UCM 209: Successfully Building a Multiple Practice System to Serve Your Community

Reading Time: < 1 minute

Dr. Kerry Johnson joins the Upper Cervical Marketing Podcast from Johnson Spinal Care in Minnesota. In this UCM Podcast, Dr. Bill Davis discusses lessons that Dr. Kerry Johnson has learned over the past 38 years about hiring and developing associates, opening multiple locations and integrating their core values throughout the organization. Dr. Johnson has built an incredible 3 clinic and 8 doctor upper cervical practice organization that is serving the Minneapolis-St. Paul area. Check out this podcast and begin to get clarity on what you need to focus on to continue to grow!

Talking Points
Audio Transcription
Tab #3
  1. Dr. Kerry Johnson's Journey and Introduction to Upper Cervical Care: Dr. Johnson shares his personal experience with upper cervical care, which significantly impacted him during chiropractic college, and his motivation to practice it. He discusses the early challenges of establishing a NUCCA practice in Minnesota without much support and how he overcame these obstacles to develop a successful practice.
  2. Expansion and the Desire to Help More People: Dr. Johnson reflects on the realization that to help more individuals, there needs to be more practitioners trained in NUCCA. This insight leads him to consider how to effectively grow the number of trained upper cervical doctors.
  3. Challenges and Learnings from Working with Associates: He shares his initial struggles with building a successful associate program, learning from failures, and the importance of proper management, coaching, and systematization to support the growth and success of associates.
  4. Vision and Strategic Planning for Practice Growth: Dr. Johnson discusses the evolution of his vision for expanding his practice, including divine inspiration and strategic business insights that guided him towards the goal of building a network of 100 like-minded NUCCA doctors.
  5. Operational Excellence and Systems: The importance of establishing solid systems and processes to ensure the practice runs efficiently and effectively, including training programs for associates and managing multiple clinic locations.
  6. Culture, Core Values, and Team Dynamics: Emphasizing the significance of core values, the culture of giving, and the role of team dynamics in creating a supportive and flourishing environment for doctors and staff across multiple practices.
  7. Future Goals and Recruitment: The conversation concludes with a look towards the future, including ongoing recruitment efforts to reach the goal of 100 NUCCA doctors and the overall vision of impacting health care through upper cervical care.

Dr. Bill Davis

Hello, everyone. Welcome back to the UCM podcast. Is doctor Bill Davis here? Very excited to be with you again, doctors and students, welcome back. And today I have a very special guest, longtime friend of mine. I think we know each other probably about 15 years or so. Doctor Carrie Johnson, uh, from Minnesota. Very excited to have him back on the podcast. Welcome to the podcast, doctor Carrie Johnson.

 

Dr. Kerry Johnson

Thank you, doctor Bill, thanks for the invitation. Great to see you again.

 

Dr. Bill Davis

Absolutely. So love to have you on the podcast. I mean, you have obviously a ton of experience, been in practice, uh, I know, well, over three decades now. Right? And so tell us, tell us a little bit about yourself. Anybody out there doesn't know you? Tell us, uh, you know, kind of what, a little bit about your journey.

Dr. Kerry Johnson

Sure. Yeah. Well, I was saved, uh, from low back surgery about halfway through chiropractic college at life. Uh, uh, and it was a specific upper cervical adjustment that kind of rocked my world. And, uh, so I was compelled to practice it. But my wife was four months pregnant when I graduated, so we moved back up to Minnesota because she wanted to be by her mom. 

 

And, uh, I was the only doctor that practiced NUCCA in Minnesota for my first ten years in practice, and I was actually not very good at it. Uh, and I didn't have really any coaching. I had two little kids then, you know, within my first two years and couldn't, uh, afford to go to the conferences and. I'm sorry, excuse me. I just got done with a pretty nasty bronchitis that I picked up on a cruise.

 

Dr. Bill Davis

No problem.

 

Dr. Kerry Johnson

And, um, so, you know, we slow, but surely we figured it out and, uh, uh, developed a successful practice. And so I think I opened in fall of 86. And by 1994, I had peaked out at over 300 visits a week in my practice, which was busy for a NUCCA practice. And, uh, then slowly kind of slowed it down after that because I wanted to focus on quality, on that quantity. 

 

But it was about 1997 that the thought occurred to me that there's more people that need help than what I can give. The thought also occurred to me that there needs to be more people doing NUCCA if there's going to be more people that are going to get help. And really understanding the enormity, uh, of this problem at the cranial cervical junction on the human condition, I really at that point was compelled to say, okay, how can we get more doctors doing this work?

 

Dr. Bill Davis

Right, right, yeah. And that kind of started a journey for you, right? Starting to. Starting to try to figure out how to do associates. Well, as you said, we were talking before we started. Right. You did every way. That didn't work for a while, right?

 

Dr. Kerry Johnson

Yeah. So, uh, about that time, I had a doctor interested, uh, in learning this work, and I. And we talked about it, and I said, sure, well, come on in. And so I had my first associate. We did a two year contract, and year one was great. And year two sucked. And then he left. Not on very good terms.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

And, uh, then it was about six times of that where I just would repeat, you know, bring in another doctor. And I remember it was also about that time I had spoken to somebody. 

 

I said, you know, if there were 100 NUCCA doctors in Minnesota, we could change healthcare. And the funny thing is, I think that was a deposit from above, because that little thing never left me. And so for years and years, as I'm doing associates, I'm like, well, this hundred NUCCA doctors, I don't know how this is going to happen through me, right. 

 

But I don't know if I can tolerate having 100 great first years and really bad second years, uh, and then start over again and repeat. And so I. That's when I just realized that, okay, there's something that I'm missing.

 

Dr. Bill Davis 

So. So you started to try to figure out what that was. Right. What was missing? What, what was. What was the key to getting this right with associates? Because obviously, you know, you don't do what you're doing now, which is having multiple practices, which is what we're going to get to soon. But you don't get to multiple practices without multiple doctors. Right. Yeah, you can't. You can't, uh, be one doctor and have three, four or five practices. Right.

 

So talk about, you know, what were some of those things that you learned when you were. You finally started getting some traction when it comes to building an associate program. What were some of those key things you learned?

 

Dr. Kerry Johnson 

Well, so the first thing that I want to say is that I was really at a point of where I was just about done with associates.

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

And again, because this little thing was gnawing inside of me that somehow I felt that I was going to be used or be part of this hundred NUCCA doctors in Minnesota. And I was trying to figure out what that looked like. And at the time, I, uh, got, uh, an invitation to teach at the college, uh, the NuCA method as an elective. So I'm like, okay, I'm a believer. So I'm like, okay, lord, maybe this is what you're asking of me, is to go teach. And that's how this will happen. And so for several years, this hundred Nuka doctor thing kept kind of stirring in me.

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

And when. And so there was a weekend or a week that we were up at the lake, at the cabin. And, um, when we're on vacation, my wife likes to sleep late, but I like to get up early. So I'm up on the deck overlooking this gorgeous lake. And every morning I'm up at 05:00 and set my coffee down on my armrest and my Adirondack chair. U

 

h, and I'm sipping coffee, and I had five questions that I was really wanting answers for. Uh, and in my morning, quiet time, lord, show me answers to these five things. And one of them was, what's up with 100 yuka doctors? Because I was, like, miserable failure at doing associates. So, um, I asked them every morning, I asked him these questions and was like, nothing, nothing, nothing. The last morning, Saturday morning, we were packing them to go home that day. I set my coffee down. I set my butt down in the chair. And all of a sudden I felt this voice say, ask me your questions. And it was like a 1 hour writing fest. As fast as I could write, I was getting these downloads. Right. I don't know if you believe God speaks to you.

 

Dr. Bill Davis 

Uh, absolutely.

 

Dr. Kerry Johnson 

But that, uh, morning, I heard this voice said, now you're ready to build a company of 100 kingdom minded, like minded nuka doctors. And I'm like, what? And, you know, I wrote it down. And I was like, yeah.

 

Dr. Bill Davis 

Uh.

 

Dr. Kerry Johnson 

And then I started laughing, right? And, uh, like, okay, well, scratch that one off. Until two days later, Monday, I get this Facebook message from a pastor I'd gone on vacation with the previous February. And he gives me a Facebook message, and he says, oh, I had a word for you back in February. And basically, you're gonna build a company of like minded and kingdom minded nuka doctors.

 

Dr. Bill Davis 

Wow.

 

Dr. Kerry Johnson 

The same words. So I'm like, okay. I didn't see that coming. I did not have that ambition, but I really felt like it was, uh, a mandate. And so two months later, I'm in Michael Lennar's associate boot camp and realized that everything I was doing was wrong. I realized that I had not spent the time that I needed, that my associates needed. I expected them to learn by osmosis. I had no systems. Uh, so I really basically, I didn't know how to do the associate, you know, how to manage another doctor in the practice.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

And so I learned it quite a bit then. And then, you know, things were a little bit better with our associates and uh, and then my son came in and he joined our practice, uh, doing kind of the business. I had a whole business entrepreneurship degree and a prestigious, uh, business school. And he was working in corporate America, moving up the ladder of target, and, and he felt like he was supposed to quit all that and come and work with us. And I would say one of the things that became the pivot. I was on vacation in Europe, and we were both decided to read the book. Good to great.

 

Dr. Bill Davis 

  1. Yeah, of course.

 

Dr. Kerry Johnson 

The books like 15 years old.

 

Dr. Bill Davis 

Sure.

 

Dr. Kerry Johnson 

And they asked you to, to write down your hedgehog, which is, what's the one thing you can do better than anybody else in the world, right? Your company. And, uh, the previous two times I'd read it, I was like, we're gonna have the best NUca doctors helping the most people. Like, it was, it had to do with, like, being good at Nuka and helping people. Uh, on this occasion, I'm right in the middle on a bus, right in the middle of Austria. And it was just clear as about, you know, what we have to have flourishing doctors. What we have to do in our practice, what our hedgehog needs to be, is that our doctors flourish. Because if doctors flourish in our practice, why would they want to go anywhere else, right? And I got home and my son had read the book too, and that was the exact same thing he got.

 

Dr. Bill Davis 

Wow.

 

Dr. Kerry Johnson 

For a hedgehog. So that was, uh, I think that was probably the one most pivotal thing is that, and flourishing can't be what my definition of it is.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

It has to be what that doctor's definition of flourishing is. And what we found is it's different for every doctor.

 

Dr. Bill Davis 

That's, that's right. Exactly. So then it becomes, you know, starting to, to hire doctors. Right? That's, that's when you started bringing doctors into the, into the main clinic, at least, and started to work with them. Right. And as you were doing that, that's when you started figuring out what they wanted.

 

Dr. Kerry Johnson 

I would also say that, um, the other key element in the success of our practice is we've, uh, my son gave me the book rocket, uh, fuel, uh, which talked about at every successful company needs a visionary and a integrator, right? And I test out, like, top 3% of visionary and my son's 100% integrator. Uh, and then, of course, the next book he handed me was the book traction. And of course, I know you're familiar with that.

 

Dr. Bill Davis 

I am.

 

Dr. Kerry Johnson 

And, uh, so we, we really followed the traction model. And so we established, like, who we are, our core values, right?

 

Dr. Bill Davis 

Yep.

 

Dr. Kerry Johnson 

Um, and so it became easy to. To hire when we communicated our core values. Like, this is what we. This is. This is who we are. And so, making that very clear up front. Um, and then, um, and then, I think the other thing, that in order for doctors to flourish, they needed enough of my time. And, uh, and, you know, doctor Lennar has taught me that principle, too. So spending time with the doctors, communicating with the doctors, and then we. We established our compensation plan. They don't make a lot of money to start with, but as they get more and more successful in their practice, uh, and they hit our, you know, models of practice, they can make as much on. In a group practice as they would make on their own. My goal was to set it up that a doctor could make as much in our practice as they could if they were on their own, uh, and even when I was on my own. So, um. Um, we meet very regularly with our doctors. So we just hired our 7th, uh, associate. So there's eight of us total. And then, of course, when there was five of us, we were kind of blown up at the seams here, trying to all work in one space.

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

And, um, and so we picked that. We found a. What we found the best way for us to have space in Minnesota is the office condo route. And so we got a. Oh, gosh, it's an SBA loan. Like, I don't remember if it was 507 or something like that, which helps you to buy the building and remodel it, put all the equipment in it. Um, and so we launched our second location about three years ago and sent one of our doctors over there. Uh, and then soon we trained up another doctor. And so we had two doctors over there. And, um, because of my proximity to the school and the fact that I've taught the NUCa elective for 13 years, it's been a. It's. It's been a, uh, real gift for us to recruit.

 

Dr. Bill Davis 

Sure.

 

Dr. Kerry Johnson 

And, um, and then we've had a base of. Because my practice is 38 years old, you know, like, on the northeast side of the twin cities, we had. We had probably close to 300 patients, where it's a closer drive for them to go to a practice in white bear than down here. And so a year ago, we launched another. We found another town office and launched a, uh, practice there. And, uh, so now we have a place for all of those patients to go. That's much closer.

 

Dr. Bill Davis 

Very cool. So, ah, eight total doctors now in the system. And, uh, so talk about when you first were getting the second location started and now this new one. And, white bear, how much of your time were you spending at those locations in order to get them going?

 

Dr. Kerry Johnson 

I didn't spend any time at him. So, yeah, so basically what we did was, like, the first doctor that we launched, he, uh, was. He lives over there.

 

Dr. Bill Davis 

Mhm.

 

Dr. Kerry Johnson 

Um, he was way closer to that clinic than our clinic. So he was commuting 25 minutes each way. And so because he lives over there, he has relationships over there already, and he has family over there, and he has friends over there. And then, um, a lot, because he had families and friends, he was in our practice here for, like, I don't know, four years. And a lot of the patients that he was seeing were over in that, that way because those were the people he networked with to build his practice.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

And so he was able to go over there and be successful right out of the gate because of the. Of the demographics of his own practice and then the fact that we had a whole bunch of other patients in our clinic, and we encouraged our patients. Hey, go over there. It's close. You know, if you don't like it, you can always come back. And so, um, he was pretty busy right out of the gate in that practice.

 

Dr. Bill Davis 

Gotcha. So you didn't, you didn't actually see patients at that location at all or you haven't, uh, seen, seen patients at those locations at all? Just, you've stayed in your main, your main clinic, and you, the associates have seen all the patients at the other locations since day one?

 

Dr. Kerry Johnson 

Well, three years ago, I was seeing patients five days a week.

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

And then. And then trying to, you know, recruit a doctor and train, and it was, it was just too much for me. So I actually stopped, uh, seeing patients on Friday and Monday. And so then I was three days a week and two days a week I was up at the college practicing. Because we practice at the swear clinic. We have a contract with them. And then I, uh, was still only Wednesdays here in our main clinic in Apple Valley. Um, and so, um, just when I got back from my vacation, we just transitioned. I turned over the college practice to one of our newer associates. And, uh, and I, and I actually, now I'm seeing patients only two days a week. Uh, but that's savage at the savage clinic, because my house is five minutes from that clinic.

 

Dr. Bill Davis 

Got you. So you're not seeing patients at the main clinic anymore? The original?

 

Dr. Kerry Johnson 

No, no. So there's three other doctors here that are seeing patients here. So, yeah. So now I have I have even more time to spend with our newer doctors. And I think that, you know, we've. I've always been pretty good at like, the boot camp, you know, getting them from zero to 30 miles an hour. Right. Like, ah, here's all your basics. And now you're ready to see patients, you know, and that's usually 90 to 120 days. 

 

We actually call it our boot camp. Right, yeah. Um, and then they would start seeing patients. And what I realized, the other mistake that I made with associates is you assume that you teach them something. Okay, they got that. You can move on from that, but it's just not the way NUCCA works. 

 

Any upper cervical. And every time I go to a conference, I'm reminded of it, that I need to be reminded of these things, you know, um, to get better at. And so the other thing that I've done too is now we're, when I take an associate, they get through their boot camp, um, and I actually supervise ten patients that they see, but I'm with them. Uh, but then after that, now what we're doing in the first year is I will actually go over every case with them, 90 more cases where I go over their analysis, both the pre and the post imaging, and I go over their vector selection with them. 

 

You know, they choose it, but then we talk about it, I go over their reasoning of the post image. Um, and so that's why I actually needed more time off from patients, so that I could spend more time, because we just brought three new doctors on in the last six months. So, um, I don't want to say it's hurting cats, but it requires more time to be able to go, to spend the time that they need. So my goal also isn't that we just have associates, but that we have board certified associates, that we get doctors highly skilled at this work, you know, much sooner than what's happening before in our practice.

 

Dr. Bill Davis 

That's great. So you talked about, you know, that you're not physically at all three locations or anything like that. So what, what are some of the ways that you've, you've been able to, you know, make sure that the culture is consistent from one location to the next? 

 

And you talked about the importance of your core values and that type of thing. So making sure that the core values are integrated into all three of the different locations.

 

Dr. Kerry Johnson 

Yes. So we actually, in our clinic, we meet as a whole team every Monday morning. So all the clinics will get together, and we all meet together on Monday mornings. And so that's our. And each clinic actually has their own meeting, so we. We designate a clinic director for each clinic.

 

Dr. Bill Davis 

Mhm.

 

Dr. Kerry Johnson 

And of course, the clinic directors are like, obviously they're 100% bought in on our core values, plus they have leadership abilities. And so, you know, doctor Chris is the clinic director at our Savage clinic, so I actually work for him now. It's kind of weird. I just started seeing patients there, but he's the boss. 

 

So, um, we'll see how that works. Um, and then we have a clinic director here in Apple Valley, and she's actually directing both the Apple Valley and the, uh, white bear clinic. So they're the ones that go over all the metrics. And I. I think that's another thing that's really key for any practice, is that you understand where you're at.

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

Right. How many new patients are you seeing? And what's your conversion rate on your people enrolling in a care plan? And what's your retention? Like all your KPI's in a practice. 

 

I know this is one of the big things that you help people with is understanding where your practice is at so you can analyze it, pay attention to it. Um, I've said for a very long time that a successful practice is paying attention to 500 little things. And unfortunately, that's the way it is.

 

Dr. Bill Davis 

That is. Yeah, that's. That's what you sign up for, right?

 

Dr. Kerry Johnson 

Yes, yes, yes.

 

Dr. Bill Davis 

So you mentioned, you know, the importance of, you know, in your. In your. In your practice has, uh, identifying yourself as a visionary and matt as the, uh, integrator. Right. Can you talk more about that role, the two roles that you have and how you work together at making sure that, you know, everything keeps running the way that. The way you want, the way you're envisioning it to be.

 

Dr. Kerry Johnson 

Well, again, we had to make the decision. Is this a vision or isn't it? Like, is this the vision of the company or isn't it? And what's very interesting is, like, if you make a decision on the vision and direction of your company, whether you feel like it was divinely inspired or not. Um, I believe mine was divinely inspired. We make decisions based upon the fact that we're going to be 100 NUCCA doctor company. Well, not just. It still sounds crazy if I mention it, right?

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

But, you know, here we are, eight years later, after this first came to me, and we have eight of us now.

 

Dr. Bill Davis 

Yeah. Ah.

 

Dr. Kerry Johnson 

And we would not have had eight of us now had we not made decisions. Like, I probably still would only be in one clinic. Um, you know, had we not made decisions to move towards this vision. And this is the beautiful thing about traction is, you know, here's your crazy big uh, hairy, audacious goal, your bag one that's way out there. But then, okay, what's your three year plan to get towards that? And then what's your one year plan to get to your three year plan? And then, you know, what are you going to do pretty much every week to get to your one year plan?

 

Dr. Bill Davis 

Yep.

 

Dr. Kerry Johnson 

And so I, I also, you know, having my son, um, thinking through this outside of the dumb chiropractors box, that's what, that's me has been so helpful. Uh, and so that it's been. And then also being able to take the 30,000 foot view and bring it on down in the 10,000 foot land, you know, and then deciding which plane you're going to land and when you're going to do it, um, it's been very helpful. 

 

And I think also um, I, somewhere along the line learned the power of agreement and where two or more agree. And I also learned that doing this as a team is so much more fun than doing it by myself. Even on the leadership side. Uh, in fact, our doctors that go and launch a new office for us, they get, they miss the whole team environment, uh, when they go out and start a practice. 

 

Um, so yeah, I think the power of working together as a team allows us to do more than we can do on our own, for sure. Yeah, you put a team of horses together and they're going to pull infinitely more or exponentially more than each one would on their own.

 

Dr. Bill Davis 

That's right. Yep. So with the, so you got the eight, the eight doctors now in the uh, in the system. And how many cas do you have at each location?

 

Dr. Kerry Johnson 

 

Um, right now we still only have one. Um, well we have two that rotate at the savage clinic. Um, we have one person in our practice that is kind of dedicated towards the corporate side. Well, two people. One manages all of our insurance. Uh, and you know, we don't work cash practice, but we still have Medicare. And because we can't opt out of that, even though we're non participating providers, we do take auto cases. So one person handles all of our insurance stuff, um, all of our customer service stuff, uh, and then um, 

 

Felicia handles all of our project management and our um, uh, hr, um, stuff with our company, uh, and some of our policies and our manual. We just rewrote our whole boot camp manual training manual. And she was very integral working with me in that one two people that are dedicated now just on the corporate side, you know, that house stuff for the whole clinic wide. Uh, and then I think we have. We have one person up at white Bear, and then we have, I think, four other people that work here, um, at the Apple Valley clinic, that are, you know, front desk and seeing patients and working with patients, so.

 

Dr. Bill Davis 

Gotcha. You mentioned earlier, you know, that you really got a. You had a breakthrough when you, you realize that the key to making this all work and getting to the hundred doctors is, is having flourishing doctors, right?

 

Dr. Kerry Johnson 

Correct.

 

Dr. Bill Davis 

And you said that that doesn't, that's not the same. That doesn't mean the same to every doctor that you bring in. So can you talk through more about that? Like, what, what are some of the answers that you've gotten to the. 

 

To that question, when you've asked doctors, what does it look like to you to be flourishing, uh, just so that other doctors that are out there listening, that may be bringing on associates or be thinking about it, what are some of the answers that you've had and how have you helped facilitate that with these associates?

 

Dr. Kerry Johnson Well, I think that, um, first and foremost, they have to get to a place of where they're paying their bills, you know? Um, and so the first, I'll tell you, the first year is even difficult for associates because we don't pay a large base. Uh, but we also want to give them. Give them the tools and teach them how to be a go getter and teach them how to recruit patients. And so, I mean, it's a difficult first year. Uh, but I would say it's kind of like what I, I've said about patients. Patients don't care how much, you know, until they know how much you care. 

 

I think, first and foremost, people flourish when they're valued. And that's the, you know, that's probably the number one thing that I always try to express and want our doctors to know is how much I care about them and how much I care about their success and their well being. And so someone, uh, said a long time ago that, you know, you spell love time. And, um, that's what I actually went back and called, uh, all of the early associates that I had in my practice, and I asked them, you know, where did I go wrong? What was. 

 

What were some of my errors? Like, uh, how were some places that I need to seek forgiveness, you know? And the common thing that I heard was I wasn't giving them enough time of my time. And so that's probably an important, really important thing. For an associate to flourish is that you're not just expecting them to learn by osmosis.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

Which is what I was thinking here, watch me and you'll figure out how to do it. You know.

 

Dr. Bill Davis 

Patience. Um.

 

Dr. Kerry Johnson 

So letting know your value, being patient with them, you know, teaching, um, them how to be successful. Uh, I have some doctors that their number one focus is to get to a certain visit count. Right. Because that's flourishing for them.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

I have other doctors in my practice that want to get board certified.

 

Dr. Bill Davis 

Okay.

 

Dr. Kerry Johnson 

And that's flourishing for them. And we're actually working on that right now, how we can incorporate into the Johnson spinal care way a path for certification. Um, that's more proactive.

 

Dr. Bill Davis 

Right.

 

Dr. Kerry Johnson 

So, yeah.

 

Dr. Bill Davis 

No, that's great. Yeah. And it's. It's being able to key in on that and help, because that. That goes into keeping them motivated. Right. If you can understand what flourishing looks like to them, they can be, you know, you can inspire them, encourage them, motivate them, hold them accountable, and all those things, if you've got a clear picture of what that is to them.

 

Dr. Kerry Johnson 

And I also think that, you know, you know this and you've helped a whole lot of people with it. In fact, I think you've given us help with it before. Is that a, uh, successful clinic really is about systems.

 

Dr. Bill Davis 

Yep.

 

Dr. Kerry Johnson 

I mean, it really is like learning how to manage a patient with a system is so important. Right. Knowing how to manage your collections is a system. Knowing how to train doctors. If you can do it systematically, um, it's easier for everybody.

 

Dr. Bill Davis 

Yeah, 100%. That's right. And it's.

 

Dr. Kerry Johnson

 Yeah.

 

Dr. Bill Davis 

And it's a key to, like you were saying, you know, to. To an individual practice, if you have a. If you have one practice, you need to develop systems. If you want multiple practices, it's even more important. Right.

 

You're never going to replicate, you know, never going to be able to replicate something that's not systematized.

 

Dr. Kerry Johnson 

Right, right, exactly. Exactly. Um, and then I think the other. Probably the last thing is we look for people that are givers m because that's the one thing you can't train. Um, you know, my heart is. I'm a. I'm a giver. Right. I don't want to take. 

 

I want to give people more in value than what I take in payment. And, um, then we do that with patients. But I also want to do that with our staff. I want to do that with our doctors. It's like, I want to give and you. So we look for that. 

 

That's even, you know, it's even, it's not exactly part of our core values, but it's kind of written into our core values is that we, we look for people that are givers and not takers. I think it's so important in, in any organization.

 

Dr. Bill Davis 

I love that the trust and it comes down.

 

Dr. Kerry Johnson 

That's where you can trust somebody if you know that you're working with a giver, not a taker. Trust is very important also, and it's in associate practice 100%.

 

Dr. Bill Davis 

Yeah. So, yeah, just, this has been a great conversation, Kerry. I just appreciate it so much. Is there anything else that you'd like to share with the audience before we wrap up for today?

 

Dr. Kerry Johnson 

No, that was probably my wrap up. That's good.

 

Dr. Bill Davis 

Well, I would, I would say, you know, if, uh, if you're interested in learning more about Johnson Spinal Care and what, you know, because you're going to need more doctors. Right. You're going to get to 100. You got 92 more to go.

Dr. Kerry Johnson 

We're always hiring. We're looking for good docs.

 

Dr. Bill Davis 

That's right.

 

Dr. Kerry Johnson 

And we also, we also have fun, too.

 

Dr. Bill Davis 

Yeah.

 

Dr. Kerry Johnson 

So that's also important. Yeah.

 

Dr. Bill Davis 

Yeah, man. So I would say, you know, if you want to be part of this, this vision that, that, uh, that God has given Doctor Kerry Johnson, I have no doubt about that. That, uh, you know, hopefully you're going to get that hundred pretty, you know, before, before too long.

 

Dr. Kerry Johnson 

So hopefully I'll get to see it.

 

Dr. Bill Davis 

Yeah, we'll see, right?

 

Dr. Kerry Johnson 

Exactly.

 

Dr. Bill Davis 

Yeah. So very cool. But, yeah, you can go to johnsonspinalcare.com. Right. And, and learn more about the clinic and, and, uh, and doctor Kerry Johnson and all the great stuff that he's been doing in Minnesota, and we'll continue to do so. Thank you again so much, Kerry, for joining us on the podcast today. We really appreciate you.

 

Dr. Kerry Johnson 

Yes.

 

Dr. Bill Davis 

And as always, we always say, go Team, Upper Cervical.

 

Tab Content #3
About the Author: Dr. Bill Davis
Dr. Bill Davis is the Founder and CEO of uppercervicalmarketing.com. His goal is to spread the word about the best-kept secret in health through Upper Cervical Specific Business and Marketing Solutions.
Call Now Button linkedin facebook pinterest youtube rss twitter instagram facebook-blank rss-blank linkedin-blank pinterest youtube twitter instagram