How to Think Like a CEO with Brandy Mabra | POP 723

A photo of Brandy Mabra is captured. Brandy went from bankrupt single mom of a toddler to the breadwinner and CEO of her own company. Brandy Mabra is featured on Practice of the Practice, a therapist podcast.

How healthy is your practice? What can you do to assess the success of your practice? Do you want to create a CEO mindset?

In this podcast episode, Joe Sanok speaks with Brandy Mabra about how to think like a CEO.

Podcast Sponsor: Therapy Notes

An image of Therapy Notes is captured as the sponsor on the Practice of the Practice Podcast, a therapist podcast. Therapy Notes is the most trusted EHR for Behavioral Health.

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Meet Brandy Mabra

Brandy went from bankrupt single mom of a toddler to the breadwinner and CEO of her own company. She knows what it takes to build a 7-figure company and beyond – and helps her clients to stand in their own CEO roles with confidence.
She is the CEO of Savvy Clover Coaching & Consulting and is a Business and Leadership Coach with over 15 years of business management and leadership experience. She runs a successful online coaching business empowering her clients to own their role as a bold, confident, and savvy CEO.
Visit Savvy Clover and connect on Facebook, Instagram, and LinkedIn.
FREEBIE: Download Brandy’s Free Business Health Checklist to elevate yourself to CEO status

In This Podcast

  • Overcome the “worker bee mentality”
  • Hire, hire, hire!
  • How to create a CEO mindset for your business
  • Assessing the health of your business
  • Brandy’s advice to private practitioners

Overcome the “worker bee mentality”

One of the main challenges that many business owners face is overcoming the “worker bee mentality” where they do everything.

This is necessary to launch the new business, but as it grows you need to grow your mindset with it so that you can encourage and support success, instead of feeling like you have to always do everything yourself.

That is fine in the beginning [because] it is necessary for the beginning, but as you grow and scale, expanding your thought and mindset for what it truly means to be the owner and CEO of the practice [becomes important] to leverage the practice.  (Brandy Mabra)

Hire, hire, hire!

If you hire your life will be easier, if you hire you’ll make more money, if you hire it will make things better because you’ll [be able to] delegate, and get things off your plate. (Brandy Mabra)

Another challenge that many practice owners face is hiring employees into their business, which is the next step to overcoming the first challenge of doing everything themselves!

However, when you hire, you need to be strategic. Be clear about the direction that you want the practice to move towards so that you can hire the best-fit employees to help the practice reach those goals.

How to create a CEO mindset for your business

1 – Start with clarity: what are you building? What do you see in the practice and where can it go in the future?

[Have] a great understanding of what exactly your mission and vision [is] of what you are doing. What is the impact that you want to make? When you come from that place of clarity, it makes it so much easier when you are thinking about [the] team that [you] need to have in place to make this happen. (Brandy Mabra)

2 – Who you need: once you have clarity on what it is that you want to do, you can start with who you need to help you get there.

3 – What you need: with clarity again, you can figure out exactly which skills you need to learn to put yourself in a position to achieve your goals.

Assessing the health of your business

1 – Categorize the activities that are happening within your practice:

  • What are the marketing activities that you are working on?
  • What is the revenue and money that is coming into the business?
  • What does the operational workflow look like? What does your patient cycle look like? How long does it take for a patient to come and go through your practice, from check-in to check-out?

2 – Look at the feedback from Google reviews and client surveys. How is the practice being received in the community?

3 – Observe the response times, from when a client calls or sends an email to when they receive a response from your team.

4 – Critique the client experience and make sure it is at the forefront of your practice’s processes.

5 – Check in with your team and build a healthy communicational flow with them. Are you taking the time to get feedback from your team, and brainstorm with them to see how you can make the practice better?

6 – Are you checking in with yourself as the owner?

Our goal is to build a great practice but at the same time you have to take the time for yourself, so [check] in with you, your energy, and [pay] attention to what you have going on that month or that day, and [make] sure that you are setting yourself up for success. (Brandy Mabra)

Brandy’s advice to private practitioners

Think bigger! We are designed to accomplish so much, so when you have a purpose, make waves and think bigger to make the biggest impact, and remember that you are not meant to be doing everything alone.

Useful Links mentioned in this episode:

Check out these additional resources:

Meet Joe Sanok

A photo of Joe Sanok is displayed. Joe, private practice consultant, offers helpful advice for group practice owners to grow their private practice. His therapist podcast, Practice of the Practice, offers this advice.

Joe Sanok helps counselors to create thriving practices that are the envy of other counselors. He has helped counselors to grow their businesses by 50-500% and is proud of all the private practice owners that are growing their income, influence, and impact on the world. Click here to explore consulting with Joe.

Thanks For Listening!

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Podcast Transcription

[JOE SANOK] This is the Practice of the Practice podcast with Joe Sanok, session number 723.I’m Joe Sanok, your host, and welcome to the Practice of the Practice podcast. I am so glad that you are here. We have some amazing free resources for you over at pillarsofpractice.com. We have actually two different tracks, that you can get free e-courses from us. One track is for people just starting a practice. So that moment that you say to yourself maybe I want to start a private practice, you can go opt-in over there, get full access to all of our videos, checklists. We used to make you opt-in for every single little checklist, but now we just dumped them all in one spot more to make it easier on ourselves than on you. You can go over there, get a bunch of checklists on starting a practice. We have our 28 step checklists for starting a practice. We have all these eight-minute experts where we interview experts about website design, money, all sorts of different things that will just help you get started.Then we also have a track over there that’s for growing an established practice. So maybe you have a strong solo practice or even a group practice. We have all sorts of resources, digital opt-ins checklists, things that are just going to make it easier for you. We’re past the information age. We are in the implementation age and we want to help you implement things. So if you had an over to pillarsofpractice.com, you’ll see those two options of if you’re starting a practice or growing a practice would love to help you out in that area. We have so many people, I think we have 23,000 people that have already opted in for those free courses and are just killing it. It’s really amazing to see people in that area.When I think about when I owned my practice before I sold it in 2019, thinking about the health of a practice and the CEO mindset was such a big shift for me. I still remember when I interviewed Mary Rogers, Mary Rogers was, this lady who I knew locally, she had been an entrepreneur, and then she had this Mary in the Morning Show. It was the very first radio show I had ever been on and I was her weekly therapist. I woke up at like 6.30 in the morning, which if you know me is a crazy early time for me to wake up. I love sleeping in so much. But I would go over there every Tuesday morning and talk about therapy issues and that’s what really got Mental Wellness Counseling off the ground.I had her on my show and she said, one thing to think through is, have you given yourself a job or have you given yourself a business? For me that switch in starting to think like a CEO, think about scaling, about the business health, those were all huge things for me at the time because I had no business classes in college. I had no business classes in my masters, like many of you. So I was just learning as I went, which is why I’m so excited about Brandy Mabra. Did I say that right, Mabra? Yes, I did. I wrote, I took notes. I wanted to make sure I said it right then I stumbled and didn’t. Brandy is here on the show today. I’m going to leave that into show. I’m human. Brandy is the CEO of Savvy Clover Coaching & Consulting, and is a business and leadership expert. She has 15 years of business management and leadership experience and is running the successful online coaching business and empowering her clients to own their own role as a bold, confident and unapologetically savvy CEO. Brandy, welcome to the Practice of the Practice podcast. I’m so glad you’re here. [BRANDY MABRA] I’m so excited to be here. Thank you so much. That was an amazing introduction [JOE] Yes. Well it’s fun to think back on early career things and just realized, holy cow, I really just jumped into stuff and had no idea what I was doing and just picked up things along the way. Hopefully today we can speed up some folks learning where they don’t have to just limp along for years like I did. Well, why don’t we jump into, so you help CEOs, you help with business health, you do all these things for folks. Let’s rewind a number of years, how did you get into this work? You’ve been doing this type of work for a while, but what even drew you to this work in the first place? [BRANDY] Oh goodness, it’s a longwinded road of entrepreneurship on how you get into entrepreneurship. But ultimately my business management leadership career started because I come from a long line of healthcare family; I have nurses and so ultimately when I first got into my career, I started out as an exercise physiologist doing inpatient and outpatient cardiac rehab. Eventually that led to me getting a practice manager job working at an ophthalmology practice. I took a leap and moved from Ohio to North Carolina. If you were to look me up online, you’ll see that I’ve been published for my story. Essentially just because I moved to North Carolina as a single mother with my son who is now 16, he was two at the time and I had my last paycheck, a rental car because I had just filed bankruptcy and essentially no job, came down here just in regards with no home.So I was able to take, yes, I was able to take that experience that I had gotten actually in early parts of my career working in a cardiology office and started an internship program. So once I put all of that experience onto a resume, I ended up with a really great management resume and started to apply for practice manager positions or a supervisor type of position. So when I got my job in the ophthalmology office, it was a practice manager position and I took that experience and ran with it, ended up getting my master’s in health administration and ultimately was able to get into the C-suite helping to grow, restructure just, it made more efficient, all of it when it comes to private practices.I’ve worked both in a corporate background and also small business as well. So it’s that experience that I’ve been able to utilize to not only help my own business building journey, but also be able to help private practice clients as well with their practices and helping them own their role as CEO and step into that management piece and leadership piece. Because ultimately, I know, especially when it comes from practitioners, the training, you didn’t go to school to be a manager. You didn’t go to school to be a CEO. You went to school to help people and to better the health of others. So with this experience has been really nice just to see that it was needed. I started originally out in career coaching and made a pivot and utilized my business management. I’ve been on that track ever since. It’s definitely nice to see how things layered. [JOE] Now, when we think about that CEO mindset, what are maybe some things that people often get wrong when they have their own businesses, especially if they’re like most of the listeners where they don’t have business experience? What are some things they get wrong or they think they have to do that they shouldn’t do, or just challenges that maybe they really shouldn’t be entering into. [BRANDY] They go into it, what I find, they go into it with creating a job for themselves essentially, and going into it with a worker bee mentality. Essentially, it’s starting out, you’re the one doing everything; you’re seeing the clients, you are helping with billing, you are scheduling appointments, you are doing all the things, wearing all the hats and working all the days and everything, so doing all the documentation, all of it. So what I find is that is fine in the beginning. It’s necessary in the beginning, but essentially as you grow and as you scale expanding the thought and expanding your mindset for what it truly means to be the owner of the practice and the CEO of the practice in order to leverage the practice and getting out of the weeds.So it shouldn’t be where you still have that same mentality of a solo practitioner, especially if you’ve hired other providers to help you or you’re bringing on additional admin staff. So I just find that the biggest thing is that staying in that solo mentality or trying to keep everything on your plate as you’re trying to build a practice starts to definitely get in the way. [JOE] Yes. What else do you feel like people maybe get wrong when they’re thinking about being a CEO [BRANDY] Hiring, hiring, hiring, I think, especially on the online space and just reading. It’s, if you hire, your life will be easier, if you hire, you’ll make more money. If you hire, it’ll make things better. You’re able to delegate and get things off your plate. However, when you do hire, it has to be strategic and it has to be intentional and you have to get really clear, really, really clear for the direction that the practice is going to be moving towards and moving in and hiring based on the skill sets that you need, but also thinking about your business culture and thinking about what’s going to be a really great fit and taking your time when you hire.So oftentimes I find when people hire, they hire a warm body they hire somebody who seems like they’ll work out, they hire because somebody says that they can maybe work the hours that they need. They hire from desperation because they’re so burnt out and they’re tired and they just need somebody to help them. So when you do that, then ultimately what happens is you end up eventually letting that person go, or sometimes you keep them too long because you feel bad. That’s a definitely a big mistake because as you’re growing your practice, you essentially become hostage to it in so many different ways. That’s another mistake that I always see. [JOE] What would be some of the first steps to move away from some of those things because I mean, I think about how often people have given themselves a job and not a business where if they’re sick or their kid’s sick or they go on vacation, they just, they not only are paying for that vacation, they’re also making $0 while they’re gone. What are some of the first steps when people are starting to move away from that approach to maybe more of a CEO mindset for their business? [BRANDY] I always say start with clarity, getting really clear on what you’re building and what do you see the practice, not just you as the one who’s doing all the work and seeing all the clients. And even if you’ve hired other providers to help you with the load still having a great understanding of what exactly is the mission, what’s the vision of what you’re doing. What’s the impact that you want to make? So when you come from that place of clarity, it makes it so much easier when you’re thinking about, okay, who’s the team that I need to have in place in order to make this happen? What are some things that are on my plate that I maybe need to get rid of and I no longer need to do or not serving me so I can build what the vision is, I can build what the mission is and ultimately just understanding what do I need to learn? Maybe there’s additional skill set that you need to learn.Coming from that place of what is the opportunity and then what do I need to do in order to get there and who do I need on my team in order to get there and who do I need in my corner in order to get there? But when you’re not really thinking about what it looks like, or you’re in the place of not having that clarity or that mindset piece, then it makes it so much more challenging and difficult because you’re just moving and going from one task to another task or maybe throwing spaghetti at the wall, because you’re not clear. [JOE] Well, I know a big thing that you talk about is the overall health and assessing the health of a business. I’d love for you to walk us through those different either factors or pillars, I’m not sure how you frame it, to really think about the overall health assessment of a business. Will you walk us through what that looks like? [BRANDY] Oh absolutely. Absolutely. I always say, because I call it the six pillars of business excellence and I always say, it’s not sexy. There’s nothing sexy about it. The title is sexier than what it comes down to but ultimately when you’re looking at your practice, you should always look at it holistically. So one of the things that I find that’s very helpful is to categorize the activities that are happening in your practice. Ultimately it comes down to what are marketing activities that you’re working on, what are the financials that are coming into the practice, like that’s looking at revenue and money and paying attention to it, the operational workflows? Every practice has a patient cycle, so if there’s any inefficiencies that are happening within the operations, that costs you. [JOE] Let me pause you there, when you say patient cycle, take us through what that means. [BRANDY] Oh yes, patient cycle, so essentially when looking at, how long does it take for a patient to come in, like if they’re coming into your practice, how long does that cycle take from check in to check out? So ultimately when you have a busier practice that, again money is time, time is money and so if it that process is too long, if that appointment is supposed to be 60 minutes, but that appointment takes 90 minutes, then ultimately that can be cutting into potential revenue, that could be cutting into other things that could happen during that time that could actually take the practice further. If it comes down to where it takes a long time for a patient or client to get checked in, just paying attention to some of the bottlenecks that are happening. So your patient cycle time can help with those things. Just looking at the different stops that a patient and client can go through within your practice that can I help you identify operational inefficiencies essentially. [JOE] Okay, so you’re evaluating that some of the operations. What else is in the pillars? [BRANDY] Your client experience, patient experience, making sure that what’s happening? Looking at Google reviews, looking at getting client surveys, what’s the feedback, looking at call times, response times. How many people may be messaging you? Having policy and procedures around the client experience and making sure that that is at the forefront. Because again, if the client experience is off or you’re not paying attention to it, or complaints are coming in, looking at tracking complaints just to see what some opportunities are there. I always say that client complaints are the recipe for how you can fix a broken practice, so just paying attention to those things.The next pillar would be team, checking in with your team. I find oftentimes that after you hire, then you’re nervous to check in. You feel like you might be bugging your team if you’re wanting updates or you need to schedule meetings or you need to tweak things or if something’s going wrong or if they’re doing something well. So just making sure that you’re taking that time to actually ask questions, making sure that you’re taking that time to have standing meetings, making sure you’re taking that time to get feedback and ask questions and form partnerships and brainstorming for how you can make the practice better is really powerful.Then the last pillar is you as the CEO, you as the practice owner, checking in with yourself. Oftentimes we come from a place of just doing and so our goal is to build a really great practice, but at the same time, you have to take the time for yourself, so checking in with you, your energy, paying attention to what you have going on that month or that day, and making sure that you’re setting yourself up for success so you’re not burning the candle at both ends or you’re neglecting your self-care. So oftentimes I find is that you’re potentially telling clients like, “Hey, self-care, don’t be burned out, have boundaries.” All of those things, but you have to do that for yourself too. [THERAPY NOTES] Is managing your practice stressing you out? Try Therapy Notes. It makes notes, billing, scheduling, and tele-health a whole lot easier. Check it out and you will quickly see why it’s the highest rated EHR on Trustpilot with over a thousand verified customer views and an average customer rating of 4.9 out of five stars. You’ll notice the difference from the first day you sign up for a trial. They offer live phone support seven days a week so when you have questions, you can quickly reach out to someone who can help. You are never wasting your time looking for answers.If you’re coming from another EHR, they make the transition really easy. Therapy Notes will import your clients’ demographic data free of charge during your trial so you can get going right away. Use the promo code [JOE] to get three months to try out Therapy Notes, totally free, no strings attached. Remember telehealth is included with every subscription free. Make 2022, the best year yet with Therapy Notes. Again, use promo code [JOE] to get three months totally free. [JOE] So what is, maybe take us through either like a case study or a client you’ve worked with and how you walked them through some of those particular pillars. You can either go into all six of them or one individual, one how you worked with them because I think sometimes it’s easier to really hear a case study about somebody. Is there a client that comes to mind that really represents evaluating the health and then addressing it and then seeing some results as a result of really diving into wanting to make their business healthier? [BRANDY] Oh, absolutely, absolutely. So a current client, actually we’re going through and looking at financials. And sometimes too, it comes down to the people who you’ve had part of your team and having a good understanding of what’s happening in the practice before you delegate activities out. So understanding your numbers before you can, definitely, you need to work with a CPA, but you need to understand your numbers too. So going through and looking at the profitability of the practice mapping out how past year’s performance tell a story when it comes to the practice. Some of my clients, the case study is that they want to sell their practice for a dollar. They just want to burn it down to the ground because essentially, it’s been running them for so long compared to them running the practice.So we were starting out with just getting clarity of what’s happening what are the numbers? What’s the story behind the numbers? If operational expenses are high, why? Why is that happening? Getting really clear on what’s happening from marketing, looking at website clicks, looking at how are you marketing? We talked about social media. Who’s doing social media? A lot of times I find that the practice owner and what’s happening with my current client is the practice is trying to put some of the activities back onto them because that’s safe, that feels good, so trying to make sure that we’re delegating the things that need to happen to free up the time and to free up so that way she can focus on leveraging the practice essentially.So just looking at operational workflows, going back through and looking at policy and procedures, what policy and procedures need to be updated, what standing operating procedures do we need to put into place? Because essentially again, it all comes down to how are you spending your time? What’s happening workflow-wise, what’s happening with the money? So when you start to dig into the details of things, it tells a story and not just paying attention to what’s happening in the current month, but looking at trends, what happened last month, what’s happening this time last year and matching those types of things up. That way you have essentially, and what we’re working on is a well-oiled machine, a well-oiled practice that can run without the owner, essentially, because that’s always the goal and making sure that the team has the resources that they need to be successful and that they understand the responsibilities to help move the practice forward and that it’s a team effort. That’s the case study. [JOE] When you say, look at the numbers from the year before, what are some of the numbers that you like to dig into? [BRANDY] Oh, operating expenses, what was happening this time last year from expenses, how much revenue was coming in? How much profit? We’re looking at that. So there’s actually a dashboard that that I have, a practice performance dashboard. It has the just revenue, operating, payroll, contract help, that expense. Also to some of the other things that are on there are no-show rates, denial rates when it comes to billing, claims, aging reports, patient aging, if it’s 30 days, 60 days, 90 days. Looking at a lot of those different things when it comes to deeper metrics that are really showing the performance of the practice and getting a good understanding of more than just this is revenue coming in and expenses going out, but just understanding where’s the revenue coming from, what’s happening from visits, types of visits, pay or mix all of those things. So it tells a story for why the practice is profitable, not profitable and why the practice is either chaotic or not chaotic. [JOE] When you think about, especially looking back last year in 2021, at the time of this recording or in 2020 how much are you taking into account those numbers in regards to like the PPP loans, like had a huge influx for a lot of businesses or other variables compared to just saying, well, here’s the numbers? How do we expand on those? [BRANDY] Again, it’s understanding where the money’s coming from. So if it is a PPE loan or if it was a grant that was received, knowing that that is money that has been factored in regards to the overall financial performance of the practice, but then also taking the time to think about opportunities. How can we leverage that? If that’s a number that actually helped from a revenue standpoint or helped you become more profitable, what do we need to do within the practice in order to hit some of those numbers so you’re not always depending on grants or loans? And a lot of times, again, it comes down to, for example, one of the clients that I worked with had timely filing. That was a problem. Some of it was just unbuild claims, so there was $130,000 that we found in money that was just sitting out there uncollected just because of being busy.Some of it is not statements haven’t been sent out since 2021. So just understanding exactly what’s happening and oftentimes. Again, it’s just a story. It’s always a story and so coming from a place of opportunity, so some of the things that we’re working on is increasing rates, self-pay rates or cash rates in order to bring in additional revenue, making sure the statements are going out on time, looking at other opportunities outside of the practice that can actually bring in more revenue within the company essentially in order to help with the bottom line. Again, it’s just getting really clear on what are the financial goals that you have for yourself? What are the practice goals that you have for yourself? How do you want the practice to run and then reverse engineering it for what do we need to put into place for that to happen?I think some of it is where, I think just with some businesses and just practices in general, you get comfortable with either tapping into investors or you get comfortable with trying to find money outside of the practice or the business, and really getting clear on what do I need to do in order to leverage the practice in order to hit the financial goals that I have for myself to where the practice is, the one who is really helping make the money? Then if you need to use outside resources, it’s not where you’re using outside resources that are going to drain you but it’s really going to help you again, leverage that practice to make more money, if that makes sense. [JOE] Yes. When people are really starting to scale, so we’ve got people in Group Practice launch that are just getting, going moving into the CEO mindset. We have a new consultant, Ashley who has a 20-plus person clinic. When people are really starting to get to that million, multimillion dollar practice what’s some of the CEO switches that need to happen at that level? [BRANDY] I would say, bringing on leadership to help you manage because when you start to have a practice that size you have to have filters in place and making sure that reporting is coming to you for you to know what the pulse is. So that’s also why I like the six pillars of business excellence, because if you always think about your practice in those six pillars, then it’s essentially hiring. So you need to hire someone from marketing, or if you need to hire someone for operations, or if you need to hire someone to help with that client experience, as someone to help you from financial, so if it’s now, instead of having a bookkeeper, maybe you’re moving to a CFO model; just getting really clear on what do you need, but ultimately as the CEO of the practice, you always need to have a pulse of what’s going on.You might not be doing everything, but you should always know enough to be dangerous and essentially having the capabilities and have reporting and having systems set up where information is now coming to you so that way, you’re able to understand what’s happening within the practice without having to do all the work. Then having that leadership team in place, whether if it is, if it’s just a director of operations or if it’s an operations manager and just having that partnership for you so that way you’re able to still help lead the team, lead the practice, step into the vision, move the practice forward, but everything isn’t falling on you and your shoulders to make sure that the practice is performing the way that it should. [JOE] Well, the last question I always ask is if every private practitioner in the world were listening right now, what would you want them to know? [BRANDY] Think bigger. Definitely think bigger. We are designed to be able to accomplish so much and so when you have a purpose, when you are in a place to really make an impact to help so many people, especially as a practice owner, think bigger, think how can I make the biggest impact? What do I need to do in order to make the biggest impact? Who do I need on my team to make that biggest impact? Remember, you’re not meant to do anything alone. You’re meant to have resources. I always believe that God always gives us the resources that we need to be successful and so just thinking about what is the purpose that I’m here to do? What is the purpose for the work that I’m here to do and how can I help the most people, but not kill myself in the process? [JOE] That’s so awesome. So if people want to connect with you how can they connect with you? I know you also have a free resource for the audience today. Tell us about that. [BRANDY] Yes, so I have my business health checklist, the six pillars, the business excellence is speaking to you. You can go to my website to download that. My website is www.savvyclover.com, S-A-V-V-Y C-L-O-V-E-R.com. I’m also on Instagram. I always hang out on Instagram. You can find me there at Savvy Clover Coaching. [JOE] Ah, so awesome. Brandy, thank you so much for being on the Practice of the Practice podcast today. [BRANDY] You’re so welcome. Thank you for having me. This was fun. [JOE] Well, thanks so much for listening today. Whether you’re just getting started or you have a mega group practice, let’s all start thinking like CEOs a little bit more where we don’t put it all on our shoulders. It’s amazing how, when we allow other people that are really good at things that maybe we’re maybe we’re good at, or maybe we’re adequate at them it helps you scale and grow so much faster. Then you’re doing the work that you just really love doing instead of just doing all the hustle all the time in every area. That’s just not the best use of your time.We have some amazing shows in series coming up throughout June. We’re doing some spotlight on diverse clinicians. Back in 2020, we did the black leaders matter series. Then we’re doing a follow up with some of those leaders and with other diverse clinicians, just to make sure that we really have diverse voices on this show that we’re focusing on just all these different, amazing communities that are out there and what they’re doing. Then in late June, we’re kicking off our, how I got through it series where we’re actually diving into some pretty heavy topics of people just get going through really tough things and how they got through it without having to wrap it in a bow, without having to say, here’s the happy ending. A lot of these stories are people going through really tough stuff and then just sharing how they got through it. Sometimes they’re even still going through it. So that’s going to be throughout much of the summer, just hearing those really interesting stories of how people got through it. Then in August, we’re going to be diving back into some more of the business type of things. So a lot ahead of us we’re really excited about what we’re doing with Practice of the Practice.We really couldn’t do this without our sponsors. Today’s sponsor is Therapy Notes. Therapy Notes is the best electronic health records out there. They also have live customer support. You’re not going to get just some bot or some email that never gets returned. They have live customer support. They’ll help you switch over from whatever platform you’re using now. And Therapy Notes, I really brought them on a few years ago when I was talking to my friend, Jeremy Zug, he’s a medical biller, and they only use Therapy Notes because it’s so clean and clear on the backend for billers compared to all the other platforms. So to just know that the money is lining up, like it’s supposed to, and to hear that from somebody that’s actually looking at people’s money and doing the billing for them, all of that is just so important to make sure you have a really good system to save yourself time. If you had an over to therapynotes.com, just use promo code [JOE] at checkout to get those free months. We support them. We have so many clinicians that use them.Thanks so much for letting me into your ears and into your brain. I’ll talk to you soon. Bye.Special thanks to the band Silence is Sexy for your intro music.This podcast is designed to provide accurate and authoritative information in regard to the subject matter covered. This is given with the understanding that neither the host, the producers, the publisher, or the guests are rendering legal, accounting, clinical, or other professional information. If you want a professional, you should find one.

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