How to Use Price Psychology to Increase Commitment, Outcomes, and Revenue in Your PT Practice

When it comes to setting your pricing, most clinic owners either guess or copy what someone else is doing. But what if the real difference-maker isn't what you charge, but how you structure your prices?

In this episode, Doc Danny Matei, founder of PT Biz, breaks down how something as small as a $1 difference can drive big behavior shifts—and how to use that same psychology in your clinic to boost patient buy-in and long-term success.

The $1 Movie Lesson

Over the weekend, Danny's family rented a movie night classic—Zoolander. But instead of renting it for $3.99, they bought it for $4.99. Why? Because the extra dollar “felt” like a better deal. If they watched it twice, they’d win. That one-dollar gap nudged them to buy.

That’s price psychology at work—and it’s everywhere, from Apple and Amazon to your PT pricing sheet.

What That Means for Your Practice

Let’s say your single visit rate is $279.

Now, you offer two plans of care:

• 10 visits for $2,200 ($220/visit)

• 20 visits for $4,000 ($200/visit)

The gap between the single session and the 10-visit plan is $59 per visit, which adds up to nearly $600 in savings. That’s a powerful incentive.

But the gap between the 10 and 20-visit plan is much smaller—only $20 per visit. That makes the 10-visit option the “obvious” choice for most people.

This structure is intentional. You’re guiding patients toward the most effective treatment path—not just for their health, but for your business too.

Why Patients Drop Off—and How to Fix It

Most patients who choose the pay-per-visit route drop off around visit 3. Why? Their pain starts to go away, and they assume the problem is solved.

But any clinician knows real outcomes go way beyond pain relief.

Plans of care help fix this. When someone commits upfront, they’re more likely to stick around long enough to get the full outcome they came in for—whether that’s running again, lifting pain-free, or playing tennis with their kids.

The Win-Win-Win

✔️ Better outcomes for the patient
✔️ Predictable revenue for your clinic
✔️ Less stress on your team and schedule

And it all starts with how you present your pricing.

Customize for Your Niche

Not every clinic is the same. If you’re working with ACL patients, your structure might look like 25+ visits over 6–9 months. If you’re working with active adults or CrossFitters, 10–12 visits over 3 months might be ideal.

Don’t just copy what someone else is doing—build your pricing around the outcomes you deliver.

Final Thought

“If someone’s in your office, they already want help. Your job is to make the next step so clear and valuable that not committing feels like the wrong choice.” – Doc Danny

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Podcast Transcript

 Danny:  Four to eight hours a week. That's what we have found that we can help clinicians save just by using our AI documentation tool. Claire, head to meet claire.ai. Get signed up for 10 free notes that you can use to test this out and see how it can help save you time. Not only does it listen to your note and document the soap note effectively, but also creates a visit summary that you can send your patients after the fact.

To help with compliance and help them have clarity with what the plan is going forward so that you can help them get the result that they want. Now, if you're tired of having to write notes and you want your virtual assistance tool, Claire, to help do that on your behalf and save four to eight hours a week.

Head to meet claire.ai. Get signed up for 10 free notes and test it for yourself. Hey, are you a physical therapist looking to leverage your skillset in a way that helps you create time and financial freedom for yourself and your family? If so, you're in the right spot. My name's Danny Matta, and over the last 15 years, I've done pretty much everything you can in the profession.

I've been a staff uee, I've been an active duty military officer, physical therapist. I've started my own cash practice, I've sold that cash practice and to date my company physical therapy biz has helped over a thousand clinicians start, grow, and scale their own cash practices. So if this sounds like something you want to do, listen up 'cause I'm here to help you.

Hey, what's going on? Danny Matta here, founder of PT Biz and in the last 10 years. I've started grown and sold a cash-based practice as well as helped over a thousand clinicians do the same thing. And what I wanna share with you today is the trace that I've found working with these clinicians in, in the top percent of those that have been able to generate a seven figure practice and what they share in common with each other.

Because I think. With that number of reps, we can learn a lot from what we see, uh, the, the people who had the most success doing. And you can start to reverse engineer that into your own clinic as well. So. There's pattern recognition that occurs in anything that we do. Think about your patients, right? How many people have you seen with knee pain?

How many people have you seen with shoulder pain? How many people have you seen that have back pain? And we start to develop pattern recognition. And this is something that makes us really, really good clinicians. Now on the business coaching side, for me early on, obviously it was like becoming a, uh, a good clinician.

You know, I, I. Uh, got better and better over time as I got more and more reps. And one of the things that I've noticed is there are common traits with people who seem to have the most success. Now, everyone's situation is slightly different, and this is something I think we have to respect and keep in mind, is I.

If you have three kids and you are, you know, trying to start your own clinic, your path to uh, success might look different than somebody who is, you know, has like no debt and is single and can work a lot more, right? And doesn't have these other obligations and things and people they have to take care of.

So people may come to this from different situations or different di different circumstances. The core traits that are going to lead to success that I've seen are essentially gonna be the same. The timeline might vary a little bit, but developing these traits and, and really understanding those is what's gonna help you get to that same point, right?

Um, and, and to have the success that you want in your business. So let's go to the, uh, let's go to the iPad and let's go over. These six key traits because there's, there's six that I've noticed, and obviously some of you may inherently start with some of these yourself. A lot of this depends on your background.

It depends on previous experiences that you have. I will say one, I. Common trait that I, that I've seen that has sort of underlines all this is people that have a bit more life experience tend to, uh, have success faster and, but they've kind of earned it already, right? So what I mean by that is I. If you're coming straight out of school, the likelihood that you're gonna have as much success as fast as somebody who has been, you know, working in the profession for 10, 12 years and, uh, has developed a lot of skills along the way, it, it's, you're gonna have less likelihood of success early on than someone who's already put in much of time on other things, right?

So these are things that, you know, you can't really change. Life experience is something you have to earn. It's like a strength. Like someone can't do your squats for you, right? You have to do that. But it is something that if you feel like you're getting started late in the game, let's say you, you, it's been a decade that you've been in the profession and you see these people that are coming straight outta school and you feel like you're, you know, you're too late to be able to do your own thing.

I, I think you may not even realize how many advantages you have, uh, as you go into business for yourself. But that sort of aside, let's get into those six traits. So the number one thing is resilience. And this is, I feel like we can make this case for not just business, but like just life in general. I mean, I, I have two kids and if I can, if, if there's any trait that I can help my kids hopefully develop, it is resilience.

It's the ability to it, try things, fail at things, and be okay with that and get back up and continue to try to move towards whatever it is that they want now. In many cases, this is what a lot of people consider mindset. So when you hear different, you know, personal development or business coaches talking about mindset, to me, this is what it means, right?

It means being a resilient person and not shutting down as soon as you know, something doesn't go your way or you have, have some failure, or maybe you don't even like know what to do next, right? Um, and, and being resilient enough to say. Okay, I'm going to go do this thing even though it might not work out.

I also lumped this into somebody that is okay with not knowing all the answers and being able to go out and kind of figure it out as they as they go. Right? So the resilience of I. Everything, not necessarily having to be perfect and you being able to deal with people turning you down is very important.

And essentially the reason that resilience is so important is because resilience is what's gonna stop you from actually going out and starting in the first place. Resilience is what's gonna stop you from trying to get that sale from, you know, trying to actually pitch your business to somebody. These are things we have to do in order to have a successful business, but.

The, I, I guess the, the, the fear, the self-doubt of what are people gonna think of me? You know, I don't want to be too salesy. I don't wanna be too pushy. Like these internal things that we say to ourself are, are just what stop you from even getting started in the first place, or getting, they stop you from getting what you want in life.

And, and, uh, and this can come from childhood development. This could come through sports. This has come from me. A lot of this came through. The way my parents raised us, as well as my time in the military. You know, just like being put in somewhat difficult situations and being okay with that and realizing like, okay, yeah, I didn't win this, or I, I, you know, did this wrong, but I learned from it and I didn't let it stop me from, you know, trying to do the thing that I really wanted to do.

So being resilient is one of those things that you can develop before you get into business, but as soon as you get into business. You're gonna develop some serious resiliency if you stick with it, because it is gonna shove you into very, very uncomfortable situations that you're going to have to be okay with, and you're gonna have to get back up the next day after you just ate shit all day.

You know, like the amount of times that I've been turned down, the amount of times that I've had people that, you know, just ghosted me on meetings or didn't respond to me or. I didn't want to like, have anything to do with our business. It, it, it doesn't feel good ever Right. Like that, that even to this day, you, you develop a callous to these things for sure.

But, um, it never feels good because we take it so personally, but that's enough to stop a lot of people. It's, I know people that will literally, they're so worried about what's gonna happen in interaction that they'll literally sit in their car and, and, and. Like not actually go in to have a meeting or to go talk to somebody, uh, to show up, to try to create a new networking relationship because they're so scared of the outcome of what that might be.

That is a lack of resilience. You have to push through that. You have to realize that's not a dangerous situation, that's an uncomfortable situation. And the more we put ourself into uncomfortable situations, the more we build resilience. Okay. The next thing is, one of the main traits that I see of the, the very most, the, the most successful clinicians that we work with is they are super communicators.

Okay. There's, there's a, there's a book, uh, called Super Communicators. And if you wanna go into detail, uh, on that, I, I would recommend reading it if it's really good. Um, but essentially. They are fantastic communicators. They're great listeners. They're great at, uh, taking what people need and positioning it through how they're essentially, uh, persuading people to get on board with what they want to do.

They're fantastic salespeople. I. Necessarily manipulating people, but they're biasing things to what makes sense to them via a communication style that helps people realize that, you know, this is a good thing for them to do as well. And super communicators also try to improve and connect relationships around them.

So one of the best things you can do as a business owner in general is. To become a con, a connector of other people, and super communicators do a great job of this. They ask a lot of questions. They get to know what people want and what they need, and they make these external con, uh, connections between other parties that may not know each other.

And in local business is something that I noticed. You know, within my first year of being in business, there were certain people in the community that were entrepreneurs that seemed to be the people that were connecting all these other people, and they, they, they found themselves in a very unique, I would say, very coveted position of being a facilitator of relationships.

And there is a lot of social credibility that comes with that. There's a lot of reciprocity that comes with that. And if you're connecting other people and facilitating value and improving relationships. You are going to be viewed in a very positive light. The first person I noticed this with was one of the realtors that I worked with.

Who was, um, very, very prominent realtor in the, in the area and the epitome of a super communicator. The epitome of a connector of other people. And this, this guy got so much business that came his way just because he had been able to. Improve everyone else's businesses, everyone else's, uh, lives, and connecting people in ways that improved, whether it be their social, you know, relationships or their business relationships.

And that came back to him in a really positive way. So if, if you're, if you're in a local community and you're trying to break into it, you may not be able to be this super communicator connector right away. But keep in mind that as you start to build relationships, if you can connect this. Bird business owner with this business owner, and they should meet because they have something in common.

They both like to play pickleball. Oh, Brian, you like to play pickleball? So does Sarah. You guys should meet, go play pickleball with them, right? And now, now you're connecting people that have something in common that are also, you know, maybe layers of business that could be beneficial for one another.

That is a fantastic place to be. Be a great listener, be a facilitator of relationships for other people, and that puts you in a very, very unique position in your community. And don't forget. These are local service-based businesses, whether we like it or not, okay? Yes, you could be a digital marketing ninja and that's great for your business, but you having local relationships and a local presence and a positive reputation in your community is, is honestly far more important than almost anything else you can possibly do for a local service-based business.

You don't even, you could do this and be fantastic at this and not even have any sort of ads in place and still build a seven figure business. So like this is how important it is. So don't forget. Listen to people. Try to improve people's lives and try to connect people in your community. So that's number two.

Alright, number three. They are risk tolerant. They're not risky, risk tolerant, not risky. This is very important. So risk tolerant, meaning they take calculated risk to move the business in whatever direction they're trying to drive it. Risky. People that just like frivolously make decisions and they, you know, they talk about, uh, jumping out of the plane and building the parachute on the way down, like, or, you know, uh, pull the trigger, ride the bullet is what one of my friends used to say like, that is, that is very risky and that can get you in big trouble.

It's like people that. Take massive loans out to reinvest in the business, but they don't actually have a clear plan as to how it's gonna add ROI, you know, or they just jump into a, a new space because they like the idea of some sort of like, new idea that they hear. This is risky. The only time I've ever seen anybody go outta business that we've worked with in, in a, in, in PT biz has been risky.

People. I can only think of a couple and every single time they've always over leveraged themselves with. Uh, moving too fast, taking on too much debt, taking on debt with terrible terms because they don't understand the finances of what they're doing, and it's because they're risky and they're risking their business.

They're risking the employment of all the people that they work with because they, they don't underst. Stand the actual fundamentals of what they're doing. Right? It would be like if, uh, you just learned how to drive and then somebody gave you like a supercar, like gave you a Ferrari, and they're like, yeah, drive this around.

Like the, the chances that you're gonna end up in a sort of, uh, challenging situation and maybe a risky situation, way higher than if somebody gives you like a hot, like a Toyota Prius, right? That's just like safe, slow, you know, like, like predictable. But also on the flip side of that. People that are hyper conservative, people that you know a avoid debt at all costs, which look I get there, there's definitely something to be said for living a, a debt-free life.

But when you're looking at a business as an investment and scaling that and hiring people and building out a space, like we have to also understand that we have to be risk tolerance and be okay with taking risk so that we can push the business forward. And that might mean you taking out a. Bigger than you might end, you know, like loan.

To be able to grow your business into a standalone space and have cash on hand to be able to reinvest in marketing and people and all these things that we know grow the bottom line of a business, right? But doing so in an intelligent way where you are now calculating that risk. You're, you're, you're looking at how does that fit into your business plan?

And then you're making that decision after you've actually put some thought into it. Right? But if you're so scared to do anything to hire, or sometimes people are very scared. They're like, oh, I'm gonna, I'm gonna grow and then all my staff are gonna leave here and take all my patients. Like, this is a scarcity mindset.

This is the opposite of what we're talking about. You need to be risk tolerant, but not risky. Risky people tend to go outta business at some point in time. Risk tolerant people tend to consistently grow over time and have very safe business, which is what we want people to have. Okay. Next thing. Hey, sorry to interrupt the podcast, but I have a huge favor to ask of you.

If you are a longtime listener or a new listener and you're finding value in this podcast, please head over to iTunes or Spotify or wherever you listen to the podcast and please leave a rating and review. This is actually very helpful for us to get this podcast in front of more clinicians and really help them develop time and financial freedom.

So you would do that. I would greatly appreciate it. Now, back to the podcast.

These top percent of, uh, folks that we've worked with, they absolutely are fantastic leaders, and they do something that we consider eating last, so they eat last. Now, Simon Sinek wrote a book called Leaders Eat Last. One of the things that I was taught when I was in the military was if I ever went to the chow hall, if I was ever out in, um, in a training facility with my soldiers.

I always let them eat first. Let them go through the line first, let them go get their lunch, their dinner, whatever it might be, and you just gotta think about it, right? Let's say you're, let's say you're in that situation and. You know, I jumped to the front of the line to, to get food first. Like, how do you think that looks to the people that are essentially, you know, are, are in the rank structure, they're essentially reporting to you.

How do you think that looks as a leader? I. To be the first person to go get food. It's selfish is what it is. You are, you are viewed as a selfish person. I don't care if you're hungry or not. Like this is obviously just an example of what I'm talking about. But we honestly mean that when I go to events that we have, you know, when, when I'm with our team.

I just, it is absolutely just a, a, a habit at this point where everybody else has to go through the line first, because if there's not any food left, I would rather be the person that's hungry than have anybody on my team be hungry. And for you as a leader, as you grow your company, you have to take the mentality of you eat last.

And what I mean by that is not necessarily just specifically eating last. In this situation, we're talking about that. What I mean by that is. You serve your people first. They don't work for you. Keep that in mind. I actually fucking hate it when people say so and so works for me. You work for them. It might be your business, but you are there to serve them, to empower your people, to make sure that your people have what they need, resources, support, mentorship, you know everything so that they can be happy.

They can do their job really well and they, and they can grow as a person and they can grow in your company. And I promise you this. If you put your people first, if you make sure your people are good, you make sure people have what they need, you make sure your people are happy and that they're, they have a balanced life outside of your company, it is gonna be the best thing for your company.

You're gonna have far less turnover. You're gonna have a happier. Uh, workforce, they're gonna be more enjoyable around the clients that you work with. You're gonna get more referrals, you're gonna have a better culture. You're gonna have more people that are gonna want to come and work for you. And this can also flip and be a toxic environment.

And I've seen many times where we have a clinician we're working with and we have to have a difficult conversation when they keep having turnover and turnover and turnover and. They're, they're like, well, in this situation, this person did this or this, or whatever, and this person was just a bad fit. So it's one of two things.

A, you're either terrible at hiring people, or B, you're an awful leader, and there's a common denominator here because both these things are you. You are the problem. Either way. And if you're struggling with constant turnover and a culture that doesn't seem like it's clicking and it's, it's not positive and it's not what you want, that means that you are doing something wrong.

And it's probably that you are not eating last. You are not putting your people first. You are putting yourself first. Or you have some sort of trait that is. Irritating to other people. You are passive aggressive. You are bad at giving feedback correctly. You, you criticize people in public instead of doing it in private, you don't praise people enough.

You don't give enough positive reinforcements. You don't have clear set rules or systems or organization in your business. But more often than not, this is what happens when people put themself over their staff. They put themself over their company. And if you can think of yourself as your chief role is to keep your staff happy, supported you know everything that they need, and do so in a manner where you're obviously just not being a pushover and get and getting taken advantage of.

And there's obviously, there's a difference, and this is nuance, but you have to understand that there's a difference between. Just being a pushover and let somebody do whatever they want and walk all over you and you being a supportive individual that is, that is the leader of that company. Because like when I was in the military, there's two types of leaders that I saw.

One was like this servant-based leader. You, you're, you're your soldiers. Eat first. You eat last. The other one was, you do what I tell you to because you have to, otherwise you're breaking, you know, military code and you can get in big trouble for that. So top down, do what I say. It's just the way it works.

Shut up and go do this. I'm here for you, for you guys. I wanna make sure you have. Everything that you need so you can be successful. And a great example of this would be the movie Band of Brothers. Right? If you haven't seen Band of Brothers or not, not movie, but the, the mini series Band of Brothers. Okay?

And there is a leader at the, at the beginning it's, uh, Ross from Friends, I forget his name in the, in the show. And he is, you do what I say. Top down that simple. And then there's Dick Winters, who is the main character and, and he's the exact opposite of that. He's like, what do our soldiers need? What do you know?

What do these guys need to be successful? That's the kind of person you gotta think about who you wanna be. You don't want to be the other person where it's top down. And if you say so-and-so works for me, stop saying that shit right now. You work for them. You work together. That simple. Don't ever, ever introduce people as my employee or this person works for me.

No, never. I never say that. I think it's disrespectful and it's a terrible tone to take with your team. Alright, next thing. Their future bias. Alright. They have a future bias. Some people live in the past I. These are people that want to talk to you about their high school football record that they had, or the crazy thing that happened when they were 15, uh, or whatever.

Like they're, they reminisce on old times all the time. They're, they're past biased individual. There's present bias people. These are people that actually tend to be quite happy, uh, but maybe not as ambitious. Okay. Uh, and, and they're content. And this is actually a really rare. Thing when you see it, uh, you, you might view it as, uh, laziness in some cases.

This is the way I used to look at it, but people that are present bias, they focus on the things around them and they're actually like very much in the moment. Um, that's probably not a lot of entrepreneurs. That's probably not a lot of you listening to this. That's not me. In fact, I struggle with that and I work really hard on trying to be more present because that's when life is happening, right?

Most of us. Mo most people that are gonna be more entrepreneurial, you have a future bias. You live in the future. You see the world years into the future. You see what your life could look like years into the future. And what's rare about that is it's not that common. And most people do not have the detailed vision of where they're trying to go, the way that you might.

And if you can explain that and articulate that. To your, to your, your staff, to the people around you, to your, to your clients, to anybody in your ecosystem. That is very attractive in terms of like, people wanting to work with you to achieve that mission. People that want to help you get there, you know, and, and, and, and that's gonna get more qualified.

People come in your way to want to, to wanna work with your team, be a part of it. That's gonna get more. Patients that are gonna wanna work with you, that's gonna get more referrals because they're excited for you to achieve this mission. They're clear on it. You seem enthusiastic about it, and this is gonna improve your ability to generate referral relationships, local connections with people that see this as like, oh my gosh, this person is a clear idea of where they're trying to go.

I really want to see that happen too. Like, I'm excited for them. Th this is what some of the, the best CEOs in the world do, right? So some of the best leaders in the world, they are very future bias, and they articulate that incredibly well over and over and over and over again. You know, and, and one of the things that, you know, they say as, as your business grows, as you go from doing everything.

To all of a sudden you're running the business, but really your job is the chief reminding officer. You're reminding your company of what the mission is, why they're working on it, why it's important, and where they're going and, and that's exciting, especially keep in mind, especially when you have a shitty little business in a subleased office in a gym.

I've been there, okay. And I've seen people when we have gone to like hire people. I've seen the looks on their faces, on their spouse's faces when they see what our office looks like and they're like, this is a dump. Why would we want to come and work here? You know, I, I've, I, we've had people that have turned us down to work with our, with our clinic because of that and my inability to ex express what the vision is for what we have.

If you can do that. You are going to attract far more qualified people that want to be a part of that. It's exciting to be a part of something that's growing and something that's impactful, and you having the clear vision of what that is, is a absolute superpower. Lean into it, get clear on it. Get very, very clear of what your vision and your mission is.

You know, these are the things that. You can lean into that are unique that other people do not have. So being future bias is a absolute superpower when it comes to your business. You might struggle with being more present with your friends and family and, and the, you may, may suck at going vacation. Like, you know, I'm not the greatest person when it comes to vacation 'cause I'm thinking about all the shit that I want to happen years and years from now and the things I need to do.

But leaning into your superpower of being super, uh, super future bias is actually one of the key traits you have. That you should lean into and really continue to push and push and push so that people around you know exactly where you're going, and they want to be a part of that. All right, last thing.

These people are lifelong learners. Now, for many of you, you're already there, right? If you're a clinician and you really want to be a great clinician. You are a lifelong learner, right? We, it's, it's hammered into us. We, we constantly have to do more CEU hours. We're, we're learning from mentors. We're doing case studies with our, with our staff.

We're going through residencies and fellowships and all kinds of stuff, right? So you have this skill. If, if, if you've dedicated yourself to becoming a fantastic clinician, which you probably have no business starting a clinic until you're a great clinician to be honest, but you've already had the skill.

You're a lifelong learner. You now have to take this and you have to go from being a clinical lifelong learner. So this is where you've focused in being a great clinician and now you have to shift it over here. I. You have to take this lifelong learner skill, and you have to turn it to business skills.

If you want to start, grow, scale, sell, run a a business, an actual business that is more than just you, which is you've created a job for yourself, which some people want that. They call it a lifestyle business. But essentially you've just gone from working over here to working over here. If you wanna create a business, you have to reinvest in this.

You have to understand. Business skills, you have to be a lifelong learner. In business, there's so much to learn, so much, and if you. Nerd out on learning more and more things, which is exciting, right? It's like using our brain to learn new things is like using our body to move, to exercise, to get out in the world and, and, and hike and play sports, and do all kinds of things.

It's, you're flexing a muscle. You're, you're maintaining that muscle as well, and your brain is the same way. So when we learn new things, we get smarter. We also retain more intelligence. We retain more of our ability to be cognitively there. And in business there's so many things to learn. There's so many skills that you're gonna be challenged to be able to adapt and apply in different situations.

It is if the best place in the world for someone who's a lifelong learner, 'cause you'll never learn everything, ever. And it's such a cool game. Like business is just a game. Think of it that way. A, a big, you know, three dimensional chess game, whatever. Like there's so many things you can do and there's so many challenges are gonna come your way.

You'll never run outta things to learn, but you have to focus on going from being a clinician to a business owner. I. And taking that, that clinical ability to learn and, and, and continue to progress and make constant small improvements in what you're doing, and you turn that attention to be a fantastic business owner.

And this can be a very difficult transition for people. But if all you ever wanna do is focus on just clinical skills, I don't see as much business success with those people. Because they never actually take that and dive into the business side. And if they did, they would have massive success. Success from the business side.

And, and that's okay because if the clinical side is really what you're all about and the only way you can really express the way that you wanna work with people correctly is to have your own clinic, then awesome. You should be incredibly happy in a lifestyle business, being an awesome clinician and, and, and not really focusing on much of anything else.

It's more of a pure relationship with your, with your, uh, clients and your patients. Um, but if you're trying to grow a business, if you're trying to generate time and financial freedom for yourself and your family, that ain't the way to do it. Like, you'll be a happier person than working in a high volume clinic.

But I. Like really being able to build a business that works when you're not there passes the hit by a bus test, right? So if you get hit by a bus, your business is still running, it's still making, you know, revenue is still supporting your staff. That is different and you have to lean into those skills and be a lifelong learner when it comes to.

Business because that is what's gonna be the difference maker for you as a clinician. And this was a very difficult transition for me. I hung onto the clinical side for a very long time, very long time. In fact, I treated patients up until basically when we sold our clinic. You know, I, I, I stepped away for, uh, about six months before we sold our clinic.

And that was hard for me to do. Like I really liked doing it right, but I knew. The business side of things is where I had to focus, and that's meant that my clinical skills, skills slowly dwindled to where I wasn't as effective as I would like to be, but I was way more effective as a business owner, and that's where I had more impact for what we were trying to do, right?

So for you, you have to make that own dec your own decision, but the lifelong learner side of the of, of the traits that we see, it has to be there for you to really be a fantastic business owner. So let's go back through these real quick. We'll summarize everything. So number one. All right. We have resilience.

All right. You have to be able to be okay with getting turned down, with failing, getting out there and embarrassing yourself and not knowing if it's gonna work, right? Like don't let that stop you. That stops so many people from so much stuff, and it's so sad to see, I mean. You're not gonna die. Yeah. Yeah.

Okay. Maybe you screw up or maybe something doesn't go your way, or maybe it's whatever, something dumb happens. Get over it, man. I mean, it, it's gonna happen. And this ain't middle school. All right? You, you, you've gotta get past the fact that people don't care about your life that much. They care way more about their life.

So you should care more about your life and don't, don't care so much what other people think about you. And don't get embarrassed if you screw something up 'cause you don't know what you're doing. Better to get out there and try than to not try at all. Number two, super communicator. All right, great listener, great connector of other people, problem solvers.

These are fantastic traits to have and the vast majority of clinicians, this is the one thing that they have in common. Regardless of whether they have these others. We are fantastic listeners. We are great problem solvers. We are great with people we love, you know, actually engaging with people. The relationship side of things.

Use that to your advantage. Leverage that and be a connector of other people. That's a fantastic place to be. Be risk tolerant, not risky. Okay. Calculated risk. Understanding it. Doing a good job of like clearly understanding what you're doing, what the impact of that is. What's the downside risk of that?

What's the upside of that? And being risk tolerant. Being okay with double down your business, with investing in your business, viewing your business as the business that you should be investing in. Don't be risky. Don't take, you know, uh, a swing at something with, with literally without any thought, right?

Don't over-leverage yourself if you honestly feel like you have a lower chance of that success being there. I would much rather you don't hit a single than swing for a home run and miss, uh, as I'm growing my business, right? Because this is not, these are cashflow businesses. We are not taking on massive investors.

With the opportunity to build an app that we can sell for massive multiples, right? And if and if we fail. Then we lose somebody else's money. We don't lose our money. That's what the software world looks like. I was shocked when I started learning about software and I ended up gonna Georgia Tech to be a mentor, uh, for this business program.

And I couldn't believe it was like, wait a second. If you lose, like these investors lose their money, but you don't have any skin in the game with this. And they're like, no, it's pretty much just lost time. But it's their money, not our businesses. These are cashflow businesses that we're bootstrapping.

This is our money. So look at it that way. This is your income stream. This is how you feed your family. Don't be risky with that. But also don't be so adverse to risk that you never take a chance on growing your business. Alright, leaders eat last. Your team comes first. All right? Make sure they have what they need.

Make sure they have the resources. Make sure they have the time. Make sure they have the mental bandwidth. Make sure that they're healthy, physically, mentally, make sure they have the facility that they need. I give them everything that they need to be successful and they can focus on being world class at what they do, and you eat last, never eat before your team.

That's a terrible look. It's not what you should be doing. If you ever run out of food, you should be the one going hungry, not your team. In this scenario, that also might mean money. That means your, your team gets paid first. And, and that's, that's the way it is sometimes, right? And you'll hear other people say like, no, you should always pay yourself first.

I disagree with that during growth stages. I disagree with that during times when you may have to double down on your business and reinvest in it, right? Like, you obviously wanna support your family, but don't take more from your business than you absolutely need. And, and really in spite of your own staff, who deserves to be.

You know, taken care of so that your business can thrive and grow. And, and that can be a tough place to be as a leader, especially when you are hungry, especially when you need to that money. But you are the one that decided to do it. So make sure that you are, you know, you're not cannibalizing your staff so that you can have success in your own business too fast.

Make sure you're eating last. Make sure they have what they need. Alright, being future bias, you're focusing on what is possible in the next 3, 5, 10 years. You're, you are, you're constantly beating the drum of that. You're the chief reminding officer for your company. And this is something that is a rare superpower and you may feel a bit redundant to you.

You have to constantly remind people of like what your business is there for and what you're doing. I promise you they need it more than you think. And the more that you constantly remind them of the mission and why they're doing it and why it's such a special thing to be a part of, the more they're gonna feel like it's a special thing and wanna be a part of it.

The longer they're gonna stay, the more people they're gonna want to help, the more satisfaction they're gonna have in their job as well. So don't forget, lean into your superpower of being able to see into the future and live in the future. Somewhat lean into that. Be the chief reminding officer for your company.

Alright, lifelong learner, you're already there. But make sure you are shifting that from clinical, lifelong learner to business. Lifelong learner, okay? You have to learn how to become a great business owner. Just being a great clinician is not enough. If you wanna grow a business, it's, it's just that simple.

It's too hard, right? It would literally be like you just trying to, you know, teach yourself how to, how to be a physical therapist out of a book or something. Like, you have to lean into getting help, lean into learning these things, lean into mentorship, lean into getting. Somebody to actually help you do what you're supposed to do correctly and teach you how to do that in different scenarios, right?

Like how to manage different interactions you have with your staff, how to actually break down your business financials, and are they going well, are they not? How to actually lean into marketing correctly. I. And to be able to evaluate a marketing plan and see if it's actually going to be ROI, positive or not, how to actually develop a sales process, how to systemize your risk.

All these things we do not learn in school. And if you don't shift your attention to that, you're the, the furthest you'll ever get is maybe you'll have a business that's erratic at best, and it'll be stressful as hell. Most of you probably will just be. Uh, in, in a lifestyle business that you're just essentially creating a job for yourself outside of working for somebody else.

And if you lean into a business, there's so much more you can do. There's so many more people you could hire and impact and, and create amazing jobs for them. And so many more people in your community, you can support and help in a really positive way for what we do, which, which is very, very valuable. So these are the six traits.

If you don't have these right now. That's fine. Some of these you may already have, you may be like, Hey, I'm resilient. Okay. I can get turned down and I get back up. Fantastic. Right? But maybe you're not a great listener, you're not a great communicator. Maybe you're, you're not very good at connecting other people.

Like, think about what you can lean into. What's that first trait that maybe makes the most sense for you? And start to try to really lean into that and improve that area, right? And, and these are the ones that we see, like I said, across the board, that are the traits that are, that are common and the most successful people that we've worked with.

So I hope this helps you. Thank you so much for listening and for watching. If you are listening to this on the podcast and you haven't gone over to the YouTube channel, I would highly recommend it. You get to see. Me draw these things out. You get to see what I look like and uh, and it's a bit more interactive.

If you're having a comment you wanna leave, you can leave it there. Which we can't do in podcasts is which one area that we really like To be able to have this back and forth conversation and a podcast, you listen to me, it's pretty much that. That's it, right? And here we can at least have some comments back and forth and, and engage.

So as always, thank you so much for listening and I'll catch you in the next visit.

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