that means spending the proper time

[00:10:42] with his family and friends.

[00:10:44] He's a very good friend of mine.

[00:10:46] He's a very good friend of mine.

[00:10:48] He's a very good friend of mine.

[00:10:50] And that means spending the proper time

[00:10:52] with each patient.

[00:10:53] They are the dream team and the patients love it.

[00:10:56] They're doing around four starts a week.

[00:10:58] The office is starting to produce and he's

[00:11:01] proud to hit $80,000 in production per month.

[00:11:04] But with the student loans and the debt

[00:11:07] he racked up to open the office,

[00:11:09] all the expenses seem to eat up all the cash flow.

[00:11:12] It's a real pain in the butt to have to move

[00:11:14] money between accounts to be able to pay bills

[00:11:16] and make payroll, and everyone seems to be

[00:11:18] getting paid except him.

[00:11:19] Derek realizes cash flow is a burden that

[00:11:22] he never anticipated.

[00:11:24] You can produce 80K a month, but when you're

[00:11:27] starting and everyone is on payment plans,

[00:11:29] they might only be paying something like $200 a month,

[00:11:33] which means that at first he's only collecting

[00:11:35] $3200, which does not go very far to cover

[00:11:39] operating costs.

[00:11:40] You may also get some down payments in there,

[00:11:43] which are more considerable.

[00:11:45] If everyone made a $1,000 down payment,

[00:11:48] you would collect $16,000.

[00:11:50] But when you have a building, equipment,

[00:11:52] and staff and you're trying to pay yourself,

[00:11:55] it doesn't work.

[00:11:56] Derek realizes that he needs to up his volume

[00:11:59] to make ends meet and decides to do some

[00:12:01] marketing to get more new patients.

[00:12:03] He had allocated $10,000 for their annual

[00:12:07] marketing budget and decided to approach

[00:12:09] some marketing companies.

[00:12:10] He quickly finds out that his budget will

[00:12:13] not go very far.

[00:12:14] Even the cheapest proposals he got were

[00:12:16] $2,000 a month plus ad spend.

[00:12:19] The company he ends up with builds him a new

[00:12:22] website, sends out some mailers, and runs

[00:12:24] some Facebook ads, blowing through his

[00:12:26] budget in three months.

[00:12:28] Worst of all, he and his team only got

[00:12:31] bad leads from the marketing effort and

[00:12:33] can't attribute a single new patient

[00:12:35] to the ads run.

[00:12:36] Deflated, he takes a job at a conglomerate

[00:12:40] to pay his bills.

[00:12:41] A month later Derek hears Harrison and me

[00:12:44] presenting at an orthodontic conference

[00:12:46] about online marketing.

[00:12:47] He doesn't trust marketers, but something

[00:12:50] about the stories he heard about some

[00:12:51] successful orthodontists hit home.

[00:12:53] He even knew one of the orthodontists

[00:12:55] we talked about from school who happened

[00:12:57] to be at the conference.

[00:12:58] After speaking with her, he decides to

[00:13:01] approach Hipsbooth and chat with me

[00:13:03] about his experience with online marketing.

[00:13:04] I love these conversations because when

[00:13:07] an orthodontist actually hears and

[00:13:09] understands what I'm saying, their eyes

[00:13:11] open wide.

[00:13:12] Surprisingly, his staff only returned to

[00:13:14] calls by the next day at best, sometimes

[00:13:16] not getting back to the leads for three

[00:13:18] days.

[00:13:19] And they would only call them once.

[00:13:21] After all, who wants to invest time in

[00:13:23] a bad lead?

[00:13:24] Derek was also playing the role of

[00:13:26] the TC.

[00:13:27] He had spent a good hour in the room

[00:13:29] explaining everything.

[00:13:30] When I asked him what his conversion

[00:13:33] rate was, he couldn't say.

[00:13:35] I did check his stats after he

[00:13:37] decided to partner with us and it was

[00:13:39] 46%, less than the national average.

[00:13:41] Derek took a leap of faith, investing

[00:13:44] in his practice and himself by

[00:13:46] partnering with us.

[00:13:47] He felt like he was spending money he

[00:13:50] did not have.

[00:13:51] His concept of investment was that it

[00:13:54] was something that he did now so that

[00:13:56] at some point in the future, if he

[00:13:58] kept at it, he would pay off.

[00:13:59] He had a good rapport with his team

[00:14:01] who were all in.

[00:14:02] They did everything we told them to

[00:14:04] do and to his surprise, nine of his

[00:14:06] online leads turned into starts in

[00:14:08] his first month.

[00:14:09] When you make the right investment in

[00:14:11] your marketing and align it with

[00:14:13] operations, magic happens almost

[00:14:15] instantaneously.

[00:14:16] Learn from the best in business.

[00:14:20] You may have put it together by now,

[00:14:22] but Derek Smith owns Smith

[00:14:24] Orthodontics, the office we've been

[00:14:26] using as an example of all our

[00:14:28] procedures in the orthodontic

[00:14:30] practice growth series.

[00:14:31] Derek and his team are fictional,

[00:14:33] but their stories are those of

[00:14:35] hundreds of real-time, real-time

[00:14:37] doctors and staff we've worked with.

[00:14:39] Some followed through, implemented

[00:14:41] our proven systems and doubled their

[00:14:43] practices within the year.

[00:14:45] While others did not.

[00:14:47] What was the difference?

[00:14:49] Mindset.

[00:14:50] Every successful orthodontist we

[00:14:52] have supported in growth has had a

[00:14:54] positive mindset.

[00:14:55] When an orthodontic practice is

[00:14:57] done right, the sky is the limit.

[00:14:59] It is up to the orthodontist and

[00:15:01] what they want to build.

[00:15:03] At HIP, we had the good fortune

[00:15:05] of working with Dr. Ben Fishbein

[00:15:07] from his early days in practice to this

[00:15:09] writing, where Fishbein Orthodontics

[00:15:11] is nearly a $30 million

[00:15:13] dollar-a-year business.

[00:15:15] His practice is not the practice

[00:15:17] you should emulate unless you want

[00:15:19] to have eight locations and over

[00:15:21] 100 staff.

[00:15:22] But it is an example of systems

[00:15:24] and processes that yield reproducible

[00:15:26] results.

[00:15:27] When Dr. Ben opens a satellite

[00:15:29] office, it is always built to the

[00:15:31] same specs and consistently produces

[00:15:33] 2 million within two years.

[00:15:35] It's created like a franchise and

[00:15:37] designed to succeed.

[00:15:39] Our understanding of what works

[00:15:41] and does not work in an orthodontic

[00:15:43] practice is based on co-designing

[00:15:45] practice models with him and

[00:15:47] evaluating them against the

[00:15:49] hundreds of other practices we have

[00:15:51] worked with through the years.

[00:15:53] The procedures that are working in

[00:15:55] his offices to convert leads into

[00:15:57] starts and add millions to production

[00:15:59] have been applied in multitudes of

[00:16:01] years to create similar outcomes.

[00:16:03] The exact processes are detailed

[00:16:05] in the three prior books in this

[00:16:07] orthodontic practice growth series.

[00:16:09] You could create your

[00:16:11] operations manual from their

[00:16:13] content and set your practice up

[00:16:15] like a franchise, making your business

[00:16:17] easier to manage for all involved.

[00:16:19] We have seen several orthodontists

[00:16:21] build out successful practice

[00:16:23] models themselves. However,

[00:16:25] I'd estimate that the number of doctors

[00:16:27] capable of doing this is less than 10%.

[00:16:29] Getting someone else to fill the manager role

[00:16:31] is a must for the rest of the less

[00:16:33] business-minded practitioners.

[00:16:35] Dr. Ernie McDowell from All

[00:16:37] Smiles is an extremely business-savvy

[00:16:39] doctor who has created massive success

[00:16:41] by applying the principles that Fishbine

[00:16:43] has used to build his success.

[00:16:45] Fishbine Fundamentals

[00:16:47] is a two-day seminar where

[00:16:49] Dr. Fishbine and his team pull

[00:16:51] back the curtain on the operations of their

[00:16:53] practice. Participants

[00:16:55] visit two of their offices while in full

[00:16:57] swing, and the directors of various

[00:16:59] aspects of the operations reveal the processes

[00:17:01] and protocols they have put

[00:17:03] in place to keep it humming like a well-oiled

[00:17:05] machine.

[00:17:07] The two days are much like drinking

[00:17:09] from a fire hose, and most doctors

[00:17:11] leave with one actionable strategy

[00:17:13] if they can apply any of it to their

[00:17:15] practice. Because Dr.

[00:17:17] McDowell already understood the importance of business

[00:17:19] systems, he could nearly replicate

[00:17:21] all the parts of Fishbine's

[00:17:23] operation he wanted to add to his practice.

[00:17:25] Most importantly, he understood

[00:17:27] the importance of being the technician

[00:17:29] and leaving the management of the practice to someone

[00:17:31] else. When he saw

[00:17:33] how Fishbine had delegated his practice

[00:17:35] management to Amanda Floyd, his

[00:17:37] Chief Operations Officer, COO,

[00:17:39] he created that position in his practice

[00:17:41] and promoted Janet to that

[00:17:43] role. At Fishbine

[00:17:45] Orthodontics, no orthodontists

[00:17:47] occupy any management

[00:17:49] role. Amanda Floyd

[00:17:51] finally recounts the day that Fishbine

[00:17:53] got fired from management.

[00:17:55] She says,

[00:17:57] We were down a team member that week,

[00:17:59] and one of the staff wanted the Friday

[00:18:01] off. I told her no

[00:18:03] and explained that we had a very

[00:18:05] busy day, we're already down a team member

[00:18:07] and needed all hands on deck.

[00:18:09] When Friday came around,

[00:18:11] she was not at work.

[00:18:13] While our team pulled together and got things

[00:18:15] done without noticeable hitches,

[00:18:17] I was mad that she did not show up

[00:18:19] when I expressly told her she had to.

[00:18:21] It turns out that she had gone to

[00:18:23] Dr. Ben after I had turned her down

[00:18:25] and him, being Mr. Nice Guy,

[00:18:27] said yes.

[00:18:29] From that day forward, he was never

[00:18:31] allowed to make another management decision.

[00:18:35] Dr. McDowell describes the orthodontists

[00:18:37] role in the practice best when he

[00:18:39] said, When we're doing planning

[00:18:41] or strategic meetings outside of the practice,

[00:18:43] everybody including Janet works for me.

[00:18:45] I'm at the top.

[00:18:47] I'm the entrepreneur, which is the visionary.

[00:18:49] But when I'm at the practice, being an orthodontist,

[00:18:51] I'm underneath Janet

[00:18:53] and I work for her.

[00:18:55] The key to success

[00:18:57] in practice is ensuring

[00:18:59] all three roles from the E-Myth are covered.

[00:19:01] The entrepreneur,

[00:19:03] the manager, and the technician.

[00:19:05] When you're just starting,

[00:19:07] you have to wear all three hats.

[00:19:09] But as you've probably experienced,

[00:19:11] fulfilling the duties of all three roles

[00:19:13] is exhausting and nearly impossible.

[00:19:15] When you grow,

[00:19:17] you must quickly shift

[00:19:19] and bring in the key players who can continue

[00:19:21] your growth, or your growth will cease.

[00:19:23] When you remove yourself

[00:19:25] from the manager role,

[00:19:27] the shackles come off

[00:19:29] and you can grow exponentially.

[00:19:31] Because it's your practice,

[00:19:33] you can decide how you want it to be.

[00:19:35] You are the entrepreneur

[00:19:37] and the visionary.

[00:19:39] You get to make sure that it fulfills the reasons

[00:19:41] you became an orthodontist in the first place

[00:19:43] and you can set the goals for how

[00:19:45] big an impact you want to have in your community.

[00:19:47] When you are not in your office

[00:19:49] seeing patients,

[00:19:51] you are the CEO of the practice

[00:19:53] and the boss of everyone else.

[00:19:55] When you get to the office,

[00:19:57] seeing patients is your job.

[00:19:59] If you are busy bossing and directing

[00:20:01] people, you are not focused on what you do best.

[00:20:03] An orthodontist

[00:20:05] makes the most money when seeing patients

[00:20:07] and someone else runs the office.

[00:20:09] As Dr. Fishbein

[00:20:11] puts it,

[00:20:13] the most efficient you could be,

[00:20:15] you have to delegate everything your license

[00:20:17] doesn't require you to do yourself.

[00:20:19] As soon as you can,

[00:20:21] you want to let go of all the tasks

[00:20:23] and duties that don't require a residency

[00:20:25] in orthodontics to accomplish.

[00:20:27] Write out the procedures,

[00:20:29] create checklists, and set up the

[00:20:31] accountability chart so that everything

[00:20:33] that is supposed to happen does happen.

[00:20:35] Having procedures

[00:20:37] and an office manual is not the

[00:20:39] same as a team taking ownership of them.

[00:20:41] This happens through training and evaluation.

[00:20:43] Again,

[00:20:45] these are things you want to have input on

[00:20:47] in confirmation that they are being done

[00:20:49] but you don't want to be the one

[00:20:51] doing it.

[00:20:53] Books 1 to 3 in this

[00:20:55] orthodontic practice growth series

[00:20:57] cover everything you need to know about this

[00:20:59] so go through them in detail

[00:21:01] and apply what you learn.

[00:21:03] Assign this to your office manager

[00:21:05] or COO and have them report to you

[00:21:07] on the progress.

[00:21:09] The mind is habitual

[00:21:11] and it gets stuck in the cycles of your habits.

[00:21:13] Take this time to reflect

[00:21:15] on the E-Myth roles.

[00:21:17] We know you are the technician as long

[00:21:19] as you're chair-side seeing patients.

[00:21:21] But is that all you're doing?

[00:21:23] Too many practitioners

[00:21:25] like to bury their heads in the sand

[00:21:27] and focus on being the technician

[00:21:29] without ensuring the roles of the entrepreneur

[00:21:31] and manager are being taken care of.

[00:21:33] Who's managing your practice?

[00:21:35] If it's you,

[00:21:37] are you qualified to do it?

[00:21:39] Do you love it?

[00:21:41] Did you study business?

[00:21:43] Are you growing year after year?

[00:21:45] Should you hand the job over to someone

[00:21:47] more qualified?

[00:21:49] If it's someone else,

[00:21:51] who's giving them direction,

[00:21:53] what are their responsibilities?

[00:21:55] Who do they report to?

[00:21:57] How do you know that they are being effective?

[00:21:59] I love it when

[00:22:01] orthodontists get the E-Myth handled.

[00:22:03] When they have all three roles

[00:22:05] and most see all the patients they want

[00:22:07] while spending less time in the office.

[00:22:09] They are making a difference

[00:22:11] in their community

[00:22:13] and have time to dedicate to the most critical aspects

[00:22:15] of their lives.

[00:22:17] The growth of their practices does not happen

[00:22:19] at the expense of their personal lives and relationships.

[00:22:21] You can get here too.

[00:22:23] I want to see this happening

[00:22:25] for you, and it all comes down

[00:22:27] to the one central point of this book.

[00:22:29] Mindset.

[00:22:31] Conclusion.

[00:22:34] If the stories and principles in this book

[00:22:36] have shaken up the way you see your life

[00:22:38] in practice,

[00:22:40] then I have done my job.

[00:22:42] Well, at least part of it.

[00:22:44] The true test is what you do next.

[00:22:46] It comes down to feeding your mind

[00:22:48] daily with the right messages

[00:22:50] to ensure your growth and transformation

[00:22:52] into the person you aspire to be

[00:22:54] in your mission statement and credo.

[00:22:56] It's about getting to work now

[00:22:58] and building that legacy that you want to be known for

[00:23:00] years after you are gone.

[00:23:02] The orthodontists that we call

[00:23:04] easy growers have a magic touch

[00:23:06] that makes everything they do generate

[00:23:08] more in production.

[00:23:10] They have excellent practices,

[00:23:12] are known and respected throughout their community,

[00:23:14] and make a lot of money.

[00:23:16] More importantly,

[00:23:18] they tend to be focused,

[00:23:20] happy, and fulfilled.

[00:23:22] They are doing exactly what

[00:23:24] they want to do in life, and if you talk to them

[00:23:26] you will see that they are extraordinary people.

[00:23:28] If you do

[00:23:30] what I have described throughout this book,

[00:23:32] you will also become an easy grower.

[00:23:34] You can create success

[00:23:36] wherever you are located

[00:23:38] with any practice model you choose

[00:23:40] serving any demographic.

[00:23:42] It's all up to you.

[00:23:44] You get to dream it and build it.

[00:23:46] I invite you

[00:23:48] to develop your morning formula

[00:23:50] and read, watch, or listen to it daily.

[00:23:52] Every successful person I have studied

[00:23:54] has used some version of the morning formula

[00:23:56] to achieve their goals.

[00:23:58] It's time for you to make this real.

[00:24:00] You don't have to do it right.

[00:24:02] You just have to start,

[00:24:04] be consistent, and never quit.

[00:24:06] The process for creating

[00:24:08] your morning formula is here

[00:24:10] and success is within your reach.

[00:24:12] I hope you've enjoyed

[00:24:14] the time-tested principles I have shared

[00:24:16] and I look forward to hearing

[00:24:18] about how they work for you.

[00:24:20] If I can be of any assistance

[00:24:22] to your growth, I welcome the opportunity

[00:24:24] to speak with you.

[00:24:26] Please reach out to me to set up a time to talk

[00:24:28] so we can get you enjoying life

[00:24:30] and practicing as an easy grower.

[00:24:34] To your success, Luke and Finger.

[00:24:38] P.S. If you'd like to watch the full interviews

[00:24:40] with Drs. Ben Fishbein and Anna Castilla,

[00:24:42] visit hip.agency

[00:24:44] forward slash mindset.

[00:24:46] Thanks for listening.

[00:24:48] If you'd like to learn more about hip

[00:24:50] or any of the topics in this episode,

[00:24:52] send an email

[00:24:54] to hello at hip creative inc.com

[00:24:56] that's hello at

[00:24:58] h-i-p creative

[00:25:00] i-n-c dot com

[00:25:02] or jump over to our website

[00:25:04] at hip dot agency.