Developing Leaders In Your Company With John Bradley, PT

Today, we will continue Nathan Shields’ interview with John Bradley about Leadership. In this episode of the Physical Therapy Owners Club podcast, we’ll discuss what to look for and how to develop leadership in our teams. If a PT owner is looking to grow beyond himself and look forward to stepping away from the clinic at any time or opening another location, then developing leaders is critical. John breaks down where to start the process of finding and developing those leaders. Be a better leader and learn to help your team become a great leader today. Get in touch in this episode with Nathan Shields and John Bradley.

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This is part two of my conversation with John Bradley. He is the CEO of Performance Physical Therapy with three PT clinics in northern Delaware. Thanks for sticking around a little bit longer, John. I appreciate it.

My pleasure. I could talk all night about this.

If you’ve tuned in to part one, you know we talked about what it takes to develop leadership within ourselves as PT owners, or at least that was most of our focus. The recognition that we need to step up as leaders within our own clinics first. What do you think? We have to do that first before we can expect to find leaders within our own clinics.

You have to sharpen your own knife the way you slice for your day if you’re dull because you’re not on board with self-awareness and self-management. If you’re not aware of the social awareness or the other part of emotional intelligence, and you’re totally blind to how people are reacting to you, you can take all the leadership training in the world but it’s not going to help you. You need to know how people are responding to how you behave. Even very simple things. This is something else that Simon Sinek uses as an example. If you walk down the hall and you’re on your way to a meeting and you pass anyone in your organization, “How are you doing?” You better be willing to stop and listen to how they’re doing.

If they begin to speak and you say, “I’m sorry. I’m running late to a meeting,” that’s not good. I can guarantee you that even if they want to do something to help you and move you forward as a company, or even if they want to volunteer for some community service event, that response you gave them is not making them feel good. We talked in the first segment about consistency. Being the right way all the time or as much of the time as you possibly can is so important.

You don’t have to bring flowers every day, but if you come in with a great greeting to your front desk person every single day, I don’t care how you feel, you come in with a good greeting. You may think you’re the best PT in the clinic or you may have a great clinical PT, but that front desk person is critically important because that’s the face of your business. That person needs to feel safe and comfortable, and feel like, “These folks have my back.”

As an owner is looking to start expanding, maybe they recognize they need more time to spend on admin things. They need more time to open a second clinic and work on the business, marketing, recruiting, you name it. It would help a ton if, say in that situation, they had a clinic director who was managing production and the providers. Where do you recommend they start as they’re considering leadership development within their organization?

In other words, if they’re looking perhaps at that clinic director or someone who maybe they’re not even in the clinic or they’re not in that clinic director’s seat yet. You bring up a very important point which is the owner is seeing the need to begin to work more on the business as opposed to in the business. We’ve all heard that before. I caution owners to be very intentional with understanding exactly what they want. Don’t create a position around the person or the people in your clinic. You create the position needed based on what you need to make that clinic successful whether you need a marketing director, external physician liaison, or clinical excellence director. There should be a specific need for that position with roles and responsibilities that perhaps you have now, but you can’t do it all.

You need to offload that stuff. You need to create that position and understand what you are looking for, and then you begin to look around. You don’t look at Bob, Jim, Sarah, or Sally and think, “I wonder what they would be good at.” You have to decide first. That’s very important because I can guarantee you and Steve and I have done this to our detriment, we have looked around and thought, “I wonder where I can put them?” That never works because you’re not clear.

You haven’t done the footwork to define for them what is leadership going to look like on a day-to-day basis. What are you holding them accountable for? I think that makes sense to people. Once you have a need, your organization, or your company needs this seat or that seat, you begin to look for qualities that would make a person successful in that seat.

Honestly, I think the first thing I look for is someone who demonstrates some degree of vulnerability. What I mean by that is someone who is not afraid to show and express emotion. That to me is their heart coming to the surface. That’s a person that I can have a crucial conversation with because you’re going to have a crucial conversation with them at some point. It might not be about anything bad. It might be good stuff, but you want somebody who is demonstrating self-awareness and self-management.

There’s a difference between being vulnerable and being out of control with your emotions. People can be vulnerable by telling you, “I’m not comfortable with what I’m seeing done at the front desk.” That’s being vulnerable because that person is taking a risk by coming to you. The people who come to you and they’re vulnerable and taking a risk by telling the owner, “I’m not comfortable with how this is working. I don’t think this is the best way to do this.” That person goes on my candidate list because that person is going to be the one who is probably going to take the first step in moving toward getting their roles and responsibilities executed.

I like your two points there. 1) Setting up the job description first instead of finding the personality and then creating the job description because I have coaching clients who say, “How do I go about finding a clinic director?” I say, “It starts with you determining what an ideal clinic director looks like.” You are sitting above them, per se, on the org chart. They report to you. What would you expect out of them ideally to know that everything that they’re doing with the providers in the organization is running completely well and that you are confident in everything that they’re doing? What reports do you need to see? What KPIs need to be, what things need to be brought to you, and that kind of stuff. Let’s start building that out before we hand over that title to anybody.

Your second part, I love finding people who what you’re describing to me is someone who is looking at an organization through a leader’s perspective or lens like, “Something is wrong over here. I’m not okay with it. Even though I don’t own the company, I know it could work better.” If they have the gumption to come and talk to the owner about it, then there’s a certain level of confidence. I think a lot of us might equate highly productive physical therapists with great leadership.

Those are two completely different skillets. With highly productive therapists, you do want your leader to be one of the top producers. To have an under-producing leader is not a good idea. They need to be able to train your other providers on how to produce. That skillset in and of itself to be a good clinician is not the same as being a good leader.

To have an underproducing leader is not a good idea.
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As you talked about in our first episode, you can be a great clinician as you were when you were a young owner who knew how to handle all of the cases that were brought before you, but that didn’t make you a good leader. You’re just a good clinician. People might have followed you, but they followed you because they got the paycheck from you, not because they wanted to follow you. It’s important to find opportunities for them if they’re not coming to you with some of those issues, that’s ideal that they do, we talked in the first episode about finding solutions amongst the team and people who come up with solutions and are willing to act on them. Maybe the team comes up with a solution to a problem that you bring forth or they bring forth. Maybe a follow-up question is, “Who’s willing to take this on?”

The people that typically raise their hand first. Whether that’s a business or clinical issue that needs to be solved, a program needs to be developed, or whether it’s the road cleanup that you do every six months that you respond to the road in your community.

Maybe it’s the physical therapy month party or, “What are we going to do for Halloween this year? Who’s going to take care of it?”

I can think of many examples of people who were always the first ones to step up and how they almost to a person did very well as they matriculated into positions that were available in the company. The other thing and this is somewhat of an intangible, but it’s definitely a very strong indicator. That is, “What is that person’s commitment to service? How often do you see them helping other people when they don’t need to?”

Maybe we heard this from somebody else. I don’t think any idea at this point in my life is original. I’ve probably stolen everything that I use. We had a tactic when we were interviewing, particularly our support staff, our techs, and even some of our front desk people. We may not have been the ones interviewing, but the manager who was interviewing them would be conducting the interview in a room, with the two of them. They would have prearranged for another staff member to need to interrupt the interview to bring something into the room.

That person would knock on the door and the manager would open the door. They’d say, “I’m sorry, I need to bring this in. I’ll be right out of your way.” They were carrying a huge stack of books. They would purposely let a couple of the books fall right in front of the candidate sitting there. We would see if the candidate would get up to help pick them up spontaneously. Some did and some didn’t. Generally, the people who impulsively jumped up to help were good employees.

There was something in there that was almost a reflexive service response. The person who is very consistent in their behavior, you hear this theme again, consistency, you are looking for consistent behavior. They always show up on time, goes without saying. They’re the ones who always maybe do a little bit extra without ever being told to. They’re the ones who you observe asking another support staff person, “Are you doing okay? I have a few minutes, I can help you.” That’s who’re looking for. That’s what you should have been doing with your staff as a leader and owner. You want them to be the leader that you have become.

The person who remembers the birthdays and buys the card without you asking.

The front desk person greets the elderly female patient and remembers, “This weekend was your granddaughter’s birthday party, how did it go? Was she surprised?” That is gold because right away that patient’s day has been made exponentially better because they immediately felt special. I can guarantee you, and I have no qualms about saying this, most medical providers, at the front desks are not going to do that.

As you’re building out this ideal candidate for a leadership position in your company, this is something I harp on a lot, I’m curious about how you guys did it. We very much became a value-based hire, fire, and promote company. Our values, those who were going to be in leadership needed to 1) Know our values, exhibit our values, and probably live those values within our organization for a period of time before they were eligible for some leadership or integration into our leadership development program, especially to take on some kind of promotion. How did you integrate values into some of these decisions of leadership?

The core values underscore everything. If they are having challenges acting through the core values, they’re probably not a candidate because a lot of that stuff is, I hate to say it, not teachable, but to some extent, it’s not teachable. One of our core values is treating others like family. I always footnote that family you like. If someone is continually flat and this is just check-in and check-out, I can’t make somebody smile. There’s an example of you’re going to have to work with a large number of people who all have different backgrounds and perspectives. That’s a core value. That’s important.

I stress core values in my coaching relationships. It doesn’t carry a lot of weight when you’re a small practice, but I’m sure you’ve noticed this as well as you expand into more and more providers and especially other locations, if you’re going to want to carry on a culture that’s beyond you, Steve and your partner especially, that’s there when you are not present. That’s when the necessity of values plays into things.

If you’re looking for leadership and you haven’t 1) Expressed your values, write them down, and trained them in your team on a regular basis, go back to my episode with Will Humphreys about the power of meetings and how we use meetings as opportunities to drill our core values over and over again and explain what they are and how they were lived within our company. That starts breeding a culture. It’s a long game of developing that culture. That culture starts filtering out the people who aren’t aligned and attracting the people who are aligned. It’s easy then to start building leaders from a culture of very aligned people from their core values.

We emphasize that with the management team that is more directly responsible for hiring in those divisions, whether it’s the front desk person or a support person, or it’s our clinical division, our ops division, where the process of understanding and evaluating a candidate who’s coming into the company. There’s the phone interview and in-person interview, and then they have to shadow at least half a day in that position with a seasoned trusted manager who that manager lives and breathes the core values. Very frequently, we get the thumbs up or down from that manager because they’re going to expose any weaknesses or they will highlight for us, “This is a good candidate here.”

I have to iterate that we have the exact same hiring process. It was a short phone interview and then an in-person interview. I think a lot of people will miss this and it’s a great opportunity, but to shadow especially if it’s a shadow with someone besides the owner.

Steve and I stopped having therapists shadow us years ago because right now, we’re everybody’s father age-wise. It’s like being with dad. I don’t want to say anything. We put them typically with a clinician who’s closer in age because there’s a bit of a disarming effect where their real personality comes out.

They can blow smoke in front of you for 30 to 60 minutes. You get them in there for a few hours in front of a soon-to-be peer, then that can let a lot of guards down and show their real personality. If your team member doesn’t like the person who’s shadowing, then you’re not going to hire that person. That’s going to be hard to hire them after that fact. Do you have a leadership program per se for people who want to be leaders in the future in your organization?

To be very honest, I don’t think we have a definition in a book on a drive, but here’s the leadership program. Each of the leadership team members who sit in the major components, sales and marketing, our finance division, our ops division, as you look at the organizational chart and the accountability chart underneath of those people, each of those people who sits in those subdivisions understand crucial conversations and emotional intelligence because we require them to read that. We talk about that.

That’s part of a leadership program. Reading those books.

There’s a recipe. Everybody reads crucial conversations and emotional intelligence because those fundamental skills, which permeate through all types of leadership training, are going to need them. If in that process of moving someone into that leadership position as they’re onboarding with this leadership training that we’re doing, and they’ll spend time with me and our COO, who’s highly trained in leadership and training and theory. They’ll spend time with Steve. If we feel it’s not the right fit, we do not go any further. We are not going to push this person into a place where they don’t belong because I’ve done that.

Everybody reads crucial conversations and emotional intelligence because those fundamental skills permeate through all types of leadership training.
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I have taken the high-producing PT and made them a clinic manager. It’s not a good thing. It wasn’t good for us, it wasn’t good for them. To be totally honest, to show you the fruits of that, those people transitioned out not because I was trying to get them. It was uncomfortable for them because I forced something that wasn’t going to happen. Our leadership team and our managers are looking for these qualities that we discussed.

They take that up to their upline restructure and say, “I know we have a seat open.” They’re not trying to fit somebody to a seat. I know we’re looking for a new front desk person and I’m thinking that this tech might be good as a front desk person. They know that. We do have that identification and surveillance, and it’s going on all the time. The other thing we do and I’m sure you’ve probably encouraged this is every employee, regardless of their position in the company, has a quarterly informal conversation with their immediate manager.

It’s not talking about your measurables. That’s done on a more annual basis. It’s, “How are things going? Are you happy here? Do you feel like you have everything you need to be successful in your job? Is there anything that you think could be different about your job? What would make your job easy?” We ask these open-ended questions and get them to open up. We find some leaders in those conversations.

Two questions, and I hope I remember the second one after I asked the first one. The first one is, what do you tell owners who might tell you, “You mean I’m going to bring two providers off of the floor to have this conversation on a quarterly basis? How do I justify two hours of no production?”

First of all, our quarterly conversations, because you’re having them every three months, are at the most twenty minutes. It’s coffee talk. It’s like, “We’ll block out this slot. Let’s go hang out in the break room. Nobody else there.” We have a little open friendly conversation.

It sounds like, “How are you doing? What is wanted? What is needed? This is what I could get from you.” It’s like that.

The other thing and this is something that’s very early segue into leadership. That is when we bring a new clinician on, and I’m going to use the example of a new grad, we have a very regimented mentoring program. They meet with their clinical supervisor once a week for 40 minutes every week. That time is sacred. It can never be overscheduled.

Whether it’s a grad or a seasoned PT?

Typically all APTA-certified clinical instructors. That’s their mentor or an OCS for the Warren Orthopedic Practice. It’s someone who’s got the experience under their belt.

Do you take a seasoned PT through this mentorship?

A lot of it is done through an assessment of where they’ve been. If they’ve come from a very similar practice to ours, they may not need that mentoring clinically, but we do mentor them from a cultural standpoint and a process standpoint. Because everybody does their stuff a little differently, the schedule is different, and how the therapists handle their schedule. There’s some mentoring even for more saged clinicians. That mentoring program is another opportunity to have a more intimate time with someone to begin to identify like, “They’re displaying some qualities here. They’re good.”

The second question is how do you approach the conversation about potential leadership in your organization? It seems like a natural thing that you would need to do next, but I have some clients who have someone in mind who’d be a great clinic director, yet they haven’t had a conversation with that person about leadership in their organization yet. They’re having these conversations about this person being clinic director, yet they haven’t had that conversation with the person to see, “Do they want it? Do they think they’re ready for it?” What are your next steps? I’m assuming it’s that.

My answer to this question is going to presume that the clinic owner has the defined roles and responsibilities and measurables all laid out already for what that seat is. If that person says, “I am all in. I would love to have that seat,” that clinic owner can then produce, “To let you know, here’s your first bit of reading. These are the measurables. This is what we expect.” That’s all assumed. I think that there is tremendous value in spending one-on-one time with the owner. That is something that Steve and I did not do enough of even when we were certainly far from being even acceptable leaders in our behavior. We figured, “They seem to have all the qualities. See you later. Let me know how it goes.”

There is tremendous value in spending one-on-one time with the owner.
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We didn’t have this connectedness. Part of that is it breached safety. They didn’t feel like we were behind them. You made a comment earlier, people who view the operations in whatever part of the business it is, they view those operations and functions like an owner. When someone spends time with an owner and you talk about stuff, how you think about things, I don’t do this anymore because our structure is built out now, but I used to spend time with a front desk person. I’d hang out with them at the front desk. I’d watch how they would greet people. If I saw something that I thought needed improvement or addressing, I would say in a very respectful way when no one else is around, “My job is to make you look good and I want to give you some feedback on how you could look better.”

We role-played maybe what had happened. Is it a lot of time for me? Yes, but if it means a satisfied patient who’s going to refer their spouse or their neighbor because they had a great experience with that front desk person, it’s time well spent. I’ll do that every day. Now we have managers at the frontline level who are doing that.

Once you identify that person, once they know what’s expected of them, they need to spend time with someone who has been in those shoes whether it’s another clinic manager or the owner. Our current COO who heads our ops division is a clinician. She’s only been practicing for seven years, but she’s the COO. She spent eighteen months mentoring with me. I’m not going to sit here and say, “That’s why she’s the COO. She hung out with John Bradley.”

I followed a very regimented structure of onboarding where I was dialoguing with her on a personal level and a professional level every single day. She needed to see me vulnerable because when I can be vulnerable with her, that increases safety and trust. Now I don’t have to worry. If she has anything that’s bothering her, she’s going to let me know. I’m not going to find out about it after the fact because she feels that business is like her business.

That’s one thing we didn’t talk about in our first part about being a good leader. Part of that is vulnerability saying, “I messed up back there and I apologize. This is what we’re going to do differently,” or letting them behind the scenes a little bit and saying, “I’m not sure what to do. I have no clue.” Being vulnerable, like you aren’t the perfect leader at all times and in all places. They know that, but for you to be self-aware and to express that to somebody goes a long way in them developing trust in you, I believe.

It speaks to that ingredient that I think is missing. We talked about this in the first segment, a modern current cultural trend, which is to me this scarcity of humility. Humility isn’t beating yourself with a stick, “I’m no good.” Humility is when you let others speak first. You share your vulnerability with them. You eat last. You show them that you are committed to doing whatever you can to help them. Your presence there, it’s to help them move forward. If you don’t do that, then you’re going to be an owner who’s going to still be probably the one cleaning the bathrooms.

You’re going to have attrition and people leaving, and you’re never going to get ahead. You’re never going to get to that point. I can’t speak for every PT owner, but my goal as an owner is to not have to be there physically every day to make sure, “Is this getting done? Is that getting done?” That’s not why I want to be an owner. I want to be an owner because I want to have a team of people who I know if the beer truck runs me over tomorrow, then that company is going to keep on going. My success as an owner or leader is not what I’ve done. It’s what the people around me are doing. My value is through them, it’s not me. I want to be able to disappear if necessary. They’re fine. They’re going along.

A valuable thing that gets overlooked or maybe most owners don’t know what that looks like is the onboarding process like you laid out. You can do this in any number of different ways in terms of onboarding. You would spend a full day or two going over the employee handbook, values, and systems before they even touch the floor. That’s to get them into their positions. We should have that same level of expectation regarding onboarding, especially for our leaders.

1) You can’t expect that they are good leaders. 2) You can’t expect that they are good leaders if they are good leaders within your organization. There needs to be some mirroring, shadowing, and a lot of instruction. What helped us a lot was to move that person into that position, not with the title but with the title and, at the end of it, in training. This helped us get our minds and our team’s minds around where that person was headed.

Such that we could say, “We would announce this is our clinic director in training.” There’s no timeline for that training to happen. As soon as they have shown competence and successful abilities to take on the responsibilities of whatever that job description entails, then we would take off the training part. It’s an onboarding procedure that I think part of our leadership development programs should include what that onboarding looks like and what tasks can you start offloading to them gradually over time and them doing it and recognizing that they’re doing competently.

How far do they have to get? what do they have to do? How far down the checklist of job description items do they need to get before you take off that last moniker and give them the full title? We learned like you did, you’d give someone the title, you’d give someone the promotion and then you’d start the training. If it doesn’t work out, you can demote them, but it’s hard for that person to save face in your organization. You let go. It was easier to be a clinic director in training if they didn’t follow through with that, then they quietly were no longer the so-and-so in training.

The style of that onboarding and how that’s executed is important. The conversations that are had during the onboarding process are important. If you as the owner are doing the onboarding for someone in a higher-level leadership position, it might be a new COO or a clinic manager, it is easy to give them the answers to things. It’s like you’ve done it like breathing. That’s where the real discipline is in letting someone fall a little bit. You have to let them solve some things on their own, make a few mistakes, and in these conversations you say, “Now that this is completed, is there anything you would’ve done differently? How are you looking at this now?”

The real discipline is in letting someone fall a little bit. You have to let them solve some things on their own and make a few mistakes.
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You ask these open-ended questions that are countered by your gut as an owner. You’re biting your nails thinking, “I hope she does this.” You have to hold back from that and let them develop because you need to let them understand the process of even if it’s a conversation, even if where you’re on the onboarding is them having a performance evaluation with one of their reporting employees, you’re part of that or you hear things and you might pick up on this, “Did you hear how they told you this?” How did you feel when they responded to the feedback you gave them? Do you think that they picked up? That high-level evaluative conversation is such an important part of that onboarding. It’s very easy to say, “You got this. I know you can do this.” You have to let them go through those steps.

I know you do presentations with PT students specifically about leadership. Is there anything else that you tell them in terms of preparing or looking for leadership opportunities in the clinics that they go to?

I gear it in that venue to the relationship that they have with patients in patient care because it’s very relevant to them. I mean obviously in PT school, when I’m speaking to folks at that level, the idea perhaps of clinic management, clinic director, leadership-type positions may be a bit out of their wheelhouse at that moment. It’s down the road.

They need to figure out how to treat a patient first.

They’re very focused. I try to impress upon them that this leadership that I’m talking about is incredibly relevant to how you’re going to be with your patients. You want your patients. You know what you want. You’re starting with what you want, which is you want that person to get better. How are you going to structure the relationship so that the patient feels safe, has trust in you, and then is going to comply with what you are recommending?

That’s what I try to impress upon them. Even the instructors in their programs agree that there’s going to be that 30% of patients who do not respond to evidence-based practice. Go to primary care physicians, they’re going to tell you the same thing. How do you work with that? The strength of that relationship, the safety and the trust is what gets that 30% better.

Usually, when I tell them that, their eyes bug out because of this idea of talking about humility, service, and demonstrating behaviors that are consistent with that patient, that you want that patient to share your vision and your mission, which is to get them better. It’s more important that they have the trust and faith in you than for you to go in there and say, “I think this is what we should do,” rather than going through a laundry list of the things that clinically should be working. If something is not working, the first thing you should look at is how is the relationship you have with your patient.

“How am I being with them?”

“Am I walking into the room giving them the answers before I sit down in front of them or do I sit down and I look at them, pause, and say, ‘How are things going? How’s everything going?’” You want to know what’s going on with them. If they’re having some other problems, don’t ignore them. Don’t walk away from that. Lean into that. We do something in healthcare.

It may be partly of a cultural bias. We tend to be dismissive of the vulnerability of our patients. A patient comes in and they’re obviously not doing well. They break down in tears. There are many times, and I’ve done it. A lot of times, “It’s okay. You don’t have to. If you’re not comfortable, don’t. You don’t have to tell me it’s okay.” That is dismissive. The reason they’re crying, the reason they’re expressing that emotion is they want to share something with you.

Simon Sinek has given a presentation about his experiences in Afghanistan and working with the troops over there. He talks about his incredible experience of getting trapped in Afghanistan because of the war conditions and needing to get on a flight to get back to the US and the only flight that was available was a cargo plane that carried caskets of deceased soldiers. He’s sitting in the cargo bay with flag drape caskets.

When he got back to the US, he made a presentation to all the top-level military brass. As he was presenting his experiences over there to share with them what his recommendations are as far as team building and all the leadership training that he’s schooled in, he became emotional on stage in front of the joint chiefs of staff. He became emotional to the point where he got frozen. This is telling to me. He said, “In the corporate world,” and I could say in the medical, “We would tell, it’s okay if it’s too hard.” Someone in the back row in this forum of military leaders simply said, “Go on. Get it out. What you have there is important. We need you to finish that for us.” We don’t do that. We tend to dismiss it. That level of training of a young therapist is important like getting them to lean into uncomfortable situations.

Anything else you want to add? We covered a lot of stuff.

This is such a broad topic. My goal in talking about this is to focus on some key elements as owners that I think would make us more successful in building a leadership structure within our organizations and identifying leaders. You said it, Nathan, a number of times. It begins with us. It does. If you don’t buy into self-awareness and self-management, you can work for months on developing a leadership training program. If you don’t exhibit the qualities of service, humility, holding the door for people, and being consistent, it’s not going to work. You are wasting your time.

I was ignorantly and blissfully broken. People suffered as a result of that. It wasn’t until I fixed that. I’m not saying I’m fixed. We’re never fixed. We’re all a work in progress and we have clay feet. We constantly need to build ourselves up and work on ourselves. The more you work on yourself in this realm, your leaders will evolve. They will be the ones who watch you clean the bathroom. Check out the first episode to know that story. They’re going to be the ones who watched you do the little things every day they’re going to say, “I want that.”

They’ll be attracted to you. Those who are aligned in values will be attracted to your values and come and work for you. When you have a value-aligned business, you have an amazing culture of people who are willing to go above and beyond and lead. Our responsibility as leaders is to provide a foundation for other people to be successful. It doesn’t happen out of thin air. It takes some dedicated and intentional effort.

It’s hard. This is not increasing your plan of care frequency or your visits for whatever. This is hard stuff because if you’re talking about knowing yourself and being willing to change when you need to.

Thanks again for taking the time. I appreciate you sticking around. We’re talking with me for a couple of episodes here. If people want to get in touch with you, how do they do that?

The best thing is through email, JBradley@PptAndFitness.com. I’m on LinkedIn. You can find me there.

Thanks. I appreciate it.

It’s wonderful. Thanks for the opportunity.

For the past 25 years, he has been a consultant for local, national and international companies in the areas of ergonomics, workstation analysis and employee and management training. His practice specialty has been biomechanics and rehabilitation of the shoulder, spine, hip and knee. In his role as CEO, he has devoted considerable time to understanding and mastering leadership training, and is active in presenting this training to PT students in several DPT programs.

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