Planning with an End in Mind

Hey, welcome to this edition of Catch Up with ChiroTouch. We're so glad you took the time out of your schedule to tune in today. I have one of my favorite people back on for a second time, and I could not think of a better person to meet with and talk with about today's topic.

And this gentleman is somebody who's inspired me from up close and from afar. And I am in a long line of people who would say the same thing, Paul, we just love you. You've been so great for our profession.

And I just love your story. It's very similar to mine. You're a little bit further along on the trajectory than me, but I love it.

And I'm looking forward to today's conversation. For those of you that don't know Dr. Paul, he spent pretty much the last two and a half decades building his dream practice. And so, he has always kind of had really strong core values and really relatively clear vision, although sometimes vision has to change.

We're going to talk about that. But it's been really fun to watch. And so, today's topic really is how to reverse engineer your vision, your dream and your goals, so that it's a clear reality for you, not just some pipe dream.

So, Paul, welcome back.

Yes. Hey, Doc, thanks so much for having me. And thank you for honoring me and all the great compliments.

I appreciate it.

Oh, man, it's not hard with you, buddy. I'm over this now in my life, but I used to be, my wife would say, a little bit of a pipe dreamer in terms of where I want to take the practice, where I want to take my team and stuff. But as I get older, it's become more of a reality, as I've learned more about vision casting, goal setting.

But can you just kind of give us a high level general differentiation between this pipe dream versus this really crystal clear vision?

I think we all start, and it's great too, but I think we all start with a little bit of a pipe dream, right? The young boy laying in the grass, grandiose visions. We see all these people around us growing up that we look up to that had what we at the time believe were huge successes and were doing things that we'd hoped or wanted to do.

And so I think that's really like the pipe dream, like, oh, you're laying in the grass and just really kind of like, oh, that in awe of somebody's successes or in awe of somebody that's maybe doing something that you want to do. And really, a true vision, our true vision needs to really align with your core values of who you are as a human being, the reason you were put here on this planet to make an impact and what's on your heart. Sometimes the pipe dream is just things and stuff that we see, it's the feel good, right?

Oh, I think it'd be great to, whatever that that person is doing, I think I'd like to live that life. But if you start pursuing somebody else's dream or somebody else's life, really, it's not aligned with who you are. And as a human, as a child of God, as your spirit, it's just not aligned with you.

And I personally have experienced doing a little bit of that, and you just really never get there. You never feel fulfilled, never feel confident, never feel satisfied. And really when it's your true vision, and things really start to unfold, and things will naturally align and fall into place through the relationships you build and through, again, congruency with who you wanna be as a human and the things that you're teaching and preaching and telling the story about.

And so I think really that a true vision is really what's, it has to align with your core values and being congruent with who you are as a person. That's really the, to me, that's the difference.

Yeah, and so, and I've run into this lately with some docs I've been consulting with. When I hear core values, that kind of personally wraps into my purpose as a practitioner, as a chiropractor, as a leader. And so give me some, if you would, some real world examples of what you've seen in others.

No specific names, obviously, but where you felt like they were incongruent a little bit, maybe they got away from their core values and their true purpose. Give us some examples of how that might play out.

Yeah, I think in our profession, there's a lot of shiny, flashy things that people get attracted to, right? And we've all been there and we've all done that. And we've all pursued those things, and those things didn't help the practice financially, didn't help us help more people.

And so I think that really getting to the core of who you are and who you want to be is really aligning with your vision and serve that, right? Do what you were placed here to do, like what is on your heart, what it goes back to your, you know. Unfortunately, too many chiros, we get into practice and we've lost sight of our original calling into chiropractic, like that original vision of why you wanted to go to a prior, what, you know, why did you, what did you not choose to do?

I just heard this this weekend. What did you not choose to do to become a chiropractor? Because you could have done or we could have done lots of things in our life that would have made us a lot of money, made us successful, all the accolades that we could have wanted.

But we chose to ignore, we chose to backdoor or backseat those things to become a chiropractor, which isn't easy. You had to spend lots of money to go to school, not only your undergrad, but then professional school, chiropractic school, and then a loan to open a practice and all the things that come with it. And so when you're true to your alignment, congruency, vision, those things, it's easy to get up.

It's easy to pay off the debt. It's easy to do the things that are uncomfortably because it aligns with you. And if we start chasing some shiny objects that don't align with this, it just gets harder.

We're off purpose, then it's not fun. And then everything's a struggle. And then we get grumpy and then we bring that home.

And then we have troubles in relationships and then all those things. But if you're truly aligned with your calling and with your purpose and your vision, I think things align naturally and easier. And you're just in a state of flow and abundance and whatnot.

Yeah, so it sounds like a good way to do this is when you're young in your career, maybe even in school, is to begin to really define those core values, right? Because I know for you and your personal life and your practice life, there's a fair amount of overlap on those core values. They kind of drive every part of your life, right?

I make all, got taught this early on, but I make all my decisions on where I wanna go and what I wanna do through those core values. If it aligns with me, then I'll walk into it and entertain it before I make the decision. But if it doesn't align with my core values, it's not even a discussion for Heidi and I.

Yeah, and I was talking with a doc the other day from Arizona, and he's really struggling with, he feels like he kind of lost his chiro identity a little bit. And he is reverse engineering, not reaching his goals, and he's looking at that, and he exposed himself and said, it's my core values, it's my purpose. I need to get back in the nitty gritty and get into the lab.

And the symptom of that was something that used to creep into my life was, every seminar he goes to, he buys something that he didn't intend on buying going there. He bought some guy's dinner program that was total misfit for his personality. He bought some sort of therapeutic device that was out of his congruency as far as what kind of practitioner he was.

And he was having all these symptoms. So have you seen that in your coaching and doing ChiroFest?

Absolutely. And that's exactly what I was referencing is docs will, because they admire or look up to whatever that person that had that shiny therapeutic machine or the doc that was doing a, hey, I signed up X amount of people delivering my dinner talk this way, or I use this instrument to make X amount of more money in my practice. But it really was, if it's outside your lane, outside of your core values and your vision, it's more of a distraction to detour and it's sucking the life out of you, for lack of better terms.

And it's not feeding life into you. Whereas if you're true to your vision and your congruency, it feeds your energy, it feeds life into you, it lifts you up instead of dragging you down. And so that's why it's so, so, so important to keep your anchor.

Like keep that original Y as close as you can. You know, I tell the story a long time ago that there was a gentleman that was painting stripes. And if I've shared this with you, I'm sorry, but I'll share it again, because I think it ties right in.

So there was a gentleman that was painting stripes on the road as a job, a young kid. And the first day he showed up and painted, you know, miles of yellow stripe down the road in the form and at the end of the day called the owner. It's like, man, this kid is phenomenal.

He's the hardest worker I've ever seen in my entire time with the company. I think he's gonna do great things for us. And the next day he showed up and had a good day, but not as good as his original day.

And by the time the end of the week came, he hardly striped any distance on the road. And the foreman came up to me and said, hey man, what happened? Like Monday, I called the owner and I said, this kid is the hardest worker we've had in company history.

I think he's gonna do amazing things for us. And today you hardly got anything accomplished. And he goes, well, I got further and further away from the bucket, right?

And so he left his core values. He left what he needed to do to be his best person each and every day, way back at where the truck was at, instead of moving the truck and the bucket with him. And so it's the same thing with chiropractic.

We get away from our core values with our 33 principles or however you practice. And then just gets harder and harder and harder to be more and more successful. And so it's really, we leave that behind.

Wow, that's really good. I'm so glad you unpacked that for us. Yeah, this particular gentleman I was talking about made the mistake of introducing a multi-level marketing product into his car brand new product.

And he's just, he's lost people over it. So let's kind of, if you don't mind, if we can look under the hood of Paul Reed's career to date, because I know that God's not finished with you yet. He's got great things in store for your future.

We just don't know exactly what that looks like probably. We know what it looks like in the next year.

My coach just shared that with me minutes ago. So it must be a thing.

Yeah, yeah, well, we kind of know that you, I know ChiroFest, that's your baby. And I know you've got to probably another year, year and a half where you're out there. But if we could just look under the hood of what you've done there for the benefit of others on this call, because remember, as you know, on this call is gonna be, we have students tuning into these.

We've got veterans that are stuck. And I love what Dr. Ron said. Your coach was on as our guest.

And he actually used the word stuck and said, man, no, being aware that you're stuck is actually a good thing that you have the awareness of being stuck. So many people are stuck and they just don't know they're stuck. And he goes, so that state of stuckness is really a good thing if it forces you to take action.

If you just sit there and stay stuck and you know you're stuck, then you're gonna be miserable. But part of that is if you looked at your journey, give us some real world examples along the way where you had to sit down. And like you said, maybe it was a positive roadblock, which we always think of it as negative, but it's really a positive because it's gonna grow you.

It's gonna grow your character. You're gonna persevere. It's gonna give you more hope and people are gonna be drawn into you because they watch you navigate that.

But what were some of those pivots in your practice where you thought, oh, I need to sit back down again. And maybe it's a good thing like, hey, this is getting bigger than I dreamed. Yeah, so kind of give us a couple stories where you had to pivot.

Yeah, I'll share two. One that was a positive and one that was a learning lesson, which is always a positive because it's just an opportunity for me to refine. The first one is about 10 years in a practice when I noticed that we would have attrition of people that communicate or were, excuse me, were commuting too far or what they perceive to be too far to the practice.

And so they would get through an initial care plan or whatnot, and then we'd notice that they would trickle off or we'd lose that practice member somewhere along the line. And so that's when the vision of a second clinic popped in my head. I'm like, hey, let's place an office on the other side of town so that we could reduce our opportunities or reduce our potential loss of those people dropping out of care just out of pure frustration of having to commute 40 minutes each way.

And so that was the first, okay, well, recognition, right? Like Ron said, self-awareness, like, okay, what's going on? How can I, what's the solution for this perceived problem?

Because it might not, it was just really a perceived problem that I saw that people were having. And then, so our solution was, hey, let's open up another office. The downside of that is like, okay, well, a certain percentage of the practice already lived closer to that practice, right?

And so they automatically, well, hey, now that this is an opportunity for us, we're gonna go here instead of there. So while it fed one, it cannibalized another practice a little bit. So there are some upsides and downsides of that.

But again, it was both, were opportunities for both practices to grow in it, which is exactly what happened, because we made it easier and more congruent for some people to follow through with care, which opened up, we all have limited time, space, and matter, right? We can only serve so many people. And so it opened up the door for more people to come to the practice that they were closer to in our community of the original practice.

A second one, so that was really, that would be the first one, where I saw the story of losing people. Second was a practice that I had about 20 miles north. This would have been our fifth practice, or no, fourth practice at the time.

I purchased an existing practice that Doc wanted to move. And so we plugged into this small community. And in the course of three years, I processed, I had five doctors that went through there.

And the practice was surviving, but it wasn't thriving. And so Heidi and I, through Quiet Time and alignment of congruency, it was more of a distraction, more of an energy leak than anything. We closed it, which was a huge, I don't like to lose, I don't like to fail.

And closing a practice was like, no, that means on some form or fashion that I failed, because whatever means, couldn't find the right doctor, wasn't doing the right whatever. So that would be another one where it's like, okay, this constant struggle, like where are we out of alignment? What's incongruent with this practice, because it's just more of a suck or an energy drain, and more of a problem than it was a benefit to us.

And so recognizing that and then closing it. And then as soon as we did, everything else blossoms and grows, because that energy leak or that whatever was incongruent in your life is suddenly removed, and it gives you an opportunity for the other areas to grow.

That's really good. Thanks for sharing that.

Open one and close one.

Yeah, no, no, I mean, and then even if I could have you, I don't know if you're open to talk a little bit more about where you're at now, and the transitions that you're making in your life now. And also, can you help me understand at what point did what you're experiencing now become in your kind of your vision conversation, or were you always picturing this?

You know, I know I wasn't, honestly. So long story short for the folks online, is I had five practices, finished with the four, and then I was acquired by a private equity group, Power One, who was purchased by a private group that's expanding in the Northwest. You know, I early, one of my best friends that I golfed with regularly, do and did golf with regularly, he experienced that in his life.

His father-in-law at the time, he helped his father-in-law grow a business that was acquired. And when I opened my second office, he's like, you know, and his dad was a dentist as well. And so he had seen it happen in the dental field.

He's like, you know what, why not grow a few of these and maybe there'll be a gobble up, so they call it, where they go around and somebody's going around and buying these practices up. And I was like, oh, I heard it and I received it, but I was like, well, it's never happened in chiropractic. It's never, until as of the last couple of years, it's never been something that's happened in our profession.

It's happened a lot in physical therapy world, in the dental world, in the medical world, where they combine and do group stuff. But anyhow, so it was always back there, but it was never like, well, it hasn't happened, so I just kept building my dream of serving as many people as possible. And that's really the story behind doing multiples.

I can only bend over and adjust so many people a day at a time if I want the same message delivered to my community that I think is the most important message. I need to recreate doctors that deliver that same type of care and communicate that same messaging. And that's the means behind doing multiple.

But then that point did come in 2019, at the end of 2019. It started in 2018 with ChiroOne, started courting me a little bit, and then we closed in December of 2019. And now I'm doing merger and acquisition stuff for them where I'm reaching out to doctors and asking if they would like to sell and become part of our expansion.

So yeah, so it was really, and I had never envisioned myself in this role. But again, it's, you know, I'm just supposed to be willing and obedient. And so yeah, that's where we're at.

So that's kind of under the hood. And then obviously, like you said, my baby's ChiroFest, and that's really the vision of ChiroFest is to begin to, you know, it's honor the past and preserve the future. It's really honoring those Chiros that came before us, and even some of them even close to us that are just now, you know, transitioning out of practice and securing the future.

You know, my son is scheduled and is going to chiropractic school in the fall. My son-in-law talks about it. So it's like securing the future so that our kids' kids' kids can have what you and I have had for our families in the sense of principled chiropractic, you know, teaching the above down inside out principles and allowing them to continue to spread that into the future.

I love that, and I see that timeline of, you know, obviously chiropractic experience, but then bringing on Coach Ron before he even graduated. So you have this gentleman who's all about legacy. I think all of his kids are chiros, and his wife's a chiro.

And, you know, being a real strong man of God like yourself, you're like me in that word legacy is very important to me. And, and also you said something that hit me is, as great as you could be, and you can see a lot of people, I'm sure, as can I, we could do it. It was the realization of, I'm seeing all these people, and I'm still not having that big of an impact in our community, in our region.

And that's when you're, for me, that's when my vision changed. It was like, oh, wow, my vision was too small. Like I, I gotta enlist other chiropractors.

We are in a war here, and I gotta enlist other soldiers to help me reach this society that I live in with the chiropractic lifestyle and all that comes with that and all the beauty of that and the lives that are truly being saved. So I appreciate you sharing that. And also sometimes God has a different vision for you than you can even think at the time, right?

Yeah, 100%. It's stuff that we didn't even know, just to touch on that. Like I think he puts us in situations to learn certain things.

You're gonna either help excel or propel us into different areas, or he might be having something happen that we see as a detriment or a failure or something negative that he's preventing something from happening to us as well. And so I think there's that hedge of protection continuously. And again, being self-aware is a key.

Yeah, and as an outsider looking in, the story about closing the practice and churning through associates and the frustration, I think probably at that point in your life, because I went through the same thing, it felt like, man, this is pulling me away from being the leader I need to be to the people on my team right now. It was exhausting me emotionally. My tank was empty and it was starting to affect the two vibrant clinics I had going at the time.

So it's tough. I mean, I'm like you, I'm an athlete. I don't like to close an office or cancel.

Ricky Bobby, you're the first to your last.

Ricky Bobby, all right, I love it. We need a Ricky Bobby reference in there. So if we look at this ultimate vision, and again, we both agree that maybe even God might have something even different for you in that, but he still wants us to cast vision.

And so we cast this ultimate vision and the doc's on the line right now, for you, that might be, gosh, I just want one associate or maybe I just want a new patient concierge who's not even a chiropractor to free me up during those new patient times so I can see more, you know, and adjust more people. So maybe that's your vision, but I think it's important if we look at vision as the ultimate manifestation, and then we look at mission as our plan to get there, I still feel like purpose is the engine that drives all that core values and your purpose are the engine that keeps that mission on track. So has that played out like that for you?

100%, Ron, you're exactly right. But you have to plan, right? Failing to plan is planning to fail, right?

You have to have a plan. You know, everything needs to be, you know, I'm helping a doc right now do a business plan because he's opened his own practice and really has, you know, he's green, doesn't understand. And so you have to cast that out.

You have to, how am I gonna, you know, what's my practice look like? What's it smell like? What's the music sound like?

How many tables do I have? Do I have x-ray? Do I not have x-ray?

Do I have whatever like that you're gonna have? And then, okay, well, what's my plan for acquiring new opportunities into the practice? Like, how am I gonna do that?

Is it screenings? Is it social now? Is it doing advanced talks?

How am I gonna do that? When I get that, when that person does come in, what's my communication to help them understand the principles of chiropractic and start care? And then not only start care, but follow through with care, then refer people.

And then once they refer, I mean, so you have to really lay all the hope. It's the foundation, right? It's a foundation of what we do, and the vision and all those things happen because you have that foundation.

If you don't have that foundation or the roadmap to where you wanna go, and it doesn't mean that you can't pivot, right? Just like I did and you've done. If the road, we take a right and ends up being a dead end, we gotta either turn around and go back, or we gotta take a left or a right.

We gotta go a different direction. But at the end of the day, doing nothing and not having a vision or a plan is again, setting you up for failure. I heard a great story of a guy that said, hey, I wanna go from, I'm down in Southern Washington.

I wanna get to Northern Washington up by Seattle. Well, I can go South and still arrive. It might take me a year, but I can still get there.

But it's just, you have to do the work, right? You can't just show up and have expectations of stuff, just falling into place because you're there. It's faith without deeds, right?

I can have all the faith in the world, but I'm not putting action into it. If I'm not delivering and moving forward, like we're designed to move, we're designed to be ambulatory. Everything has resonance.

And so we have to be moving.

Yeah, I would ask you, if you were to... So if you looked at 2018 and looked at your organizational chart of your practice and business, was it quite a bit different than what you maybe 10 years prior had dreamed it might look like?

Absolutely.

Yeah.

Yeah, absolutely. I mean, at the time when we sold, we had 30, 32 employees, I think, within the practices. And I would have never, my first year, said, oh, I'm gonna have, you know, how many other doctors and CAs and...

I mean, like I would have never even... Yeah. And so as we evolve as humans, as we grow and mature and we're forged, right?

As we're developing ourselves, that vision is gonna change. That's why it's so important as, you know, like you'd mentioned earlier, to be self-aware of those roadblocks and those getting stuck, right? I got stuck, like, well, okay, well, I'm...

I can only, like we said, I can only adjust so many people. How do I get out of this rut? Okay, well, I need to first...

Hired my first doc, you know, two years into practice. Like that's gonna help free me up to... She can help with exams and adjust some overflow.

Okay, well, now we're at this tipping point. Well, how do we grow? Okay, we open a second practice.

Like, so there's, you're gonna get into those ruts. And if you're, again, open and self-aware, you'll find a solution to move you beyond that.

That's amazing. Yeah, and remaining fixed within all of that were your core values and your purpose, your why never change, your core values never change. The circumstances around you changed, and therefore you had to adapt your vision and even your mission plan a little bit too, whether it be hiring, more training, more training, onboarding practices that you didn't have to consider before.

It's a lot more that goes to it with 32 people than three people.

Yeah, and I think being, the other thing for docs is being humble and delegating things that you are not good at, like knowing that there's somebody that's smarter at you at something in the room, and if not, find somebody that is and bring them on to your team. So again, it keeps you in alignment with what you're good at and allow them to fulfill something that they're good at and then everybody grows.

Yeah, and that's such a key word is the humility, you know? And I know that ties into your core values and mine as well. And it's based partly on our belief system and our faith, but I think for docs out there is to have that maintain that spirit of humility.

So if we, you know, back to this engine driving, gosh, outside of coaching and going to seminars, how are these doctors out in the field by themselves with no accountability? I mean, it seemed like it's easy for that why to kind of slip a little bit sometimes, isn't it?

It is, and that's why I think, again, you got to keep that paint bucket near and dear, whether it's, you know, like you said, going to seminars. I think you need to do that regularly. I think you need to have, maybe not, some people call it accountability group, a circle of influence, people within your, you know, your core five or six or 10 docs that are in your area that you can, you know, bounce questions off of.

And if something comes up, you can lean on. I think you need to, I think you have need to have a core group of people. And then I think you need to continuously invest in yourself and personal development growth and understanding, you know, all components of life.

I think, you know, our practices or any business is a reflection of the owner. And the cleaner the owner's house is, the more in order it is, the more in order the business is. And so, I mean, I think, you know, pouring into yourself, you know, personal development or staying in the green book, staying true to your principle, whatever it might be, whatever got you into chiropractic will help facilitate keeping you engaged and aligned and whatnot.

And like, you know, Gretzky says, you got to skate to where the puck's at. Things are always changing, right? We got to predict where that puck's going and skate to where it's going to be and not, you know, stay where we're at.

So as you look at going from three to 33 employees, you know, that's a lot, right? So you still have to keep that going. Wow, there's a lot to that of spending some time on defining each role within the practice and what personality types best fit that role so that when you go out and hire, you're not just going from your gut.

You have this massive layer of objectivity in there. So when they finally land on Dr. Paul's lap, at that level, he can now obviously go with his gut more knowing they fit the avatar, they fit the job description, they got the energy level I need them to have, then you meet with them. And so how did that evolve in your career?

You know, it evolved as the exact thing. Like it was a continuous work in progress. Blessed to have my wife is great at reading people.

She did a lot of, I would do like our initial group interviews and then we'd bring people in for individual interviews. And she's, shoot, that was really cause of Heidi. Like she had a great read for people.

Again, so right there, it was recognition. Like I'm okay at this, but she's really good at it. So I'm just gonna allow her to do it because it just decreases pain points down the road.

If you have the better, you know, higher, slow, fire, fast. I was told by a coach one time. And so really making sure it's the right person for the right role at the right time, not only for you, but for them.

Yeah, there's lots to go into. But yeah, it was a continuous work in progress. And we grow, we all grow over it as we, or grow with it as we're, you know, adding people to our team.

Yeah, definitely stretches you as a leader, doesn't it?

Yeah, and I would say that that's probably the biggest pain point of expansion is the HR role. Like just people, it's the biggest, it's the biggest hurdle in any business.

Yeah, you mentioned all the rights, you know, the right person, obviously, and then the right role. And again, going back to a guy I've been talking with lately, he has zero definition in job descriptions written for any role in his practice. He's just more of a chiro, man, kind of organic, you know?

And I'm going, man, he's churning through CAs. So that was my first advice was, man, you got to write out some really clean job descriptions.

That's both organic and they're also perishable.

So you know, it's a pretty good order. That's a good point, man. One more step on this is as you look at where you've been and where you are, and you look back at the importance that your teams played, because you said something very interesting to me is as the leader of your company, you're not expected to be great at everything, but your team is.

Yeah. And that comes from self-awareness. Again, finding, you know, we all have weaknesses and we all have strengths and finding, you know, finding those strengths and helping people strengthen their strengths, and then finding people that, you know, where their weakness is, somebody that's a strength for them and allowing them to, you know, express who they are in that role.

Wow. So much to talk about, buddy. We can keep going on, but I think the goal of this podcast, and you've hit it perfect, is to realize who's listening and what can we do to help them grow and help them expand ChiroPractic to more households.

There is no competition in ChiroPractic as we know. I think as far as legacy, I think you've done a great job. I mean, I don't know how many docs you had on your team right now.

You know, right now with ChiroOne, we're, well, in my region down here in Vancouver, we have eight offices right now.

Okay.

Wow.

That's exciting. So when you, before you sold, you probably had five or six, right?

I had my four. Yeah. And then we're expanding.

We had another six or seven. We've opened or bought in Seattle. And yeah, so we're, the Northwest has grown.

They've gone from 40 clinics to 86 clinics, I think throughout the country.

Now is your role right now more to coach and to be that true North or that anchor for some of these guys?

I'm still coaching a little bit with the docs, but you know, I'd say the majority I'm doing is M&A stuff, merger and acquisition. So there's, you know, guys like Ron that want to, you know, are interested in becoming part of our team. I communicate with them and-

Got it.

Look for that stuff, yeah.

No, that's super exciting. So I really appreciate you taking the time.

Absolutely, brother.

We could do a whole seminar on this, but any last little pearls of wisdom you would have for docs out there who are right in the middle of their goal setting and their vision exercises?

I think going back to the paint bucket, keep your core values as close to you as you can when making any decision, whether it's personally or professionally, and that will serve you well. And it might not look like it at the time. It might be a little bit slower than you want, but just hold your line, right?

And know that the upside will come.

I love it, man. And good old fashioned hard work, right?

Exactly, exactly. Do the work.

Remind me, you were a tackle, weren't you?

I was a center.

Oh, you were a center.

Out of the shotgun, huh? We were about 50-50 up under center and shot.

That's awesome. So you were basically the quarterback of the O-line.

Yep.

That's exciting. Well, it's certainly played out in practice. ChiroPractic's better because you decided to become a ChiroPractic brother.

Thank you, brother.

I greatly appreciate you. I consider you just such a close friend in ChiroPractic and in the Lord. So hey, for those of you that tuned in today, I know you had a great time with this one.

This one is so rich, so full of information. And I want to make sure if you haven't been to a ChiroFest event, it is by far my favorite event. I go every year.

I don't care if it's in Coeur d'Alene or Boise or wherever. I'm going to that one. I just love the feel of it.

There's always inspirational speakers there, the fellowship and the hanging out in between speakers. You just can't beat it. So that was my shameless plug for ChiroFest this year.

It's in Boise. What weekend is that?

September 16th and 17th. Always close to anniversary weekend.

Oh, I love it. So, and it used to be called what? Big Top?

Year one was Big Top. Yes. Yeah.

That was in a tent. I never got to be in the tent. I came after the tent.

That's good memory. Yeah, it was a long time ago. 13th.

So anyway, I greatly appreciate you. And like I said, docs that are out there listening in, you're never going to regret time spent on personal development. And right now, end of Q1, middle of Q2, whatever, you have to sit down and for your team's sake, for your community's sake, spend some time writing out your vision, writing out your goals, make them specific, measurable, attainable, relevant and time-bound.

We call them smart goals, but make sure you do that. And then also spend time on your why. Go away by yourself or your spouse.

Get out of nature, do something to clear your head, get away from practice and begin to write down your why. And then the mission plan will come to you with hard work, man. And so, Paul, I appreciate you.

I also want to tell ChiroTouch how much I appreciate them. Not only for allowing me to host this podcast, but just for the spirit in this that ChiroTouch basically is looking at how can we help the profession reach their full potential. And that's why we're doing these podcasts.

So once again, thank you ChiroTouch. And we can't wait to see you for our next episode. And again, thank you, Dr. Paul.

You're welcome, brother. Thank you.

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