How To Strategically Plan For Amazing Growth In The New Year With Nathan Shields And Adam Robin Of PT Owners Club

The beginning of a new year is the typical time to measure past growth and plan for future accomplishments. In this episode of the Physical Therapy Owners Club, Nathan Shields and Adam Robin discuss their recent annual strategic planning session, the benefits to any owner of going through the process, and how prioritizing long-term activities and following through will typically equate to success over time. Failing to prioritize and set goals leads to anxiety and a default to completing short-term, less-consequential tasks. Don’t be the business owner who ends this year doing the same thing they’re doing now. Growth is imperative.

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Welcome to the show. I am here with my good buddy and partner, Adam Robin . How are you doing?

I am charged up. I’m glad to be back.

We want to talk about how to approach the new year to make it super successful. Something that Adam and I did was we finally met each other. We haven’t met each other. We’ve been working together for years and haven’t met each other yet. We finally met each other in person in Tempe, Arizona, over the holidays. We were able to do some annual strategic planning for the coaching business and thought that maybe going over some of those aspects of the annual strategic planning session would be appropriate and valuable for the audience of the show.

In this episode, we’ll break that down a little bit. We’ll also talk about how to prioritize appropriately and how to set goals for the new year to make it ultimately successful and see significant growth in your practices for this upcoming year. I’ll start with this. I’ll get a little bit into the nuts and bolts of the annual strategic plan session that we went through, but what did you take away from that?

I’m a young practice owner. I haven’t been in this game for very long. I’ve done my own annual strategic planning forever. I’ve never had anybody else be the host or the moderator, so it was a new experience for me, which was awesome.

Talk about that with me a little bit, going from doing it by yourself in the past for your own business to having a separate person lead out on that strategic planning session. I did the same thing. When I was a younger owner, I would do my own SWOT analysis. SWOT is Strengths, Weaknesses, Opportunities, and Threats. I did that to see what I wanted to do and what was upcoming in the next year.

It wasn’t until Will and I were probably in our 5th or 6th year that we had a 3rd person or a separate party come in. Our mentor led us through that process. It was valuable to have an outside voice to lead it and question a little bit of what we were thinking. What do you think the difference was between you doing it by yourself versus having someone else like me take you through it?

A few things. One, my company has steadily grown significantly over the last few years.

You’re on your third clinic here soon.

The annual strategic plans have become more intense. They are harder to do because there are way more moving parts and more people involved. The preparation for that has been a big challenge for me. Especially in 2023, I felt like there was a little more pressure on me to deliver. What was cool about doing it with you was I felt relaxed. I felt like I could take the back seat and let the process work. I felt like I was able to be in a more creative, passive state with you as opposed to more of a rule follower moderating the meeting.

I could see that.

Every year that I do it, at the end of the call or the meeting with my team, I’m like, “We’ve got to get somebody to do this next year.” I’ll then end up doing it again like, “We’ve got to get somebody else to do this next year.” I do that every single year. One year, I’m going to hire you to come do it for us.

I can see exactly what you’re talking about where if you are the owner and you’re doing the moderating, then your brain is going the entire time. You’re thinking about what you’re doing and what’s the next step in this process of planning things out. Unfortunately, also, you’re bringing your own bias into it. You’re going to lead the team in the direction that you want to go. That’s going to be good for the clinic, but is it in the best interest of the clinic for you to be the person guiding it instead of the leadership team being the ones guiding it and taking it off your plate?

I can see a big difference between those two situations or those two different scenarios where when you’re involved, that brings your own bias to the table. It also doesn’t allow you to think. Maybe your thoughts are a little muddled. You’re thinking about the present instead of the future, which is what the annual strategic planning session should be about. You’re thinking about getting through the day and hitting all the targets or the checklist of the planning session instead of thinking about big-picture things that you should be focused on.

Another thing that I thought was really cool that I learned from you was you don’t have to have a lot of goals. We walked away from the meeting with five goals for the whole year. We talked about a ton of things, but we got five main goals down on paper. Could you imagine?

Is that different from what you experienced in the past? Do you usually come away with 8 or 10 goals or something?

Yeah. Way too many. I realized, “We have way too many goals.” We were breaking them down into departments. I can see how being willing to prioritize what’s most important is really hard. There are levels to that. I felt like I learned a lot there with that.

If you feel like having too many goals, break them down into smaller departments. This way, you can determine which ones are more important and must be prioritized.
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One thing I’ve learned through the last couple of sessions that I’ve done is sometimes, there can be a goal that is more of a result than it is a particular goal. For example, you want a profit margin of 20%. That is a good goal, but it could be a result of something else. For example, in the coaching call that I had, this client is killing it in Texas, but her profit margins aren’t where she wants them to be. She knows that her team productivity rate slash utilization percentage isn’t where it should be. Maybe it’s in the 60s or 70s when it should be in the 80s.

I asked her what some of her priorities or goals would be for the next year. She says, “I want to get that productivity level up. I want to get my profit margin to this level.” I had to say, “The profit margin is going to be a result of other things. I know that your profit margin will get where you want it to go if you get your productivity level up to an 80%, 85%, or 90% utilization rate or productivity rate. You can keep that. You can keep watching the profit margins, but the way you’re going to work with your team isn’t going to be surrounding the profit margin.

What you’re going to work on your team with is production, getting that productivity rate. If we hit those productivity markers, then your profit margin will get to where you want it to go.” Sometimes, we can mistake some of the end results for priorities instead of other key stats to focus on that represent a bigger picture of what needs to be worked on. I hope I was clear on that and it wasn’t too muddy. That’s what I’ve experienced the last couple of times.

We call those input goals. I don’t know if that’s the right thing, but that’s what we call it in our team. What we’ll do is we’ll get all of our stuff on the board and continue to ask the question, like, “What’s the input?” You make the goals around the input. Your inputs will dictate your outputs. Your input will dictate the results. Make your goals less about the results and more about what actions you can commit to inputting into your business. You can control that parameter. When you focus on the inputs, the outputs happen.

Make your goals less about results and more about the actions you can commit to input into your business.
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It’s appropriate to have a profit margin goal. It’s appropriate to have a gross revenue goal, but what’s going to drive you to that? Is it production? Is it better collections? That represents so many things. Maybe getting a little bit more specific as to what’s going to drive us to that profit margin would be a more appropriate priority. We could get to a certain monthly figure. You name it, but is it going to be due to more new patients or a better compliance rate on cancellations and that kind of stuff? It is good to focus on the bigger picture things, but it’s important to narrow down to what’s going to make those goals come to pass.

Let’s focus on what gets the tire moving.

I know you’re past this stage, I believe, in your own ownership. What I often find in newer PT businesses, and this might be speaking to the small business as a whole, is typically one of the top priorities ends up being building out policy and procedure manuals. Was that a priority that usually came up in your first few years?

Not so much during the annual plan. I got lucky. Everybody’s got a different journey. I believe that I got into coaching pretty early in my journey. I was less than two years into ownership and I found myself in this place where I was not treating patients anymore. I was like, “This is crazy. What do I do with all my time?” I remember I asked Nathan, “Do you think I should write down everything I do on paper?”

Nathan had an immediate head nod like, “You should already have that yesterday.” I locked myself in a room for three months and wrote down every single thing on paper. I bound it together, put a cover on it, and created a manual. It is all that to say I never got to a place where I never found myself starving for policy and procedure because I was very proactive about it, if that makes sense.

It’s safe to say that your growth was easier because you had that.

100%. Every single year, we go through every policy. We start at the front desk. When the patient walks in, we go through the whole patient’s life cycle. It’s usually around Q2 when we start that. Q1 is more to get started and that kind of stuff. Your systems are key. We always make massive improvements. We always find things like, “We can cut this out,” or, “We can automate this,” or, “Why are we doing that this way?” every single time.

It’s cool that you made it such a living document like that. That’s huge because, typically, those policies and procedures collect dust. An employee handbook, if you’re not telling the team to go back to it and reference it when they have questions, is going to collect dust. It has to be a living document. The beauty of that is also, and you haven’t witnessed this yet, but you will, is when someone comes to purchase your practice. You hand that over.

There’s value to that. You will see increases in the multiple that’s applied to your EBITDA in the offer because you have solid policies and procedures. You have a leadership team that’s following it. It’s not you running everything all the time but people outside of you. They can cut you out and things keep running, and it’s all because of that policy and procedure work that you put into place.

Our thing is we get our systems dialed in and then we try to grow so fast until we run out of money, or we try to grow so fast until we run out of money or break it, and then it’s like, “We got to fix it.” We fix it, and then we get some money and then grow again.

It has worked out well for you thus far. Before we get too far, I’ll walk through a little bit about how we went through it and how I typically go through it with people. We’ll establish the rules. We do our one-word open. We turn off the phones. We’ll set up timers to make sure we run 50 to 60-minute sprints and give ourselves time to refresh for 5 or 10 minutes before we hit back at it again.

We’ll then typically get into reviewing the past year, like, “What goals did we have? What did we hit? What did we like about it? What did we not like? What are our goals for this next year?” We’re setting up the ideal scene. In the end, if we’re having this conversation at the end of whatever year you’re in, what would the company have to look like in order to say, “This was a huge monumental success. We achieved all our goals.” We write all those down and get clear on them.

We’ll go through purpose, values, and our mission. If those aren’t established, maybe it’s time to talk about establishing. If any of them are not clear or maybe not appropriate anymore and need to be edited, that’s a time to do it as well. The main idea of going through the purpose and values is to say, “How are we doing? Where are we falling short? What can we commend ourselves for? Do we still hold these true? What do we need to address if there’s any place where we are falling short?” It’s appropriate to use this annual session as a time to reflect on those.

We then get into it. It’s a SWOT analysis. As many people have done before, we write down all our strengths. We shared those with each other in our session. We shared our weaknesses. We shared those with each other. It took five minutes to write down our opportunities, and then we shared those with each other. It took another 5 to 10 minutes to talk about the threats.

Inevitably, we’ll have some things that are very similar and some things that are completely different. The idea is to then start establishing priorities. I don’t know if this exercise was new to you, but where would we reword the threats and weaknesses into strengths and opportunities? Do you recall a weakness that we approached and had to reword by chance?

I don’t.

That’s fine. I’ll bring up something that’s typical. A weakness is it’s hard to find physical therapists.

We don’t have enough therapists.

We don’t have enough providers. We need more providers. You would simply reword that into strength and say, “We have plenty of providers coming through our doors asking to work at our clinics,” as it relates to recruiting, you name it. After we’ve reworded all of those, then it’s time to break those down into the top 3, 4, or 5 priorities. Some of them are duplicates. Some of them are like, “That’s more of a project versus a year-round goal or priority. Cross these out.” Some of them are good ideas, but maybe they’re not in the top 3 to 5.

We come up with our top five priorities for the year. That took us a while. It probably took us about a half hour or maybe more. If there are more people on the team, it might require some more discussion. That’ll take a while. We do something called the priority star to determine how to organize those priorities, 1 through 5.

After we establish the hierarchy of priorities, we establish goals with them. We’re like, “What do we want to see? What does the completion of this priority look like in terms of a measurable goal?” We put a deadline on it and put an owner to it. We put a singular person in charge of that. We then set up some milepost markers or milepost goals. We’re like, “By quarter one, we should be here. By quarter two, we should be here. Quarter three,” etc. Also, we do some 30-day baby steps. We’re like, “In the next 30 days, by the end of February, I’m going to accomplish this.”

After we’ve gotten through that, what we come away with is the top 3 to 5 priorities for the company for the year, the goals that are in place, the owner of that goal, the deadlines, and the next steps. That should guide leadership team meetings for the next year. Those should be addressed every week or however often you’re meeting to make sure, and then the owner of each priority slash goal would report on their progress on a weekly basis later. That’s the benefit of it. You come away with the top priorities. You come away with owners, measurable goals, and milepost markers to hit along the way. The owners can say, “This is where we’re at. This is my next step. I’m on target,” and move on.

It’s so hard to see the value in doing that when you’re busy. If you ask owners like, “Can you take a break?” It’s hard for them to take a break, much less ask them to take a whole day off.

It took us 5 or 6 hours?

Yeah. We have 3 or 4 people on our team. We have a small gig. You never really appreciate the value of that until after you walk away from that and the preceding 30 to 60 days following it. We started this gig, PTO Club, sometime in the middle of 2023. We got our purpose and values dialed in, set some goals, and then took off. We used a lot of grit, determination, and hustle to get where we are. We had a ton of success. We have a bunch of clients joining our program. People are crushing it.

Towards the end of 2023, we got stagnant because we lost focus. We were like, “What are we doing again? Where are we at again?’ We had our annual strategic meeting and we’re back on fire. We both have things on our plate. We’re knocking things out. It’s fun again. Something amazing happens whenever you can get everybody aligned and moving in the same direction. I tell that to people all the time. It’s not the marketing strategy. It’s not the Facebook ads. It’s not the CEUs. It’s not the location of your practice. It’s getting clear and getting your team aligned around your vision. That’s the key.

We were talking before we started about how owners can see all the things they need to do and they all have the same level of importance. They all have the same hair-on-fire urgency level. Without having established some of that foundational work to be clear about not what your priority is for that day but what your annual priority is, that’s what should determine what you’re doing that day. It is not your email list and not the providers coming and knocking on your door and saying, “I need this or that.”

The annual priorities that you established when you had a clear head are those things that should be driving your day-to-day behaviors. You don’t have to remember them anymore. You don’t have to think about it. You can recall back to your notes or experience and say, “That’s what I need to do today. I know that I’m going to meet my metrics by the end of the year if I give some attention to blank today or this week.” You then make sure that gets done so you can know that you’re making progress towards that thing.

That’s where a lot of owners get burned out. They get a lot of anxiety because all these things are important. They’re like, “I got to do all the things.” Sometimes, what they’ll default to are the simpler tasks or the technical tasks that come easier to them and not as hard, which are treating patients, paying bills, and doing documentation.

That’s not going to get you where you want to go by the end of the year. Those things are important, but as a business owner, you have a greater responsibility to the business. Your core responsibilities are the health, vision, and growth of the business. Those are the things that are secondary, honestly. A strategic planning session that sets clear priorities and goals will help you maybe minimize your anxiety a little bit and give you a clearer head as to what needs to be done to achieve your goals.

It’s a tool like all these things are. I love what you said about how you design it. You pre-design it. You pre-design your year. You pre-design your month. You pre-design your week. You pre-design your day. You pre-design your work setting. You don’t do it while you’re doing the work. You do it before the work. You think, plan, and then do, not do and plan in the middle. You think, plan, and do.

Pre-design your work setting. Do not do it while working.
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When you can step out, let the emotions settle, get eight hours of sleep, get a massage, wake up early, go for a walk, listen to a good book, come in charged and excited about the day, and have this energy and creative headspace to be creative in design and think about what you really want to do in your business, that’s the perfect time to do it. Once you design that, what comes from that is clarity on what you want.

What happens is we go to work and things get crazy. Phones start ringing and people start quitting. Anxiety, overwhelm, and stuff start to build up. As soon as you feel that, you’re like, “I’m getting a little worked up right now.” That’s the perfect time to stop, pull out your notes, and get really clear on what you decided your priority was and recommit to that. I love that part. I love what you said.

The brain work or the thinking work is the work that most of us tend to avoid because it’s the hardest thing to do. Our default is to go into hustle mode because it’s what we know. We know how to hustle. We know how to run around, treat patients, bill, get those units in, sell that plan of care, and use all of our physical energy to get things done, but that’s not how you grow business.

That’s not going to move the business forward.

We got to do the brain work. The brain work is where the money’s at.

There was a caption in Tim Ferriss’ book, The 4-Hour Workweek , that smacked me across the face, figuratively, as I read it. I had to underline it. I’ve re-read it and mentioned it a number of times, maybe not on this show but with people. People like to wear busyness as a badge of honor.

It’s a disease.

Everyone’s busy.

I’m guilty of it.

Sometimes, you want to show people that you’re busier than they are. You’re like, “I’ve got this going on.” He said, “Busyness is a sign of being mentally lazy because you haven’t taken the time to be clear about how to get things done and what things are of greatest priority.” In his situation, he is talking about, particularly, offloading things that you’re not expert at to third parties who are expert at it. It will save you money in the future. Doing a little bit of work like that or spending the time you did on a policy and procedure manual will save a lot of headaches and questions down the road because you put some effort into that.

Simply being busy means that you’re not looking through all of the things that you have before you and prioritizing them accordingly to say, “I need to spend more time here and I don’t need to spend time over here,” or, “I can offload that thing over there to someone else,” or, “That thing can wait another 30 days before I handle it.” I loved what Tim Ferris said about that in T he 4-Hour Workweek. As we talked about before the push and record here, Alex Hormozi said something similar. He knows when he’s anxious that he hasn’t appropriately prioritized all that’s before him. Am I saying it right?

Yeah. There are too many options and you don’t know which one to choose yet or you’re not clear on which one you should be choosing.

You haven’t made proper decisions. You’ve got all of these things before you and you don’t know where to go. Whereas when you feel depressed, it is a state in which you don’t know if there are any other options. You think that whatever state you’re in is the only option that you can even consider. That is when he finds himself in depression.

A lot of owners find themselves in that anxious situation because so much is in front of them. It can also lead to some depression because they think, “This is the only way that this issue can be addressed.” That’s where the beauty of coaching comes into play because that’s where a coach says, “There are these other options. You might not like them.”

It is like, “You’re not going to like them most of the time. That’s why you’re not doing them.”

You are accountable for doing the stuff that you don’t want to do. That’s the beauty of coaching. It is to say, “You have options. You need to make a decision. The faster you can make a decision, the more quickly your current state will change.”

The first decision you have to make is to say, “No more.” You have to make that decision, and that’s a hard decision. You got to say, “No more. I’m going to risk it. I’m going to step out of treatment. I’m going to make the hire. I’m going to spend the time.” Whatever it is that’s your monster on the other end of the room that you’re avoiding, you need to go for it and you need to do it.

That’s hard. Even if you’re suffering in mediocrity and whatever you want to call it, whether it be fear or anxiety, at least you can be comfortable in that state because you know it. There’s a lot of fear in the unknown. It is like, “What if I make that hire and they suck? What if I spend the money and it doesn’t work out?” It’s easier to paralyze yourself and say, “I’ll status quo. Even though it sucks, at least I’m comfortable with it. I’ve become buddies with my anxiety and my fear. I know how to handle those somehow.” It’s not going to get you your dreams. It’s not going to get you what you want to accomplish.

It’s going to be hard but on the other side is everything you’ve ever wanted.

That’s right.

It’s more than just business, too. It’s your role in the family and your ability to be a better father or a better mother. It is your ability to serve your team better. It is your ability to be a powerful leader. There’s a lot on the other side of that fear that you’re not leaning into.

It’s really interesting how much I’ve learned in business made me a better husband, son, friend, you name it. My communication skills are better. I’d like to think I’m a little bit more humble when it comes to being the first to apologize and take responsibility for a mistake that I made. If we’re going to plan things out, it’s going to be planned differently.

That made a mark on me when my mentor told me that not only did he have values in his company but he, his wife, and children established family values. They established their family values and recited them every day. Me and my family have family values. I agree. It’s important to have family values. I didn’t recite them every day like he did. They would recite their family motto when they said hi and bye to each other and stuff. All those business lessons translate. It’s not like you walk out the door of your business and all of that’s left behind. You take that with you and you can learn a lot.

This goes without saying, which I hope it does, that I still struggle with all of the same problems and the same challenges. I find myself avoiding work all the time. I’m like, “I’m avoiding work. I’m avoiding that thing that I’m tired of doing, the thing that I’m doing but not fully committed to doing.” I find myself there all the time. The difference is that I’m aware of it. I’ve gone through the experience of becoming aware of it and overcoming that. It helps me be a better person because I’m more aware of who I am, what I don’t like to do, and what I do like to do.

That struck me in Brené Brown’s Daring Greatly . She was talking about procrastination or something to that regard when you find yourself streaming a social media site or YouTube or playing a game on your phone. I find myself doing this all the time. I am thinking to myself, “What am I avoiding right now? What am I avoiding that needs to be addressed?”

Instead of purposely thinking, “I’ve checked my list of things that I wanted to accomplish this day. I’m happy with what I did. I’m ready to close the book on the day,” if I’m bringing up my phone and doing something, it usually ends up being like, “I finished a task,” and then grab my phone. I waste an hour and then come back and be like, “That’s right. I need to get some more stuff done.” I like what you said in that. It’s important for us to be aware that some of those tactics are simply distractions. They are avoidance mechanisms for what truly needs to get done. It’s important for us to be aware of those.

We have an exercise in our coaching program which I robbed from another guy who taught me. It’s establishing your non-negotiables. It is an exercise where you define who you want to be, what you want to commit to, and what’s really important in your life, and then choose to prioritize that. Part of some of that’s going to be family, mental health, physical health, eating healthy, and reading books. The quiet time and the quiet thinking time, like annual strategic planning, is where the health of your business is developed.

The thing about life and about busyness is that the first thing that we sacrifice is our own health or our business health. How many times have you started an exercise routine, a diet, or whatever that you wanted to commit to? I’m sure many people who are reading have set big goals that they want to commit to. What happens? We’re good for 1 week, 2 weeks, or 3 weeks. Maybe we’re 80% in 4 weeks and we’re like, “I got busy. I’ll have a cupcake.” The first thing we sacrifice is our health. If there’s any lesson to be learned here, the first sign that you’re going off track is when you start to jeopardize your health and your business health specifically. It’s the most important thing. Take care of yourself and your business and everything else will follow.

The first sign you are going off track is when you start to jeopardize your health and business. Always take care of yourself first and everything else will follow.
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I like to say your love language for your business is quality time. You need to give it time. When I say quality time, I’m not talking about going into the office and cleaning the toilets before everyone gets there and that kind of stuff. It’s more of working on the business like it’s a real business. It is demanding profit from your business and pulling the proper levers to get the profit to develop culture, being intentional about the culture that you want to create, and creating systems and processes so these things can live without you.

You can be gone for a couple of weeks and they still run for a month. That’s the important part of working on your business. To bring it back around, that’s where when you get an annual strategic plan session, you take all those things that are in front of you that you could be doing and boil them down to the things that are most appropriate for this time of your business to move it forward.

It would be super important to talk about a few other things that we can do to make sure that we maintain focus throughout 2024. We reference the book Traction by Gino Wickman all the time. We probably say it every other episode. If you haven’t read it, read it. In fact, chapter three will outline in detail exactly how to do an annual strategic plan. I read chapter three of Traction every single year.

There are many other principles in that book in what he calls the Entrepreneurial Operating System, the EOS. Part of it is not only writing the goals and priorities down, but we write them down in one place and everybody uses the same piece of paper. That can either be electronically or pen to paper. The thing is, when there are notes and updates to be made, they’re not made on your paper. They’re made on this paper, the team’s paper that everybody shares. There’s no hiding. There are no things getting lost in the weeds. The communication channel is the same. Making sure that you’re using one system to update priorities is important.

Number two is meeting every single week. Put it on the schedule like, “The meeting’s Tuesday at 1:00 or Monday at 9:00 every single week.” You have to be committed to pulling out that piece of paper and saying, “We’re going to go around the room and everybody’s going to update us on where we’re at and what we can expect on the priorities.”

If you do those two things, you’re creating an environment of accountability and transparency. What more powerful tool can you do than to create a team that holds each other accountable? If you have a team that you love, you trust, and you are trying to help and on Monday, you’re going to have to get up there and talk about how you didn’t do XYZ like you said you were going to do, that’s a hard thing. There’s an intrinsic drive that will naturally evolve and your culture will develop to help things get moving a lot quicker. Those are two tips that I would highly recommend.

It took me a few minutes to break down the agenda for our session. Plenty of people aren’t in a situation where they can write that down. You can go to Traction. You can reach out to me as well, Nathan@PTOClub.com , and I can share my guidelines for it with you. There are opportunities to get these done and you don’t have to figure out the agendas yourself.

What we would recommend is if you have a leadership team of you and at least 1 or 2 other people, maybe it’s time to have someone outside of yourself to lead that conversation. If it’s just you, that’s fine. I’d recommend you do it with a coach so you get some feedback, have someone to hold you accountable to those goals and deadlines over the course of the year, and have someone to report to, but you can do it by yourself as easily. We covered a lot of it. Is there anything else you want to add?

No. This is a boring topic. Depending on if you’re looking for something flashy, this is not flashy. Most of the time, success is not flashy. It’s usually boring work.

It’s the hard work.

That’s why business coaching is hard to market. It’s like, “We’re going to show you how to do boring things.”

It’s like, “We’re going to make you do a bunch of stuff you don’t want to do.” Isn’t that the story of physical therapy? We’re like, “We’re going to make you do all kinds of exercises you never wanted to do and it’s going to hurt. Aren’t you excited?” We’re used to that.

I tell this story a few times. I’ve told this to a few clients. I remember us having a conversation. It was me, you, and maybe Will. There were a few people on a call. We talked a little bit about, “What is the most important thing that you can develop or create this year to most likely correlate you to success or towards these goals or your goals?” You said alignment of your leadership team. That has stuck with me.

You being able to develop alignment, take your vision out of your head, get it in a place where your team can see it as you see it, have an opportunity to raise their hand and say, “I see that and I want to be a part of it. I’m committed to it. I’m open to you holding me accountable to it,” and develop that in your company, if you take a day, you would go to the moon. Your company would go to the moon.

It’s called investment. This isn’t “productive time,” but it’s investing in your business and investing in the right things in your business. If there are people out there who are wondering how they can improve the culture of their business, this is where that stuff starts. It’s when you meet together when you have a team. When you are intentional about your growth and intentional about implementing values, living out your purpose, and that kind of stuff, that’s when you start to see alignment and growth. It’s almost impossible to measure, but you will see the growth from it.

I’m glad you mentioned that. I don’t guarantee a lot of things, but I guarantee that if you decide to focus on your priorities, you will grow. I don’t know why the world is the way it is, but that’s what it is. If you need any help with that, please shoot me a DM. Email me at Adam@PTOClub.com. We have developed a system where we can show you exactly what stage of business you are in, depending on the size of your business and the income that you have coming in and out of your business. We can help you get very clear on exactly what your priorities are and what you need to focus on so that you can grow. Most of our clients are growing between 40% and 60% annually, so don’t miss out. You can do it too.

Reach out to Adam at Adam@PTOClub.com and me at Nathan@PTOClub.com . Check out the website, PTOClub.com , if you want to do a discovery call with the both of us. You can book a call there and talk to us a little bit about business, which we love to do. Make sure if you haven’t yet to join the 600-plus other PT owners in the Physical Therapy Owners Club Facebook group. You can get on there and ask questions, share wins, etc. We’d love to see more of you, that’s for sure. Thank you so much for joining. It’s good to get back on the horse and get out some content.

Let’s kick some butt.

It will be an awesome year. I’ll see you.

He continues to work closely with business consultants to continue to grow Southern to be everything that it can. During his spare time, Adam enjoys spending time with his family and friends.

He enjoys challenging himself with an eager desire to continuously learn and grow both personally and professionally. Adam enjoys a commitment to recreational exercise, and nutrition, as well as his hobbies of playing golf and guitar.

Adam is inspired by people who set out to accomplish great things and then develop the discipline and lifestyle to achieve them. Adam focuses on empowering and coaching his team with the primary aim of developing “The Dream Team” that provides the absolute best patient experience possible.

He believes that when you can establish a strong culture of trust you can create an experience for your patients that will truly impact their lives in a positive way.

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The post How To Strategically Plan For Amazing Growth In The New Year With Nathan Shields And Adam Robin Of PT Owners Club appeared first on Physical Therapy Owners Club.