Episode 115 – When Your Plan Hits the Fan (Part 2): A Year in Reflection

Last week, we got real about how 2020 hit us. But part of what makes us Productive Dentists is knowing hard times don’t last. So today, Regan and Chad continue the conversation by unpacking how Chad recalibrated when his plans went sideways:

• How to reduce anxiety and increase clarity
• Why your core values are vital to your business success
• The power of transparency with your team

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EPISODE TRANSCRIPT

CHAD: This is where I need to be, I can’t focus on the fact that I wish I was at work, I can’t focus on the fact that my business is indefinitely closed, whether I want it to be or not, I just have to be here on the bike.

REGAN: So is that how you’re taking today? That how you take everyday right now?

CHAD: No, I think now I’m start like, I’m starting to plan more. And I really give credit to the Foundation’s class on that.

REGAN: Be honest, you you were not like super excited about this program. Were you?

CHAD: Yes and No, but there was a cost to it. So the cost to it was that I want to spend time with my family, I want to like so we do all these things. So that way we can cash in and reward ourselves with what we want, right? If you don’t have a family, then whatever it is, I want to hang out with my friends. I want to go downtown this weekend, and you know, whatever. So whatever you want to do. And then to be like, no, but rather, I’m going to do an online business course with other people and do another zoom call. I mean, it’s another zoom call. No, like, I don’t know, there’s part of me that was like, I don’t, I don’t want to do that. Because I didn’t want to do any zoom calls.

That was frustrating in that, you know, like, no, I kind of don’t want to do that. But then again, it’s like, just because I don’t want to do it. I mean, I don’t want to get out of bed in the morning. I don’t want to work out I know, I would rather say yes to the extra dessert or the desert than to say no. Someone just yesterday was walking by and said, Hey, do you want some cookies? And I was like, Well, I mean, I know I want them but no, no. So you know, there’s that that distinction between want and need? And should? And yeah, there was part of me that was like, you know, when they would have the call where we would you know, the girls would come in and say good night while I was you know, having my class and I want to be in there reading the book to them, you know, but I’m doing the harder thing by taking that class and working on my business, in spite of the fact that it’s like, Wait a second, if I’m successful at taking this class, then the goal will be that I can spend time with my family.

But in order to achieve that goal, I have to not spend time with my family. This is kind of another paradox, where it’s just like, this doesn’t make sense. Why am I spending less time with my family so that way, eventually, I can spend more time with my family. It’s just like, well, this. This sucks. So yeah, there was a cost to it. And I didn’t like that, but but I did it. And so I’m actually for your sake, reg, I’m going to share my screen with you to show you what I came up with for my two year plan.

REGAN: So So this particular program, this eight week program, meeting once a week, how many hours a week

CHAD: Of homework doesn’t have as much as you want, but probably like an hour

REGAN: And this is really to help you clarify who you want to become right?

CHAD: More so than I then I realized and more than I wanted to I almost wonder if I was back to that word if I was sabotaging myself that I didn’t want this clarity. But it’s this is subconscious like maybe psychobabble you know where it’s just like, I don’t know if I wanted this clarity. But maybe that was the problem is, is just it’s just like Well, no, I don’t want to go work out and get all sweaty and gross and hurt my body when it’s just like Yeah, but you want to lose weight, right?

And the same thing with our business where I’m like, No, I don’t want to think about what my core values are. That’s dumb. It’s just like, whatever the ADA core values are. Those are my core values, you know, non maleficence and, and all this stuff.  And I think Dr. Darren Weber, we interviewed him last week. Yes, For me, I think he hit his honesty, with his brutal honesty was one of the most beautiful things I have heard all year long as he said I was using I was doing dentistry as a job. It was okay. It was good. I was just doing the motions. And about what eight years in he suddenly had this you know, oh my gosh, I am passionate about dentistry. I realized in certain areas but now now what do I do with that?

REGAN: I think it takes courage Chad and I don’t think it’s easy to do to say Where do I really want to go like what really want to go because then you have to hold yourself to it and what if you fail?

CHAD: I you there’s courage to this but at the same time, you know, when you stick your neck out, you’re gonna get shot out and maybe it won’t land but you’re still like, there’s a reason why people don’t do courageous things because they don’t like getting shot. So it just is what it is but like So do you see on my screen I came up with these five core values. Yes. And you know where I came up with them with My team, I had Patti come in, and we talked about these things. And we came up with these honesty, communication, integrity, respect, hard working. Is there a sixth one? Is there a 10th? One? Of course, just to say that it’s not on these top five.

REGAN: Right, right. There’s where your passive aggressive kind of probably hurt. I mean, it would hurt my ego to hear that, of course, if somebody said that my daughter used to say, you don’t listen to me, mom. Yeah. And that hurts so badly to me. And I made the same commitment kind of that you did, I was like, well, then I’m changing that. I’m gonna figure out how to change that. So communication being your second core value, honesty, communication, integrity, respect, and hard working, that had that had the highlight for you.

CHAD: What’s cool about this was I came up with this by doing a workshop with Patti, who, you know, we’re having on Dewey. That’s right. And with my coach Carrie, so we did this with my dental team. And we’ve, you know, they helped figure this out. And it all corroborated, meaning that everyone kind of came up with their top three. And then when we compiled them all together, they kept on coming back to these five.

REGAN: Yes. And in ties of integrity is a big one, what were you going to say you what

CHAD: I was the one that then came up with the top five priorities of what we as an office needed to focus on for the next few months. And those five for the listeners, our risk factors are morning huddle, case, presentation, scheduling, and being true to our mission statement. So then I wrote out our mission statement, and we I talked about, you know, that kind of stuff, and I won’t bore everyone with it.

REGAN: Chad, that you have is in your top five priorities and your core values.  Yes, risk factors can definitely correlate with honesty. So do you have them listed out on purpose because morning huddle is definitely about communication. I mean, you could you could you mean, you could swap swap them out? But I think that’s really interesting.

CHAD: Yeah, well, this one is a clinical one, risk factors. Morning huddle, case, presentation, and scheduling are really three administrative slash, well, they’re not, they’re not. They’re more administrative, I don’t and I don’t mean admin team. But you know, like, we, we have to work on those as a concept, as opposed to, you know, just drill faster, these, these aren’t clinical things like sell more fluoride,

REGAN: And that’s what being productive is, it’s not about how much faster you can turn your handpiece to the opposite of that.

CHAD: And so, like, so in the class we came up with, what do we want your vision to be? And we talked about, like, you know, Victoria would talk about that in a video format that you will watch, and then you would discuss it in your group. My vision was I wanted a motivated team, an investment grade practice, and raving fans who value our state of the art service. And so if, if I could accomplish that, then I started going, Okay, well, now my goals include, and I started writing those out, you know, listing those out personal and professional, what I wanted to do, and then we started, you know, like it what even challenged me with that foundations course, was coming up with the standard of care. And it’s it’s almost like a statement, you know, that’s different than the mission statement, but it’s talking about the standard of care is serious to say our team believes in the oral system, systemic connection of health,

REGAN: I know, you’ve got sentences after that, but you’ve you’ve hooked me in that first sentence. Right. And as we were talking in a previous part here, you know, regarding essential to me, that is, that is right, a major reason why I’m so dedicated to dentistry right there. It is a life saving activity.

CHAD: Well, so just to give people an idea, I mean, so I’ll read this out our standard of care. Our team believes in the oral systemic connection of health, we believe people have the right to know the truth about their health, and, and the options to mitigate their risk factors. We also believe that we can work in harmony as a low drama High Performance Team, how cool is that, to have that in a standard of care, okay. And lastly, we believe in treating patients as family and friends using risk factors to best and most easily manage each patient’s health and direct them to solutions.

So that was our standard of care. Now, is it right or wrong? again, it goes back to Matthew McConaughey, his book, green light, you know, saying that making a decision is more important than just making the best decision and trying to come up with you know, like, ways that we can make this happen like, you know, action steps. So check this out. Then she wanted us to write a two year a two year plan with smart goals. So I wrote out those those few different things. How many are they here about 15 things for my 24 month plan and then I we started breaking it down going okay, what’s our 12 month plan to Make that 24 then we went down to six, then three, then I started having action plan for a lot of work chatting.

REGAN: Was it a little painful?

CHAD: Yeah, well, just yeah, it well, it’s like how people don’t want to go work out because to be honest, they don’t want to hurt, you know, they don’t want to lift weights because then their muscles are gonna be sore, they don’t want to chat, there is no easy button to intentional success.

That’s right. So yes, the reason why I ended up taking this Foundation’s course twice was because at the end of the first one, I didn’t really have clarity to write out an action plan. And if I don’t have clarity in it, then certainly the team doesn’t. So but I took each point, point by point by point and wrote when, who and what I wanted to do with this action plan, carry. My coach also said, Why don’t you write out the obstacles for those.

And then I started organizing those into like, who’s responsible for it and writing progress notes on the side of it. And I started tackling these, you know, so that way at the end of the month, and at the end of three months, I’m three months closer to my six month to my 12 month to my 24 month goal. Because how do you plan on getting a 24 month goal done? If you aren’t chipping away at it? You know, until the 23rd month? Well, it starts now. How do you make that 24 month into a year? Like what’s your halfway point for that?

REGAN: You put in this so you put in your plan? I see personal goals also. So it’s not just about the practice, but you have your own personal goals into this as well.

CHAD: Notice right here, line 26 Chad continue to work out and get your sleep when daily who Chad obstacles, stress and business I’m just trying to name it, you know, like I’m basically trying to come up with an operation system to work around my self sabotage.

REGAN: That’s I think that’s a beautiful thing. One of the things that bubbled to the surface this year, for me is I just ran myself to a point of raggedness. Yes. And I thought, okay, so I’m either going to truly burnout, which would be of help to nobody, not the company, nor my family, or my friends. Or I could start to make myself a priority. So I chose to make myself a priority. And getting and getting sleep was a major one for me. I was getting like four hours of sleep, I realized I said, so I don’t know if you guys have smartphones, like you can do the little sleep timer. It’ll do that. It’ll show you your cycles and whatnot. And so I really, I thought I was getting plenty. I was actually only getting about four, how can you really function on four? Unless you’re what Steve Jobs? Right, or Mark Costas? Mark, I’m calling you out. So I’m glad that you put that down as a as a as a goal to remind yourself of that. So who do you who checks in with you? So you’ve got this beautiful, gorgeous plan, which is a beefy plan.

CHAD: Okay, so what I did was be accountable for this. So when I then broke it up by due date, and by person, I shot an email to everyone, you know, so like these two, I wrote, and I said, here’s the problem that I’m trying to solve. Here’s how I feel like you can help. Are you able to help me by doing this? By doing that? And then I’d write the next person.

For example, I wrote Dr. Emily, my associate that’s been with me for shoot about four years now. And I said, Dr. Emily, can you help me record the existing case acceptance and also help track the historic case acceptance for each?  Is my office brand name? And is that is there any way that you can help me, you know, track that on a weekly and monthly basis? My goal is to have this in place by December 19. Can you help and I’d send the email the next line, hey, hygienists, I was hoping that you would and then you know, have it listed. I want to get that done by this and that how I think get the you can help is this at your next meeting?

Can you guys discuss ways to help me solve that problem, send. Now what I’m trying to do is rely on my delegation will drink by emailing these people. And I look at emails as a tennis match, that when I shoot an email, basically the ball is literally in their court, they then respond to me and I’m going to lose if the balls in my court. So I put the ball into their court, and they hit it back at with either a question or a problem or a resolution to it or whatever.

And so then I write write them back. Reagan, for example, that email that you sent a couple days ago, I it almost frustrated me that I didn’t respond to you because I was like, I don’t I don’t actually know how to respond. And you earned a point on our tennis game because I was like, I don’t like basically you. I froze. And but most of the time, I just ping these emails back and forth and I go here, Sally, is what I need to work on. You

REGAN: So how did you Have you informed your team have this plan yet?

CHAD: Yes, they have access to it on the share, because this is a Google document, and then carry very transparent with your team.

Yeah, some of these eyes like, oh, I’ll share this. But I thought, listen, if I don’t admit that I’m fat and want to lose weight, then and I don’t put that on Facebook, you know, I am going to lose 100 pounds by you know, x, then it’s like, well, that’s kind of, you know, like, transparent to let people know that you’re 100 pounds overweight. And it’s just like, Well, you know, I’ve got to have some accountability.

So yeah, even then it comes back to if we can get all of our ducks in a row, then let’s say that I put this trip out until next Christmas break, it’ll be a sweeter victory. it’ll, it’ll be an awesome earned it and all. Definitely savor it.

REGAN: What surprised you, when you got all of this line down in this beautiful Excel document?

CHAD: I think it freed me up to know it because this was brought up in the foundation’s class that this is fluid, and that at the end of three months, then you’ll reevaluate. Are you at these points that we’re looking at on my Excel sheet right now? Are we at those points? And if not, how do we re assess and re situate our position to be able to then get back on track to hit those goals.

And then some of them I might hit and some of them I might not. So the ones that I hit okay, now, I’m back to trying to hit that six month goal. But some of them are going to go to remediation where I’m going to have to back up and say, well, we sucked royally at this. In fact, I went to my team, because we did this kind of stuff in September, I went to my team on our monthly business meeting last week, and I said, I’ve done a horrible job at holding us accountable at doing any of this. Since September, when we first identified our goals and our issues and our problems and whatnot. Will you guys help me get back on track? What was the response? Let’s do it.

REGAN: Was that September of last year, September of this year?

CHAD: Yeah. So you know, three months have gone by since since we are we’re working on making these core values. These are business priorities and making this standard of care happen. But they were nebulous. That was the first time through the class. And that was when we had our our team session where we were talking this over, but I didn’t get clarity to this until three weeks ago. So mid November, is right around Thanksgiving, that then I said, All right. So here are the specifics. And so because Kari pushed me She’s like, let’s make some smart goals.

And I’m like, All right. So I even would write over here, you know, that my smart goals need to be Specific, Measurable, Achievable, Relevant, timely. And then I would ask myself, you know, are these? And I bet some of them might not be, in fact, I printed off this worksheet, it was a questionnaire, have we been doing what we said, we are going to when we wrote them out on these notepads, sticky things on the wall, you know, like on what our problems and what our solutions are? And they said, you know, some of those were actually, I didn’t know exactly how to respond when I was ranking the team and myself, you know, on how we were doing with this.

And that, and I said, it’s because it wasn’t specific was it? And I said, I actually did that on purpose. I said, it’s kind of mean to me, but I said, I, my goal was to have everyone recognized that it’s just like, wow, we haven’t really been specific in what that meant. And so you know, breaking it down, to give everyone an example, on my 24 month goal, let’s say that the first one operational $1 million in collections per office per year. So that’s my 24 month plan. 12 months, I want to work with each doctor on leadership of their team, hourly production goals, you know, so I want to work on the each offices, team production goals and hourly production goals for each, you know, person and work on each associate doctor’s understanding of that.

Now, that’s still not, that’s getting more specific. Mm hmm. Even the 24 month is specific. So I have specificity down. But and I have timely down I you know, I have when it’s supposed to be done, but I don’t know if I quite have measurable down. And I don’t know if I have achievable or relevant down yet.

REGAN: Its interesting in the 12 month, you have something that is a combination of milestones to get you to that 1 million, so that’s right.

CHAD: So write down in half, and then I break it down in half again. So the six months says use the p&l tracking to allocate resources to doctors, development and marketing to achieve $1 million per year.

REGAN: There you go.

CHAD: Then I started making it three year, and I started saying, Okay, so I’m sorry, not three year, three month, at three months, I want to start tracking with a new account, the new accountant, the monthly p&l per office to know our overall profitability. And then I then broke it down to an action plan. And I wrote down that I want to communicate with the accountant that we need more report reviews. And more frequently, that was due A week later as of December 1.

And it was by me obstacles, none. I mean, if I wanted to be really specific on the obstacles, writing an email, that’s it. And so I wrote the accountant, and I broke this down. So now just to give everyone an idea that’s not being able to see this, I went down, and there’s 95 action plans of what and who it’s assigned to, and by when, and if I can tackle all these mini goals, now all of a sudden, trying to benchpress 300 pounds is broken down into Okay, next week, I need to bet benchpress 125 times, you know, so I’m just trying to break it down.

REGAN: So Chad, in in doing all of this work, and laying out all of these goals, which has been extensive, what did that do for you mentally?

CHAD: Two things, it reduced my anxiety because I was a little bit nervous about how to do it all or to even come up with it all. It seemed like I was not creating something with Legos, I was creating something with something that you’ve never created with before. That might be an exaggeration, but like Legos, okay, you know, they’re either a one by two or a two by two, a two by six, you know, like, you know, the sizes and all and you build within that construct. But this is kind of just like where we’re going. We don’t need roads.

You know, so that’s the tough thing is, it’s just like, Wait a second, we’re not under the construct of roads. So you can fly wherever you want. It’s just like, Okay, again, where it was just like, what are your core values? I’m like, I don’t know, whatever core values there were, there’s, there’s millions of them or hundreds of, I don’t know, at least few dozen.

REGAN: Do you hold a lot in your head? And then expectation will overthink it and have expectations that others will just automatically know what your values are?

CHAD: Yes. And furthermore, the more that I define them, I’m just like, Am I undefined? Like, am I calling the other ones? Not my core value? Like, are they the non essential values? I don’t know. So I think it bubbles to the surface.

REGAN: It’s like taking a Clifton strengths test, or any of the strength tests that are out there. I don’t think that it means that the other ones are less important, but there are certain drivers that are important to you.

CHAD: So that was the one thing was anxiety, you know, like as far as reducing my nerves about how to get it all done. The next thing is it increased clarity. So I’m like in what I could request from the team. I mean, the team wants to help me, but being able to define those things. So I actually brought in one of my admin people who’s not an office manager, but I brought her in and I said, We interviewed someone on our podcast named Ashley Hershfield. She has stuff called GST.

And I said, the nice way to put that is get stuff done. Yes. And so I said, I need you because on a disc profile, you’re my D, I need you to be my GSD girl, I want you to help me be accountable to get these things done. Every Monday, I want you to come in and ask me what what two things can I help you with this week to attack these goals? You can also Yeah, and so I also went, you know, we actually spent how I hate to say it, we spent I spent three hours afterwards, I can’t believe I spent this much time you know, taking up of hers. So I apologize, Matt, if you’re listening, we talked about.

Okay, in Pleasant Hill, my my main office, I need you to make sure that each day for the rest of the year, our last remaining 13 business days, that each day that we’re making this much. Now if we don’t make that much, we’re not gonna, you know, cry about it, it’s just I need to make sure that we have a target. And if we don’t hit the target, I understand. I mean, we’re not gonna I’m not gonna take away your paycheck, I’m not gonna fire you, you know, like, there’s no dire consequences, but without naming what we’re trying to aim for, then we’re going to be just hitting for kind of whatever. And I don’t want that. So. So I spelled out on the goals, you know, like, as you can see right here every day, this gets really specific, but I want people to know that we did this. We I built a calendar over here and I said what each clinician who was working, what their hourly per production was.

So their production per hour, how many hours they were expected to work that particular day for the rest of December, what their daily production therefore would be and what our office production in varies from day to day on which clinician is where So I can’t just say, Well, on average, I think, you know, let’s shoot for 5000. It’s like, Well, what about when I’m not there versus when I am there, right. And so I added all those up over the next three weeks. And you can see here, and I know that Excel again is part of my love language. And so if, if I can spell it out, then we’re going to make this collections. And even if we don’t like, okay, we’re aiming for that. And we need to hit this.

So I played around with the goals. And then I wrote and I said, on our Facebook private page, we’ve got a private team page. And I said, For Pleasant Hill, here’s what you guys should be, you know, targeting for for, for your goals. And therefore, what does that mean? Well, how can I hit these goals? If you know if we’re not hitting the goals? What if no patients show up? I mean, how do I hit those goals? Do you bleed to turn up? No, but the fact is, you can only do so much. But if those patients are present, are we treatment planning at three times that value so that way we can have a one third case acceptance to be able to hit that goal in our hourly production.

So I’m just kind of going back to the basics of making sure that we understand. So what does that mean that we’re just going to force fillings to show up?

REGAN: Wait, pause, I love that you said that because it goes back to your core value of integrity. And I think this is a very interesting nuance to talk about. So. So whatever your hourly goal is, you’re asking yourself, if you treatment plan with integrity three times as much, and you can go back and you can look at that and say, Okay, what did we, what did we present? What did we treatment plan? For? If not, if not enough? You know, it could be a marketing question. It could be a who, who, who’s in Who?

How are we scheduling them? So how and who? And where are we already putting them? So I think it leads to a lot more than just, it just seems to be an oversimplification to me to say, you know, we just have to treatment, you know, to diagnose this, we just have to treatment to this piece here to make that hourly, because I think there’s a lot more components to it. And I love I love how you can I mean, so transparent, it’s so open, they now know, this is what we’re shooting for it. That’s clarity.

CHAD: Yeah, for example, one of the doctors, one of the associates, I said, I want I need for the next 13 business days, the rest of December at the time for you to make $323 an hour in production. So I brought this up at our monthly business meeting, I said, but here’s the problem. If you’re only diagnosing $323 per hour of diagnosis, then you have to have 100% case acceptance, or what if you go up front and your treatment planning X dollars, but the person on the admin team just goes Alright, see you later.

And it’s like, Wait a second, it was that handoff the way it should have been. So if our handoffs aren’t going hot, then and if we’re not following up with those patients, you know, so we did we talked about that, specifically, you know, that if it doesn’t necessarily just mean that you’re producing at 323 an hour, the question is, you know, well, I mean, ultimately to we have to collect that a certain percentage. And so I looked historically, what is our production have to be in order to be able to hit this collection number, and you back it up? So what is our diagnosis per hour or per day?

And what is our case, acceptance per day, and, you know, if you’re hitting 100%, case, acceptance, then you don’t have to hit too high of a diagnostic, hourly goal, because you’re always hitting it 100%, then you’ll hit your hourly production goal, but you swing and you miss, you swing and you hit. And there’s a you know, we say in productive dentist Academy, there’s there’s three opportunities of a patient, maybe, or you know, meaning maybe later, but maybe, but not right now. Yes, and no. So there’s Yes, no. And maybe those are three overly simplified options of what a patient is going to say. And I’m cool with a third saying, Yes, a third saying no, and a third saying, no, maybe.

And you put those into your annuity, you wait for those people to eventually say, Yes, a year from now, five years from now, whatever. And there’s the people that say, No, listen, it’s alright, you made that choice. You’re going off of your risk tolerance as a patient of if you care, that this tooth eventually cracks down to the bone, and we have to pull this dude and you’re cool with that, then you’ve made the best decision for you. And then the other people say, yes, when can we get started? Great. Let’s go talk that over. But I can’t if I’m trying to shoot for $1,000 an hour in production, and I’m only diagnosing 500 an hour. Where is that? Where’s that even happening? If I even am doing a case acceptance of 100% at 500 an hour, the most that I can do is 500 an hour. That assumes that the handoff is perfect that everyone’s schedules, but I can’t hit 1000 an hour diagnosing at 500 an hour

REGAN: So you’re you’re seeing the totality. You’re seeing all of the picture and that so you’ve got skin color is famous for saying yeses are good. noes are good. Maybe they’ll kill you. Yeah, maybes will kill you. So I think it’s interesting though because you think about it from your you’re looking at it from a very relational standpoint. So maybe the maybes might not be today, but when will they and everything has to flow perfectly for that for you to project, the numbers that you expect, meaning the handoffs and the scheduling piece, there’s all different pieces outside of the dentist itself, these numbers that you’ve set up for yourself, Chad, and the team are these How do these compared to your pre COVID production goals?

CHAD: Well, we have so many variables and so many missing, no moving pieces in our productivity, because now, collections matters the most. Because our collections is more equal to our production. So a lot of times you know, you need to produce at for PPO office, you need to produce at certain percent percentage of production over your collection goal, because you’re going to get hit by write offs, etc. Absolutely. So that’s changed for our office, that we’re more now concerned about, you know, like the the our production should equal our collections, as long as you know, we’re collecting it all.

And as long as patients are paying and not stiffing us and insurance isn’t, you know, stiffened us? And if they do, you know, does that get passed on to the patient. So there’s a few variables in there. But so that’s one thing that’s changed is that this year, our production can be less than it used to, if you notice, my production per hour is relaxed from where it used to be. But I don’t care because I used to have to produce at 1500 an hour in order to hit $1,000 of collections.

Now I can produce at 1000 and collect at 1000. And the good news is, I’ll tell you another thing that, you know, is kind of, well breaking news as far as me telling you this, but for the audience to say when January 1 hits, our our fees are going to change. And you should be thinking about that audience, you know, like, what are you going to change your fees to the frustrating thing though, is for a PPO office, you increase your rates by 6%. And you get maybe 1% more, right. So it’s really frustrating. And I’ve kind of removed myself from that this year. But as a PR move for COVID, we reduced our rates by 25%. But that’s we’ve written people saying get done with your treatment this year, because the 25% ends, you know, this year, and so we tried to create some immediacy, Uh huh.

But at the same time, it’s also letting them know that it’s just like those that 25% off doesn’t last forever. Furthermore, if we raise our rates by 25%, or technically you’d have to raise it 33% to get it back to get back that 25%. Just, that’s a weird math kind of thing. But if you lowered it by 25%, and then increased it by 25%. It’s not back to the 100%.

REGAN: Join us next week on the Everyday Practices Podcast.