Improved Recruiting, Hiring, And Retention With Adam Robin, PT

Adam Robin of Southern Physical Therapy Clinic has been successful at finding and retaining quality talent even in a difficult season for finding it. In this episode, he shares with Nathan his successful recruiting, hiring, and retention actions that have generated well-aligned physical therapists and team members, and, thus, an amazing culture.

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In this episode, I’ve got my good buddy, Adam Robin, physical therapist, Owner, Founder and CEO of Southern Physical Therapy Clinic in Picayune, Mississippi, back on board with me. What’s happening, Adam?

Don’t forget coach.

1 or 2 episodes ago, I introduced Adam as a new coach who has onboarded with me at the show. If you didn’t know, in the past years, I’ve been coaching PT owners to be more profitable and successful. I empower them to create great things in their lives. I allude to it in shows, but if you haven’t caught on, that’s what I’ve been doing. I do that with PT owners, and I’ve brought on Adam to start coaching as well. If you want to talk to us, go to PTOClub.com . Adam is a successful physical therapy owner and a coach as well. I brought him onto the team. I’m excited to bring you on and start helping more people.

I’m excited. It’s fun. If you go into business, you’re kind of a coach. It’s fun to be able to do more of that because I enjoy it.

In that episode, we were talking about what physical therapy owners need to know to be successful. If you remember, we talked a lot about how knowledge and improving yourself were so important to make gains. That’s something that you, as an owner, have focused on ever since you started your clinic. Kudos to you for doing it.

Soon after taking ownership of the clinic, you decided to improve yourself and have been doing that successfully. By improving yourself, getting coaching and consulting, you moved from one clinic, and you’re about to open up your third in a matter of a couple of years. In this episode, our topic is a little bit different because you’ve been relatively successful at this in the market, especially considering you’re in a relatively small town. Picayune is how big?

In the City of Picayune, we have about maybe 8,000 folks that live there.

Slidell is nearby. How big is that?

Slidell is pretty big compared to Picayune. We probably have about 30,000 there.

You’re out there pushing your elbows to the side in the middle of the group, trying to find all those PTs to come to Picayune and Slidell in Mississippi.

Yes, and developing relationships.

That’s what we want to talk about, what you’ve been doing successfully to recruit, how you’re successfully trained and also how you successfully retain your team. If you read the previous episode, I talked with Will Humphreys about recruiting. He even has an amazing program, Rockstar Recruiter that you can check out to help you recruit PTs.

What I’m excited about doing with you is that you’re still in the thick of it. Will and I sold our clinics a number of years ago. He is training people on how to recruit PTs. I want to talk to you about how you’re not only recruiting. What are some of your best practices not just to recruit but then hire and then successfully retain them over time? I wanted to extend the focus or pull out so that our perspective is not just recruiting but also the whole scope of the employee journey. Let’s start from the beginning. What have you found in the market? We’re sitting here close to the middle of 2023. What have you done successfully to recruit physical therapists?

I start thinking about my journey and what was the trigger or the catalyst to help me realize, “I can do this. I can find PTs and people.” My practice is pretty cool, and people would want to work here. The first thing that you have to get to is find that mindset of what you’re building is valuable. It has an identity, and it means something. You have a vision, purpose, values and a freaking awesome team. Who wouldn’t want to work for you? You got to have that. You’ve got to dive into your purpose and values. If you can’t sell yourself on that, then how are you going to sell others on that?

Have that mindset of what you're building is valuable. It has an identity and it means something. When you have a vision, purpose, values and a freaking awesome team, who wouldn't want to work for you?
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Imagine the difference in mindset. I remember this distinctly, and I’ve shared it before a couple of times on the show. Things changed for recruiting for us, and I’ll speak specifically to Will because he was the recruiter in our partnership. The mindset switched from, “It’s hard to recruit in Arizona in the market, especially in our outskirt locations.”

A couple of our cities had clinics that were 20, 30, or 45 minutes away from Metropolitan Phoenix. We changed that mindset from, “It’s hard to recruit in these areas because people are driving past 20 to 30 clinics on their way to get to ours,” to a different mindset, which was, “People would be lucky to work for us. We have an amazing culture. We provide great work. The small-town environment beats it all. It’s wonderful. The people are awesome. They’re down to earth. It’s a great place to work.” In that situation, recruiting was easy.

When you take on that mindset, then the limiting beliefs start going away. Not only that, but you present differently to people at that point. Can you imagine the verbiage in the first mindset is going to be, “You’re going to pass a bunch of clinics to get to ours, but it’s worth it. It’s a nice place to work,” versus the other one being, “Tell us why you think you’re worthy of working for us? What makes you think we should hire you?” It’s not a condescending attitude like that, but the power is different and you present differently when you come into those two conversations.

It’s a mindset first. Not only that, but as the owner getting clear on what your vision is for the company and how that next PT, OT, speech therapist or whomever you’re hiring fits into that vision. The conversation becomes, “Let me tell you what’s going to happen to you over the next five years. If you’re a right fit or we’re a right fit for you, we go on this journey together. Let me share with you a little bit about what I think we could do together.”

People want to be a part of that. It’s your ability to get clear on that and be excited about it. Communication, the fun that you have and the connection that you have with people are like, “I don’t mind going around knocking on doors and meeting PTs anymore because I’m excited. I want to tell the world about it.”

You want to tell everybody about the Southern Physical Therapy Clinic story.

“Let me tell you where we’re going.”

Let’s take it back 1 step or 2. Where are you finding the people to talk to? Where are these watering holes where you can start that conversation?

It’s an awesome question because that’s the ultimate question where you start. Where do they live? Not only where do they live but who are they seeing before they see you? Posting a job ad on all the major job boards is going to be important. I haven’t had much success with that but it’s important to have some type of presence on the job boards. Not only that, but getting involved with the school systems is important, meeting those people and student advocates in those school systems, knowing who they are by name, taking them to lunch, getting involved, doing guest lectures for their program, going to the career days and putting that on your calendar are a big deal.

It can be an immediate play, and it should be an immediate play because you should be taking students, honestly. It’s also a long-term play because as you interact with those professors, especially the ones that are setting up the internships, getting in good graces with them and providing guest lectures and that kind of stuff, wherever they might need, you’re also getting a peek into the first and second-year students and start socializing with them.

Those students know those students, and they have a friend that goes to this school. Your network starts to grow.

Once you start finding the cream of the crop within those classes, birds of a feather flock together and they join you, that’s when we started noticing a big difference. We hired 1 or 2 that were top of the class and sold them on our culture, all the stuff that we’re talking about. They would tell their friends, “You guys got to come work here. I hear what you’re talking about. I can imagine that that would suck. Maybe you should come join us.” That’s when, honestly, we started building a bench of therapists that told us, “When you have an opening, please let me know.” At the time, when we told ourselves it was a difficult place to recruit, it didn’t become difficult anymore.

It’s a long play, but it’s all a long play.

We were always hiring. That was our mantra. We’re always in the process. We never took our ads down. We always had them up and accepting resumes.

It’s not as long as you think though, I’ll say that. It’s still switching, but the first light switch went off for me whenever I realized that if you wanted to know how to recruit, all you needed to do is know how to market. It’s not the same hat, but it’s the same principles. If you can market, sell a plan of care and market, you can recruit. The lingo around marketing is it takes about 90 days for you to start seeing a return on any type of marketing effort. It’s the same thing with recruiting. We’re dealing with people.

Do you involve yourself in social media advertising? Are you on LinkedIn or other social media sites?

Yeah, I would say Facebook and LinkedIn are a must. There are a lot of schools that encourage students to create a LinkedIn profile and start to present themselves as a professional. Have some systems where you can search and find those people, connect, network, provide them value, follow their journey through school and see how you might be able to support them.

One of my friends, Marc Moore in Arizona, I’ve had him on the show before, is a testament to this. He has been sending out emails to the list of licensed therapists in the state for almost a year and has been utilizing LinkedIn for a long period, reaching out and making connections and occasionally sending out messages to physical therapists. He was like, “I don’t know what happened, but all of a sudden, I’m getting responses to my emails. I got zero responses before, and I don’t know what it was about the content of this email, but it hit and struck. I found the honey pot in fishing lawns.” Via LinkedIn, it’s the same thing.

This all happened in the same month. He’d been posting things on LinkedIn for a period and out of the blue, a few people started reaching out to him via LinkedIn. One of them said, “I’ve been following you for about a year. I’m out of state and we’re looking to move into Arizona. I’d like to interview you.” He’s like, “Who knew that anyone was listening to anything I said on social media sites? All of a sudden, it happened.” You’re doing it because it’s marketing. There are many times we go marketing to the local doctors because it’s routine but you do it to get your name out. It’s like hitting a bunch of singles in baseball. Eventually, someone’s going to cross the plate.

It’s a numbers game. I’m so glad you said that because it reminded me of a short story. In 2022, I went to a career day event with one of the local PT schools. I got there. We have our signup list and people are signing up. They want to do an interview.

Were you providing mock interviews?

We were doing mock interviews and a lot of stuff. There was like, “I follow you on LinkedIn.” I’m like, “That’s awesome.” I get another competitor company that comes up to me and they’re like, “I’ve seen some of your emails.” People see it. It starts to circulate into the community, and before you know it, they’re like, “You’re that guy on LinkedIn. Let’s talk and grab lunch.” It’s awesome.

There’s a lot of good advice that we’ve shared here regarding recruiting. Taking the next step, what have you found has been successful? You’ve got their ears and built a relationship with them. What are you seeing that’s been successful to pull them into the clinic but them wanting to join your clinic to the point where they’ll sign the offer?

It’s also important for us to remember that not everybody’s right for us. We do want to make sure that we get clear on who our ideal client is. What are our values? What’s our purpose? What type of person would have the characteristics that would align well with these things? Typically, most of the time, that sells itself because the person is naturally built for those types of values. If we’re talking about new grads, in my experience, there are two things that new grads want, mentorship and money. If you can present a package that will provide those two things for them, then they’re typically very interested.

Not everybody's right for us. We want to make sure that we get clear on who our ideal client is.
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Can I get even more specific about money? Considering where a lot of the statistics are, you could even say student loan repayment programs. If you wanted to get specific, if you hit on those two things, it doesn’t have to be a big deal mentorship program that’s drawn out over two years. Show that you have some formalized mentorship structure where you’re touching base with them regularly and some student loan repayment stuff. Talk to a CPA. It’s pretty easy to determine what you can give tax-free in a given year. If you had some student loan repayment program, those two are huge.

Even better than that is a nugget so write this down. It’s not so much about what you’re willing to pay them now but they want to know that they have the opportunity to earn more in the future. If you can paint a very clear picture with them of like, “This is your starting salary but this is year 1 and 2 and these are the checkpoints to get there. Here’s year three. Here are the clinical director and partnership opportunities. This is the type of income that you can make there. Does that sound interesting to you?” “Of course. Tell me more about that.” They want to know that they have a journey to go down.

I love that you brought up purpose and values. We call it value-based hiring. On the other end, value-based firing. We were very upfront about our values and purpose. We stated that not only in the ads but we’d also present our values in the ads and ask them, “If you align with these values, reach out to us.” In the interview process, talking about our values and asking them how they might represent some of those values in their previous work experiences or their life was very valuable to us. In and of itself weeds people out. If they read that and they disagree, don’t answer the ad, please.

You could get vibes, especially as you gain some experience in interviewing. You can get vibes when you start talking about values and see who gets excited and leans forward versus those who sit there crossing their arms, legs crossed and answer the questions. Find people who are aligned. I love what you said about knowing the personality traits and characteristics that best fit your clinic. It’s important. I find that as I’m coaching the owners who are looking to hire somebody, I try to get them to be clear about who their ideal employee is and build out that avatar.

If you’ve read my recruiting episode with Will, he would say first going back to recruiting, build out that avatar. Who’s your ideal provider? What’s their name? How old are they? What does their family situation look like? What hobbies do they have? What work experience do they have? Did they play team sports? Were they sports at all? What pursuits do they have in life in general and also pursuits professionally? That’s an avatar. Build out that avatar to even include, are they a generally happy person?

Do they show evidence of being able to complete things and achieve things? What experience in their lives shows that they have worked well with others? What tone level are they as they walk in? Are they professional and nice, or are they chipper or do you prefer one or the other? Get specific about personality traits.

This is going to come out more so in the job shadowing, which I highly recommend that your interview process is not just one-on-one interviews but also a job shadow for at least a two-hour period. That’s going to show up more. Those personality traits and characteristics, how they interact with people, patients and other team members, will tend to show up. Knowing what you’re looking for is going to help you to weed people out much faster.

Knowing what you're looking for will help you weed people out much faster.
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It’s also important to recruit your team to help you with that. As the owner, you have a level of stress placed on you that most people don’t. Sometimes your judgment can be affected by that level of stress. It’s nice to have that person that you trust who can reel you in and say, “I like this person, or I don’t like this person.” Also, give them permission to pull the trigger on that hire. What I’ve found is that your team members will own that. “I’m the person who said that this person is aligned. Therefore, I’m invested in this person’s success.” As opposed to, “Here’s our new person.” “Good luck, make it work.” They’re not invested. It’s almost like, “Who’s this outsider?”

It’s like you bringing your kid to third grade in the middle of the school year. You throw them into the classroom, close the door behind him and you as the parent walk away like, “Good luck, kid.” If you are allowing for a front office manager or a clinic director if you have one, to ultimately be the decision maker, the next level of leadership is to give them the opportunity to make those decisions in your clinic because it’s going to be a huge learning experience either way for them.

They’re going to be vested in that person if they were the ones that went to bat for them. All you’ve got to do as the owner is to say, “Sign off on the financial aspect of it. Are you clear that they are in line with our values? Did you follow our interview process and they’ve passed them all and have got input from others and it’s all an ecstatic thumbs up?” “Yes.” Go ahead, hire them. You’re on.

That’s your person. Go for it.

Make sure they’re successful.

That gets into more of the retention topic. We’re fast-forwarded through closing that deal and into the retention but that’s a big part of what we do.

What are you doing to prepare these new employees prior to hiring so that they know what’s needed to be done to be successful in your company?

You have to get clear on what’s important to you as the owner and as the business. There’s an unlimited list of items that we can talk about. We could talk about KPIs, billing, culture, dress and the way you talk. We can go down this endless list. If you can get clear on the five most important things, only you can decide that as the owner. We’ve got our list down to ten and I don’t have it with me. I don’t remember exactly what it is but we have the big ten list.

They could be different for different owners. You’re just saying, “Make sure you have at least five top-priority things for you to be a successful employee in the clinic.”

Everything else, if they don’t get it perfect, we’re going to be all right but these ten, we cannot be flexible with. These are the non-negotiables. If you do this and this, we can live with that and that’s important.

I like that. Living up to the core values, right there, you’ll have however many values, 4 to 5.

The values are like item number one. You know the values by heart.

One thing that’s important for providers is to be clear. I’m sure I did this all the time. I would hate to have an employee that comes on. Post-hire is surprised at the expectations. To have an accountability meeting within the first 30 days is like, “You didn’t know that we saw 60 patients a week.” That was the minimum expectation.

Sharing that expectation after the fact does a huge disservice and is backhanded. You need to be clear upfront. I’m talking about providers and it could be different for other team members but for providers, this is the schedule that you’re expected to see. This is how many patients you’re expected to see based on your salary. There is a bonus program at these levels or that kind of thing.

Also, we expect you to know the difference between AMA and 8-minute billing rules. Ethically and justifiably document your billing codes regularly. Some production expectations should be clear during the interview process so they’re not surprised when they get there and they’re like, “Wait, I thought we were done with one-on-one care for an hour for each patient.” You don’t want that to be a surprise.

That’s the expectations talk. “This is what you can expect from us. The company will provide XYZ with opportunity and fulfillment. In return, this is what we expect from you in your role as a physical therapist.” You go through your big ten lists. Make sure that there’s some alignment there and then also reiterate that on the new hire training.

You’re pulling out your big ten lists before the offer. You want them to be clear about what they’re getting into.

You alluded to some shadowing. Mingle with the therapists and ask your questions.

We dodge some bullets because of the shadow process if we left it to the interview process alone. Some people are interview all-stars. We can put on the facade for 30 or 60 minutes and blow smoke. If you get them in their environment for 1 hour or 2 where they have to engage, that’s when they’ll either show all-star qualities. Honestly, some of the people that you would want to hire are like, “I don’t care how well you can treat. The fact that you engage so well with the rest of the team means you’re a fit for my company and I can train you on the treatment stuff.”

That’s right. You hire a personality.

There were people who could run circles around you technically treating patients but then when I got them in the shadowing portion of the interview process, they were pulling out their phones and leaning against the wall as they were watching someone get treated and not talking. That doesn’t fit. Sorry.

Therapists are hard to find so it’s hard to let that person go. You need that body in there but I have seen unfortunately, a lot of larger companies 5, 6, 7, 8 and 10 clinics and the owners get there and realize that their team is full of people who are not aligned. Their company starts to crumble and they start to get in a big bind. I would highly try to avoid building your company, business or team on a rocky foundation because that’s going to be tough. You’re taking out a loan that you can’t repay.

The pain that they cause many times isn’t just that one person. They usually infect other people around.

Unfortunately, they drag the whole team down.

Tell me about your onboarding process That can look so different for so many people. For me, for so many years, it was like, “Follow that guy around for a couple of days and see what he does.” You’re off to the races on your own. Good luck. Hopefully, yours is a lot better than that.

Onboarding is probably one of the major things that we spend a lot of time on in our company because it’s so important. You should have some form of training built out for each position. Ideally with some video lectures of yourself explaining and having them check off on key elements of the position, whether that be selling the plan of care, billing or their participation in the team meeting.

What does that look like? What’s their role? What’s their responsibility there? Not only that but shadowing every position in the clinic like marketing, front office and recruiting. I want them to know the entire client journey so that way when they’re ready to go, they understand exactly where they fit in, what their role is and how they can support others as well.

If I’m not mistaken, it took at least one day to go through the employee handbook.

I would say at least a day.

We would spend plenty of time talking about the story behind our clinic. People love to hear stories and if they know the story, then they can have something to be proud of. “We started at this level, and now we’re here. I’m a part of that now. We’d have conversations about values.” We would try to make these group activities. We were at a point where we had multiple clinics so it was easy to hire people on the same hiring day and do this all at once but you can do it one-on-one.

We would go through the employee handbook and talk about the different policies. “Here is the dress code, our tardy policy, how you ask for time off, our disciplinary procedures, how you submit for bonuses and how you accrue paid time off.” All those things, we brought it down to about a 25-page document and spend the first day on that entirely.

Our training program is all on Google Slides. It’s a PowerPoint with video links. They have a follow-along worksheet that they have to complete and submit. There’s also some screen share like, “This is how you document an evaluation.” It’s EMR-specific stuff. We want to set that person up for success. That time that you spend with them, in the beginning, seems like a waste of time because you’re like, “Get in there and start treating.” If you take some time, six months later, you’re going to be like, “Look what this person is doing.” It’s all from what you’ve built, and there’s so much reward with that. Look at the impact they’re making with this team. It’s like, “Who would’ve thought?”

If you have a little bit of structure, you don’t even have to go as far as we have in this conversation. If you have some structure to talk about the basics and set the expectations, let me get you as comfortable as possible in your position in our company so you know exactly where all your responsibilities lie, what your expectations are and what your communication lines look like. You know the structure of the organization, who goes where and who does what. If you can do that, spend at least 1 day or 2 being clear on that and then give them the time to digest their job description over periods. It will go a long way. They’ll stand out from 80% of all the other companies out there.

I don’t know what your experience has been like but there’s been two phases of onboarding for us. The first 30 days are a lot of those alignment and checklist items that we’re talking about. My experience has been it takes at least a month for them to understand how to use the EMR, what the values are and what the expectations are. Once they have that foundation, then days 30 through 90, you could focus on performance. If you try to mix them aggressively, then they’re like, “I don’t know what button to click yet.”

It’s hard to push production soon until they get their feet underneath them. Maybe for a more experienced physical therapist that’s been around the block for 1 decade or 2, you can expect more. We like to see in general employee training that all the team members, no matter what position they were in, needed to learn and understand, values, general policy and procedures. “This is how we do payroll. This is where you put your stuff when you come to work. This is our cell phone policy.”

Those are all general employee things, and then there’s job-specific training. Those are two different pieces of training. You get job-specific training according to the handbook or the job description. The playbook is the word I’m trying to think of that tells you how to sell a plan of care and collect a copay at the front desk. That’s different.

You can teach some of those minor things and expect some level of capability or expertise by the end of 30 days, but I don’t think that’s where your focus is necessarily on that production side of things. Based on those two things we talked about, essentially recruiting, hiring and then the third thing, onboarding, if you’ve done that well and you’re at a point where you’re developing a culture, retention is so much easier.

I don’t remember who coined this phrase, but somebody said, “Culture eats strategy for breakfast.”

I think it was Peter Drucker.

You’re smarter than me.

I remember that. That was the topic of an episode a long time ago.

It might have been you then. That’s so true. I feel like every time we double down on our culture, it wins. I love that you said that. The catalyst for retention is the culture and to empower, motivate and inspire your team. That’s what retention is.

We were clear that there were some people on our team that should not consider their jobs with us to be permanent. We wanted to get people to a higher level of achievement in their lives. You can’t expect your texts to be there for the rest of their lives. Your front desk person, you want to see them progress in their profession and their life. “We want to help you get to the next place.” We were clear about that, and we’d even say, “We want to help you become a better person, even if that means being a better employee for someone else.” We were clear about that, yet we also knew that based on the fact that we were value-based hires and also value-based firers, it was easy to weed out the people that weren’t aligned.

Over time, the people that stayed pep the culture in. It didn’t take a lot of effort after that for people to say, “We provided an environment and some structure. That structure was value-based.” When I say value-based, in our weekly meetings, we would talk about our values. Who lived out the values, we gave nearly awards based on values. We pushed the values aspect. We would hold people accountable to the values if they weren’t living up to them. Over time, we were able to filter down to people who believed in a culture and that knew they could get paid more at other places but didn’t want to leave. That’s when retention is easy.

I had a conversation with a few leaders on my team. I said, “The patients are no longer our focus. Our focus is the employees.” When you’re small, you’re like, “How do I make these patients happy? How do I challenge them but also provide support and inspire them to reach their goals?” As you get a little bit bigger, you start developing a leadership team and that focus shifts. Your customer is the employee experience. How do I onboard and manage the expectations, create a plan of care and help facilitate them toward their career goals and keep them happy and profitable? That’s what culture is to me.

When you get to the leadership level, and you’re managing other leaders, especially as an owner, maybe you have some clinic director in place or a front office manager, where you might have been the coach to individual providers at the time, now you need to coach the leadership team on how to coach the individual.

You coach the leaders to coach the providers. It’s fun though.

It takes such work because, for some people, it doesn’t come naturally. We’re all such high achievers, honestly. To get through physical therapy school, they’re high-achieving people in general. You’re asking them to pull away from something that they’re expert at to this nebulous, “I’m a coach of other leaders.” You tell them to do that, and they’re like, “Where do I start?” That’s where you and I step in as coaches and leaders. They need some help and support. You need to coach them on, “If nothing else, this is what I would do.” You would teach them the way that you would do things. If you want to work through that, you could improve upon it and get their feedback, great.

This is how I would approach it, and this is what’s been successful for me in the past. Start from there and then hold people accountable. Have them report up as much as possible and then hold to the values, and you’ll develop a culture. Have team meetings and activities. I had to challenge a client of mine because her fiancé and family members were like, “Whatever you got going on at that clinic, you got to figure out that magic sauce or secret sauce.”

I challenged her. I’m like, “I don’t know what your secret sauce is but between now and next month, when I talk to you again, I want you to figure it out.” She’s like, “Where do I start?” I said, “Interview your team members and patients. What makes them happy to be there? Why do they keep coming back? What makes them look forward to it?” Over time, you’re going to start hearing similar adjectives or certain activities that come up.

One of hers was they did some charitable activity as a clinic every quarter, whether it was a Fun Run, clothing drive, food drive, or Secret Santas. That was part of their secret sauce and culture, giving back to the community like that. Finding that secret sauce that makes it special was helpful, and then doubling down on it, “How can we do more of it without sacrificing its specialness?”

People remember the way you make them feel. That’s what it is. How can we make people feel good? Charitable donations are probably a good way to do that. They feel gratitude, joy, appreciation and connection with purpose. That’s what you want. You want them to feel good.

People remember the way you make them feel.
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I don’t think I’ve pushed it much on the show I’ve mentioned a couple of times, but we made national physical therapy month a big deal. In October, we had games galore and clinic versus clinic things. It was dress-up days, decorations, and Minute to Win It games, all kinds of quizzes, challenges, and prizes. We made it fun. Having fun is essential and should be part of the culture. Find ways to do it. That was for us, but it’s imperative that people find what they want out of their company and start developing that culture.

I have a good buddy of mine who got about fifteen clinics or so, and they do a Christmas light competition at each clinic every Christmas. They have an awesome culture.

We’re a little bit up on it on time, but anything else you want to say regarding the employee journey?

What I mostly want to do is to encourage people and let them know that you got this. You’ve got the answers. You can do it. Your place is worthwhile. You’ve got so much potential if you’re willing to give it a shot. If you need some help, please reach out. Shoot me or Nathan an email. I’m always available. You can email me at ARobin@SouthernPTClinic.com. You don’t have to be a client. If you’ve got a question, shoot me an email. I’m happy to answer any type of recruiting questions you may have or any type of business questions that you have in general. I want to see people do well.

We’re excited to work together. I know you come at it with a ton of strength. This could be cool. Otherwise, you can also reach out. Go to PTOClub.com where you’ll see previous episodes of the show and also learn a little bit more about what we can provide as far as business coaching for PT owners. In the meantime, Adam, thanks for joining me.

I’ll see you soon.

We’ll catch up on another episode here soon.

He attended high school at Pearl River Central High School where he graduated in 2005. He then attended Pearl River Community College where he played collegiate football, as well as received an Associate of Arts degree in 2010. Following PRCC, Adam attended The University of Southern Mississippi where he received his Bachelor degree in Exercise Physiology. Finally, Adam later attended The University of Mississippi Medical Center where he received his Doctorate of Physical Therapy Degree in 2017.

Since his graduation, Adam has been committed and driven to create an impact in the world of rehabilitation. During his spare time, Adam enjoys spending time with his family and friends. He also enjoys challenging himself mentally and physically with an eager desire to continuously learn and grow. Adam enjoys a commitment to recreational exercise, nutrition, and practices of personal growth and development.

Adam is inspired by people who set out to accomplish great things and then develope the discipline, lifestyle, and mindset to succeed. Adam focuses on empowering his team while providing the absolute best patient experience that he possibly can.

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