The 4 Upper Cervical Practice Building Blocks You Need to Thrive in 2024

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Speaker #Dr. Bill Davis
Hello everyone and welcome to our last webinar of the year very excited to have you join us today and um getting getting started now with the live webinar if you're joining us on facebook looks like we may be having some issues with the stream connecting um but either way you can join it on join us on youtube
If you're not able to see it on Facebook or just go directly to the link, hopefully you're on the link itself.
Either way, we will do the stream to Facebook later today.
well welcome to the webinar for today the four upper cervical practice building blocks you need to thrive in 2024 this is going to be a step-by-step master class on building your strategic growth plan now so i'm going to help you build a plan to thrive in 2024 today i'm dr bill davis founder and ceo of ucm practice growth systems very excited to be with you today and today you know what we're going to
focus in on these four building blocks that are so key to building a strategic growth plan.
We're going to pull back the curtain and give you an inside look on how we have helped hundreds of upper cervical practices grow over the years and dozens double their practices
So we know what works, we know what doesn't, we've seen it over and over and over for over a decade now, we've been helping upper cervical practices grow.
And so it's going to be a great time, lots and lots of powerful information in here that you can apply immediately to your practice to help build your plan to grow for 2024.
So regardless of wherever you are in the practice growth stages,
And if you're not sure, you can go over our website,, and find your current practice growth stage right there at that link,
But there's seven, really eight different stages of growth.
There's starting your upper cervical practice and transitioning out of practice.
Everyone does those two stages.
But the other stages in between,
stage one growing to twenty thousand dollars per month with a full-time ca stage two growing beyond twenty thousand dollars per month to your first associate stage three growing from your first associate to your second associate stage four growing from two associates to three associates stage five growing from one location to two locations and stage six growing to more than two locations and so obviously not every
upper circle practice goes through all these stages.
But if you want to continue to grow, which hopefully you do, since you're on this webinar, whatever stage you're in, there's going to be valuable information for you in this webinar today.
And so let's keep going.
And what we're going to really be diving into today is these bullet points.
how to develop a vision traction organizer, a VTO, so you can keep your practice mission, vision, and values on track.
We're going to help you become laser focused with your team on one thematic goal, one prime objective that will help you move the needle this year.
We're going to talk about what you need to do to make sure you have enough new patients to fill your practice schedule.
We're going to help you build a practice culture that helps you hire, onboard, and reward great team members.
We're going to help you to develop systems that don't depend on your personality to succeed.
We're going to talk about what you need to do to build a patient success and happiness plan so your patients get consistent results.
They love coming and they want to tell others.
We're going to talk about how to develop a training system for all your team members to thrive, how to build a marketing and branding plan that is consistent with your
you know, the way people have been trained by Amazon and Google to connect with your specific upper cervical practice and really just talk about what you need to focus on right now to grow to the next practice growth stage.
So let's get started.
So what we're focusing in on today is building a strategic growth plan.
So let's define what that is.
What is a strategic growth plan?
Well, it's a document that focuses on
the four building blocks that we're going to lay out today to help your upper cervical practice grow.
This is a plan that you continually update and revise every year to help keep your upper cervical practice growing.
So this isn't the kind of thing that you just do once and then you just leave it and forget about it.
This is something that you continually go back to.
You continually update so that it continues to help your practice.
go from one growth stage to the next and continue to move forward so you can help more and more people in your community.
And so the, uh, the key thing with this is these four practice building blocks.
And these four building blocks are applicable regardless of whatever practice growth stage you're in.
So if you're just getting started in your practice, or if you're in a,
you're trying to grow beyond 20,000 per month, these same building blocks are in place, mission, team, marketing systems.
But also if you are all the way at practice growth stage six and you have more than three or more locations, still these four practice building blocks are the key.
Mission team marketing systems.
These are what you will continually need to go back to in order to continue to grow your practice.
And so we're going to get deep into each of these today so that you understand them.
But this is something that you got to keep going back to year after year after year.
Mission team marketing systems.
And so let's start going through this.
So the first step here is I want.
to encourage you to take notes, right?
So as you, as we start to go through this, go and, you know, you can do it now.
You can open a Google doc or a Microsoft word document, or just, you know, grab out, grab a paper notepad or a note on your phone, whatever, get something where you can start to take notes.
Cause it's, it's a key piece of what we're doing today.
It's a, it's a masterclass on this.
If you're not going to take notes, then you're not going to get as much value out of it.
So highly recommend that you take the time right now to open something and start taking notes.
So the first thing you want to do on this document is to put your practice name right at the top of it and the words strategic growth plan below it, right?
So on your document, on your note, whatever your practice name, the words strategic growth plan right below it.
Then below that,
want to write down the four building blocks and make sure that you leave space in between each one of the building blocks so you write down the you know write down mission and then leave some space write down team leave some space write down marketing space and then write down systems and leave space and so as we go through each of these building blocks you can add notes to each of those sections okay so everybody
if you if you've done that go ahead and give me a one in the comments if you're if you're on on track with me if you if you you're engaging with this you've got the document started got everything on there great okay awesome all right fantastic so let's get going with the first building block and so this is mission now if you want to take a picture of this this uh
This slide, you for sure can do this and you can loop back around to this later, but these are going to be the things we're going to talk about within the mission building block.
Mission vision values, vision interaction organizer, quarterly planning meetings, weekly team meetings, a thematic goal or primary objective with defining objectives and key strategic indicators, and a SWOT analysis.
We're going to talk about all these things as part of this strategic growth plan.
Grab a picture of that.
You can jot those down as we go through them if you'd like to do it that way as well.
So the first part of the mission building block is the mission vision values.
And this is something that we really flesh out extensively in our book.
If you don't have the book, Upper Cervical Practice Mastery, Learn Success Secrets of the World's Top Upper Cervical Doctors, highly recommend you get the book.
You can get a free digital copy.
over at the website if you want a you know digital copy from paper copy you can go on amazon or go to the you know go to our website as well but uh in the book we get deep into how to create a mission what things do you need to really look for to make sure you have a really strong you know practice crusade rallying cry your why behind your practice
We also get deep into creating a vivid vision, a preferred future for your practice.
And we talk about creating core values, that DNA of your practice, that character of your practice, how you do things.
And so if you don't already have that really spelled out within the practice mission, vision values, recommend you pick up the book, get deeper into that.
If you already have that, then you can start to note that down,
in your mission section of your strategic growth plan, your mission, vision, values, and what you want to do is literally write those in there so that you have that right in that document, that it is either there or it's linked to it, that it's clear what your mission is, what your vision is, and what your core values are of your practice.
The next step of the mission building block
is to have a vision traction organizer this is a fantastic tool it's originally was created by eos uh the writers of the book uh traction if you've ever read that book fantastic book uh the eos model so we've modified this for upper cervical practices and we've created a a template that you can use and so if you don't already have a vto a vision traction organizer
recommend you go over the website you see in go to resources practice growth tools you'll see it on that page you can you can grab the vision traction organizer for free it's a free resource that we're offering and in that vto what you're going to have you're going to do is as you fill it out and you know put in your practice information and your core values and your you know your purpose your passion your your again your practice mission
um your tenure target through your picture your uh your marketing strategy right all of those kinds of things are going to be in that vto and this is going to be a really useful document for you going forward we'll talk about this document more as we go through this webinar today and so
just make a note, make sure you go grab that VTO later.
You don't have to do it right now, but you can grab it or even, you know, if you're watching this on the replay, pause it, go grab that VTO.
And that's going to help you in a lot of ways with your strategic plan going forward as well.
So another big part of the mission building block is making sure that you're having effective meetings.
Meetings can either be a complete waste of time or they can be an essential part of your practice.
There's three types of meetings that we highly, highly recommend for upper cervical practices.
One is the weekly team meeting, right?
Some people call this a staff meeting.
I like team meeting.
The word team to me is more effective and powerful.
But weekly team meetings are really, really an important part of an upper cervical practice.
We do have a resource on that as well if you want to grab that meeting, our meeting resource kit.
And it actually breaks down how to do all these meetings.
That same page on the website, that resources page, you can get that meeting resource kit.
We talk about specifically how to do like a level 10 meeting, weekly team meeting, how to do quarterly planning meetings and an annual planning meeting.
So the annual planning meeting though is what I'm going to focus in on right now.
Because this is really when you get deep into your strategic growth plan.
As I said, you want to update it throughout the year.
But in that annual planning meeting, this is when you go to your vision traction organizer.
This is when you set your thematic goal, which we're going to talk about here in a minute.
That thematic goal is a key piece of really moving the needle for you in 2024 is setting a really solid one.
And so your practice thematic goal or primary objective, you can think of it as,
It's a six to nine month practice focus.
The idea behind this is when you have different members of your team, everyone has different priorities, different things that they are focusing on, different things that they think are important for their job.
But you as the practice leader, you need to try to get everybody on the team rowing in the same direction.
You got to have everybody playing on the same team going in the same direction.
And the best way to do that is to get everybody to rally behind one big goal, one goal that you're going to focus on for, you know, a six to nine month period.
And this, you know, it can be a variety of different things.
It's really what you want to look at with your practice and see which are, you know, what is the area of the practice right now that is the weakest?
What is the
the area where we feel like we can make the biggest impact and then focus in on that.
It may be retention.
It may be referrals.
It may be new patients.
It could be a lot of different things.
You want to make sure that it's something that is very, very important to the practice and something everybody can rally behind.
And then once you set that primary objective, you want to have some defining objectives, which is really a way of defining what
it looks like to accomplish that.
And then some key strategic indicators, which are metrics that are associated with the objectives.
And so I'm gonna give you an example here to help you better understand this.
I'm gonna actually gonna show you what our UCM thematic goal is for the beginning of 2024.
And so this is our primary objective here is to retain 100% of our system clients.
We found that this is the best way right now
that we can move the needle within our business is retaining our clients, keeping our clients.
And in order to do that, we've defined five different objectives, five different things that are associated with retention of our clients that we're focusing in on, right?
And so for us, that's an excited team.
increased client trust and relationships that's improved client results that's increased client perception of UCM as practice growth experts and that's improved UCM process documentation and execution and then we from there we've created key strategic indicators which are metrics that we look in on on a weekly basis in our meetings monthly basis and so forth that are all associated with you know these different defining objectives like
team member happiness score and retention retention results and new patient opportunities created and the different kind of metrics that we've measured percentage of documentation completed these types of things so we have numbers behind what we're looking to accomplish and so what you want to do is do something similar for your practice you want to have a primary objective a you know a big
goal something that's that you can all focus on as a team then you want defining objectives things that you can then define like okay if these five things were true then this would make it so that our goal would be met right so for us
If we have an excited team, if we have a strong client trust and relationships, client results, so forth, then our chance of having a hundred percent retention is much, much higher.
So that's, that's what you want to look at.
You want to look at what are those objectives, those defining objectives, and then you want to find metrics that are associated with each of those objectives as best you possibly can.
And so that is a really, really powerful part of this and something, again, you want to write down in your mission section,
is to find that primary objective that your you and your team can focus on to start 2024. the last part of the mission section of your strategic growth plan recommend doing a swot analysis and this is something that you know large corporations do and you know all the way down to small businesses and it's basically looking at the strengths
the weaknesses, the opportunities, and the threats for your practice, right?
So what are those, you know, what are those things that come to your mind and your team's mind when you think of the strengths of your practice?
What are the things that are the best about your practice?
Write those things down.
What are the weaknesses?
What are those things that, you know, these are areas we really need to improve, right?
What are the opportunities?
What are those things that
You know what?
I feel like this is an underused part of our practice.
This is an underused aspect of our practice, right?
This is an underused aspect of how we're serving our community.
And then what are the threats to our practice, right?
What are the issues that are either internal or external that could be threatening the success of our practice?
So that's a SWOT analysis doing that.
Strengths, weaknesses, opportunities, and threats, okay?
So that is all the things that we've
looked at here in the mission building block.
And I know it was a lot, and I want to encourage you to dive deeper into each of these areas, but this is a really good way to get started with this strategic growth plan is just to make notes on these things.
And remember, this is a living document.
This is something that you want to continue to add to for years and years to come.
So you don't have to feel like you need to do all of these things this week, but you want to just get started on it
And what I would encourage you to do is start with the vision, vision values.
If you don't have that clearly defined, and if you do, then go into the vision traction organizer.
That's going to be your next place where you're going to get the most bang for your buck.
And of course, if at any time you feel like, you know what, I really don't know what I'm doing with this.
I really need some help.
I really need some help at building this plan.
We would love to help you.
If you go over to,
grab a time to meet with us.
We can help you build a strategic growth plan with the four building blocks to grow in 2024.
We have different products and services that can help you depending on where you are and what practice growth stage you're in.
Let's go into building block number two, and that's team.
And again, if you want to take a picture of this slide, this is an overview of the team section that we're going to be looking at.
So within team, we're going to be looking at
a culture plan, hiring plan, a new team member onboarding plan, a team member happiness plan, and a training plan.
Now, the other thing is to keep in mind when you're doing the strategic growth plan is you may have some of these things already.
You may have already created some of these things over the years.
The goal of the strategic growth plan is bring everything together in one place so you have a really clear plan that you don't have to go from one place to another.
in order to find the understanding of how you are doing with your team.
And so we had a doctor ask, how do you measure the excitement of the team?
I think that's a great question.
For us, what we do, and I'll talk about this in a minute as well, but we use surveys.
So we use a weekly survey that we send out to all of our team members.
and they can rate themselves on their morale and their workload and different aspects of their work life so that we can get kind of a pulse on our whole team.
And we have a larger team, 15 team members, so it's a little bit different if you only have a couple team members.
May or may not be as valuable, but another thing is just talking to your team members.
If you only have one or two team members,
you should be doing one-on-one meetings with them.
And you can get a pretty good feel for the excitement of your team when you just talk to them about what you're doing, what they're doing, and seeing how they're doing with their attitude and their overall excitement for what they're doing.
So let's dive deeper into team.
Practice culture plan.
So your practice culture plan is, you know, this is really what you want to do to make sure that the culture of your practice is consistent
with what you want it to be as the practice owner, as the client director.
You want to define the culture of the practice and really make sure that it's consistent with who you are personally and what you're looking to accomplish with your practice in the service of your community.
And so your culture is the collection of values, expectations, and practices that guide and inform the actions of all your team members, right?
So it's the collection of values, like we talked about core values,
expectations and practices that guide and inform the actions of all your team members.
So that is the overarching definition of what a culture is, a practice culture is.
So when you're thinking through your culture plan, you want to be thinking about, okay, so what, what, what is it, you know, how do we plan to consistently communicate our core values to our team?
So that's a big part of it.
If you have core values, hopefully you do,
what are you doing to communicate those core values to the team?
Are you talking about them regularly?
Do you discuss them in team meetings?
Do you, you know, do you, do you reward your team members based on your core values?
So that's a big one.
Like, are you, are you, you know, Hey, this is a great example of, of you living out this core value.
When you did this the other day with, you know, Mrs. Smith, this was a great example of you living out that core value in your daily work, right?
You want to reward,
You want to appreciate, you want to recognize when, when your team members are doing their core, doing the core values that you want them to do.
Expectations and the other part of that, that culture definition, right?
How do you set expectations for your team members?
So one of the things that we highly recommend is when you are hiring a team member is to create a position agreement, meaning a key results areas, KRAs,
and KPIs for the position so that they have a clear expectation of what you expect for them to do and what results look like and what the target is and how they can hit it.
And then make sure that you're holding them accountable to those expectations.
And the way that we recommend doing that is using a job scorecard, which is a really, really good tool of where you bring some of those key measurables to the surface.
and look at that on a monthly basis with that team member.
So you can say, you know what, hey, we're hitting the mark here, we need to improve here, this one we're way off on, we got to make sure we're, you know, we're consistently looking at these things.
So we have a high degree of transparency and accountability with every team member.
And so if you don't have position agreement, job scorecard in place right now with your team, again, you can pick those up at our website,
We have those within our free resources section as well, both
the position agreements and also job scorecard templates for you to use.
And then lastly is, you know, the, the practices of the practice, right?
The systems are those documented consistently fall.
We're going to talk more about that later.
Another part of the team building block is making sure that you have a hiring plan in place, right?
So a lot of times,
hiring within an upper cervical practice is very, it's very urgent, right?
Meaning like, okay, we just found out that our CA is leaving and she's going to be gone in a week.
Let's figure out how to get somebody else in there as quickly as possible.
So I want, what I would like to encourage you to do is create a hiring plan before you need it.
So starting now, if you have a fully staffed team, fantastic.
think about what you need to do in order to hire well next time, right?
Because you never know when your team is going to need to be grown or replaced.
And so making sure that you have a plan in place to add an additional team member is really, really important.
And so you want to think through, you know, the process, right?
So for us, we create a position agreement, we create a job scorecard, a job description,
For every position within our team, we ask our current team members for referrals.
This can be a really good one, especially if you have a really good team member.
Sometimes they have friends and people that they know who are really good, who would be really good team members as well.
You want to post the position on one or more job boards or hiring services.
This is something we do, receive and review applications, conduct interviews, have candidates complete a test run,
You know, conduct those final interviews, send team members the paperwork that you need.
And if they accept the offer, then have them begin the new team member onboarding process, which we'll talk about more in a minute.
But so this is building a hiring plan.
This is something that encourage all upper cervical practices to do is to have a plan in place of what you're going to do.
you want to your team members to thrive in their positions right they are a huge huge part of your success in in your practice is having strong people and so you want to make sure that you have a plant plan in place to replace someone when you need to
And as I mentioned, job score cards, you can get this over at the website.
You can pick up that job score card template.
And also there's position agreement templates and all these types of things we've talked about.
Along with the hiring plan, you'll also want to have a new team member onboarding plan.
So this is, again, part of that building block.
That team building block is having a plan for how you're going to take someone from brand new in your practice, a new team member just started today,
to 90 days from now, somebody that is fantastic, is doing an incredible job, is helping to grow your practice, is connected with your patients and is really serving well.
And so a team member, you want to have that, you know, a clear onboarding and training plan, right?
So over a 90 day period, this may include books that you want them to listen to or read during their work hours to change their mindset.
prepare them for success.
Many people who you may hire, they may not have ever learned things about attitude or about goal setting or about different things like that, that are key to success in life.
And so you never assume that someone knows what you know.
And so you want to make sure that you have a plan in place to train them, encourage them, help them to develop those skills.
You also want to have them
Go through some culture-specific training.
Again, your core values.
You want to make sure that you have, you know, that you teach them about your core values, that you have a specific plan in place on how they can learn what it looks like to live out those core values with your team.
You also want to have some upper cervical chiropractic industry-specific training, right?
You want to make sure that you teach them about upper cervical, that you get them under care so they experience what it's like to be a new patient.
Walk them through that process.
Give them an understanding of the philosophy of upper cervical, of how it's different, how it's unique, how it's specific, right?
Make sure that you are creating in them an advocate, right?
You want them to be an advocate for the team, an advocate for the practice, an advocate for upper cervical in general.
And then of course, some specific position, specific training, right?
If there's someone who's going to be answering the phone, you want to make sure you give them extensive training on answering the phone effectively, right?
That new patient phone call is crucial.
So, and then just making sure that you, you continue to think this through that new team and we're all morning plan.
Typically it's about 90 days, but after,
they go through that 90 days doesn't mean they're done with being developed as a team member, right?
So making sure that you're thinking through, all right, what else can we do?
How can we continue to encourage our team members to grow through training materials and books and podcasts and conferences and different things that we can do to continue to grow our team?
Another part of the team building block is a team member happiness plan.
So you want to set clear expectations when hiring team members, as we talked about through a position agreement, offer letter, job scorecard, utilize those job scorecards, meet with your team on a weekly basis, elicit feedback.
This is, you know, going back to what one of the doctors on this call asked is you want to make sure that you're connected with your team so you understand how excited they are about what you're doing.
And you can see it with their interactions with their patients as well.
Are they excited to be there?
Are they, you know, are they,
ready to you know looking at the clock all day looking waiting to get out of there are they excited to be there and excited to pour in excited about your mission you also want to make sure that you have a good paid time off policy right you want to make sure that your team members can recharge and you know get get that vacation time get that sick time when they need it and then making sure that your team members are encouraged and rewarded according to your core values we use you know
team member of the month team member of the year awards those types of things may or may not be applicable if you only have one ca it wouldn't make sense but if you have a you know a larger team then team member of the month team member of the year could be a good way to recognize when someone is doing you know living out your core values you also want to recognize you know team member birthdays anniversaries living out your core values and tie your company performance to your bonuses
as much as you can so that all team members will benefit when the company grows, right?
And then making sure you have a clearly defined accountability chart.
Again, this is depending on the size of the team.
If you got a larger team, make sure that you have a clearly lined up who reports to who and how those people are going to coach the people that they are leading.
And then lastly, within the team building block is having a training plan, right?
Weekly training on practice systems, role playing, listening to new patient phone calls.
This is all part of making sure that your team is consistently trained to deliver the result you're looking for.
So again, the team building block, culture plan, hiring plan, new team member onboarding plan, team member happiness plan and training plan.
These are all part of that strategic growth plan, that building block that is so important.
And again, if you need help with this, we are here to help you.
Building block number three is marketing.
Marketing, right?
So within marketing, we're going to talk about three things, a branding plan, a marketing plan, and a patient success and happiness plan.
so take a picture of that if you want that is going to be the things we're going to discuss during our marketing building block the branding plan so this is how upper circle specialists they need to set themselves apart from general chiropractors as the unique precise specific and gentle service that you provide
You want to focus on the upper cervical difference.
Focus on condition-specific branding, right?
Focus on the fact that you can help people that other people can't help.
Focus on, you know, holding is healing.
Philosophy, the uniqueness of the practice.
You don't get adjusted every time you come here.
There's no popping, cracking, twisting the spine.
Now, if you're a client of ours, if you're a UCM client, we do this for you.
We help
to build out your brand right so we have a very clear strategy on this for 10 years we've been setting upper cervical specialists apart as unique specialists that they are but if you're you're not with us as a client yet then i highly recommend you think this through both online and offline so that you are consistently communicating what you're about as a practice the other part is marketing
buying behavior has dramatically changed in the past 10 to 15 years, right?
Due to the rise of Amazon, Google, social media, and so forth.
New patients are much more well researched and know a lot more about you and your practice before they ever call you, right?
Some research has shown that much as much as 80% of the sales decision is made before a new patient phone call.
80%, right?
So it is absolutely crucial that you are thinking through your online presence, right?
So for 10 years, we've been helping doctors with this as well, making sure that everywhere someone is online, they see a consistent message.
They are consistently seeing a trust, credibility, and likability, right?
That's what we have.
That's what we help our doctors have.
Online, if you search in our doctor's areas, they're going to get a consistent message when it comes to branding and marketing for our doctors.
And you want to make sure you have the same.
You also want to make sure you have a new patient generating and conversion systems, right?
You have systems to consistently generate leads, right?
Do you have consistent systems to consistently generate and convert leads, right?
Internal, external, and digital new patient generating strategies.
You have all three of those in place.
If you don't have internal, external, and digital new patient strategies, talk to us.
We can help you with that.
You want to make sure you're filling your schedule consistently.
If your schedule is not full, then you want to look back at those and make sure that all three of those are checked.
You want to make sure you also have a well-trained team because you can get as many leads as you want, but if your team is not handling those leads effectively, then you're going to lose a ton of them, right?
A well-trained team within our system, doctors that are working with our systems, a well-trained team can convert as many as 90% of leads into new patients.
I had a client just last month,
They had 15 new patients generated through our system.
They converted 14 of those to closed care plans, right?
That is a well-trained team.
So you want to make sure that you're doing your team training.
You have those effective meetings.
You're clearly going through that on a regular basis.
You also want to make sure you have clearly defined systems for the entire new patient journey and existing patient journey, right?
So that it's clearly laid out.
We'll talk more about that in that building block.
So the last part of marketing is the patient success and happiness plan.
And you might be thinking, well, how is this marketing?
Well, this is a great way to generate referrals.
If you have a consistent plan in place to get results consistently, then that's going to help you to generate referrals more consistently.
But you have to think through all these things.
You got to make sure, is your new patient phone call really locked in, right?
Most doctors don't know because they're not actually
recording those calls.
Every one of our doctors, we record every new patient phone call that comes through their practice.
And the reason why we do that is we want to make sure that our doctors understand what's going on on those calls.
Because frequently, docs that we talk to, they just don't want to know.
They're like, oh, I hope it's going well.
I hope they're handling those calls well.
But when you actually listen to those calls and you're like, wow, this is not at all what I want it to be.
I don't, you know, this is, this is a, this is a mess.
I got to work on this.
It gives you some real, an eye opener to really dive into that new patient phone call and make it so that it works and that it's, that is, it's effective and it's, it's being used in a way that's actually going to convert leads into new patients.
The other part of that patient success happiness plan is once you get them actually scheduled, which if the new patient phone call is not right, nothing else matters because the doors close.
But if the new patient phone call is good, then the next thing to be thinking through is, you know, once they actually come into the practice, their consultation, the exam, the imaging report, all of that, is that dialed in?
Do you have a care plan?
Are you giving people a clear picture of what it's going to look like to get them to where they want to go as a patient?
Are you doing progress exams?
Do you have check-ins with them on 10 to 12 visits into care?
and so forth in order to make sure that you're repeating objective tests and you're actually looking into things to see if they have subjectively improved as well.
And do you have a patient education system?
Do you have a way that you can consistently communicate what you do about upper cervical?
Just like we talked about with team members, you want to make sure that they're educated, your patients need to be advocates as well.
And if you don't have a clear education system that overarch every aspect of your patient success and happiness plan,
then you're not going to have those advocates within your practice so thinking through this is huge when it comes to your marketing so marketing again branding plan marketing plan and patient success and happiness plan are three big parts of this building block all right last building block is systems
Our last building block is systems.
And so again, take a picture of this if you want to.
The systems you want to be looking at within your, again, your strategic growth plan is a sales process plan, an operational excellence plan, and a financial stewardship plan.
Okay, so let's look at each of these.
First one is the sales process plan.
And I'm going to call it a sales process plan because that's what it is.
A sales process is taking someone who is a lead
and turning them into a person who is paying for a service, right?
And that's what you do in your upper cervical practices.
When someone first calls the practice, whether they're a referral, they're a lead from digital marketing, external marketing, whatever you're doing, when they are first talking to your practice, that is the beginning of the sales process.
And as I said, as much as 70 to 80% of the decision has already been made by that point,
based on how effective you are on portraying yourself online.
But once they call the practice, do you have a checklist for them?
Do they walk through exactly what they should be doing with every new patient phone call?
And then once you get them into the practice, once they actually come to the practice, have you thought through the first visit impression?
Is there systems in place?
Do you have a checklist for that?
Do they know what they should do with every new patient?
Do they have a clear understanding of what they should be doing?
How about the consultation?
Is that systematized?
Is that based completely on your personality?
Or could you pass that on to an associate or anyone else and they could do that same consultation because you have a clear checklist and milestones of what needs to be accomplished during a consultation?
Same thing for an examination, your imaging, your report of findings.
and your care plan presentation.
All of that should be systematized so that anyone can pick it up and they don't have to rely on your personality in order for it to succeed.
And I want to give you another great tool here we have over at the website, new patient phone call checklist.
If you don't have this,
You need to get it.
This is something that can make a huge difference in your practice if your CAs are following this when they are doing your new patient phone call.
Along with your sales process plan, you also want to make sure you have an operational excellence plan.
And this is having clearly defined systems with checklists, milestones, and scripts for the entire new patient journey and also the existing patient journey.
So you want to make sure that you have systems that are documented and that you consistently update those processes.
You want to use these systems in your weekly trainings.
You want to use these systems to hold your team accountable to the standards.
So this is what we've been talking about is making sure that your culture is reflective of what you want it to be.
Systems is a huge part of that so that.
your patients get a consistent result when they come to your practice, new patients get a consistent result.
Everyone gets a consistent result so that they can, you can have a consistently successful patient outcomes.
And then lastly is a financial stewardship plan.
So, you know, when it comes to any business, it's not about how much you make, it's about how much you can keep from how much you make.
so you want to make sure that you have thought through some of these aspects of the finances of the practice right so a big one is just making sure that you're you have weekly bookkeeping that's being done this is one of the first things you should outsource in a practice is bookkeeping so that you can have a pulse on what's happening with the practices finances i recommend weekly bookkeeping is the best way for someone you know for you to have that picture
And also you want to constantly be looking for ways to minimize expenses and maximize profit.
And you do this by evaluating your profit and loss statement.
If you don't know how to understand your profit and loss statement, you need to learn as a business owner.
You have to understand it.
You have to understand what it's about so that you can look for expenses that can be eliminated and look for other opportunities to grow.
You also want to make sure you're doing tax planning and preparation so you can minimize tax liability.
I don't know about you, but I want to pay as little taxes as I possibly can to our government.
I know that I can spend the money better than they can.
I want to minimize my tax liability.
Thinking through your tax planning, your preparation is a big part of that.
Using a CPA to help you with that is important.
Then doing yearly budgeting and monthly budget updates and discussions to make sure you're properly planning and preparing for expenses.
So this time of year is a great time to be looking at your budget for 2024, looking at when you're going to have different expenses that may come up, yearly expenses, those types of things.
And then we also recommend utilizing the Profit First system.
This is something that we utilize within our business, something we talk about in the book.
Again, you have a variety of different business accounts that you separate money into, separate accounts for taxes, for owner's compensation, for profit, et cetera.
And then lastly is making sure you're tracking your expenses.
So frequently we talk to doctors and they're not sure what their overhead is.
And, you know, and especially as the practice grows, you want to make sure that your ratios are being properly maintained as you grow.
Very frequently we'll hear of doctors who, you know, their practice grows, their revenues, their collections are growing, but their overhead is growing even more.
And so they're actually making less as their, you know, their top line revenue is higher, but their profit is lower.
And so,
you want to keep your overhead 50 or less and again if you don't track it if you don't know what your expenses are don't have bookkeeping don't have ways of looking at that then you know a lot of times you're missing out on even knowing what you're actually making so all of these things sales process plan operational excellence plan financial stewardship plan this is all part of systems it's part of making sure that your practice is systematized
and so looking at these four building blocks once again mission team marketing systems think things think these through which are the ones where are you you feel like you're the weakest in which are the one which is the one that you're the strongest in you can prioritize those in your own mind to really be focusing on in 2024 to start moving the needle the stronger you are in mission um usually the the more passionate the practice is the more passionate the doctor is the mission will be you know front and center
the team, the marketing systems, those are the ones that really help doctors go from the lower practice growth stages to the higher ones, the more that you can have that strong team, those strong systems, that strong marketing.
And so making sure that all of these building blocks are checked, that you're consistently looking back at these, and if you need help, we are here for you.
Grab a free practice acceleration session.
If you're not a current UCM client, become one.
go over to
We can help you build that strategic growth plan.
We can look at those four building blocks to grow in 2024.
Our practice growth sessions, our practice growth systems are all ways to help you grow.
And so thank you so much for being part of this webinar.
Go over to, get that practice growth
get that acceleration session so we can help you grow in 2024.
Thank you for all you do, Doc.
And as always, go team upper cervical.

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