Control the Chaos

by | Expansion

and Get Your Practice Headed in the Right Direction

Do you ever feel like everywhere you turn, there’s chaos or disorder in your practice? Do you feel like there’s no end in sight? Or are you ready to scream from frustration?

Are you looking to put a little (or a lot) of order into your practice but need help figuring out where to start?

Remove the chaos from your practice

The chaos can make you feel confused, lost, and frustrated. It might even make you want to sell it all and walk away. Believe me, I get it.

In 2011-2012, when we started to work on expanding the practice, we worked 70-hour weeks. It was rough, and we constantly felt confused, tired, frustrated, and lost. There never seemed to be enough time in our day to treat, organize, hire new people, get people trained, pay bills, make plans, and enjoy life. We were worried about the future of the practice. It was like being on a road and knowing that right around the next curve was our practice success, but it felt like we just couldn’t get around that curve!

And we realized it was due to the chaos surrounding us. So, we got ourselves in check, put on our big kid pants, and took a really good look at what we wanted, no, what we needed. And that was to build a practice that was ours, led by us, driven by our vision. And that meant handling the chaos immediately.

So, if you’re feeling that way today – and I know some of you are – I want to tell you that there’s hope. And it all starts with clearing out the chaos and setting things on the right track.

I’m going to be really honest here, it takes work to be a practice owner. Not the crazy disorder you might be feeling right now but directed action that gets a result.

Ownership isn’t for you if you want to own a business and not put in the work to achieve your vision. Remember, this is your dream, your vision of how things will be. So, you must put in the work to get it where it needs to go. Are you ready to focus on directed action? If so, here are a few tips to help you begin to overcome the chaos and head in the right direction:

Step 1: Write down YOUR ideal scene for your practice.

You’ve probably heard that term before. Everywhere I turn, I hear people saying it. And you may wonder what an ideal scene is. An ideal scene should describe what your practice will look like. This is where you define your vision for yourself and your practice. It isn’t a short-term goal, a dream, or a wish. This is what your intention for your practice is, as stated by you. It’s what you’re GOING to achieve.

This isn’t where you want to be next week, but a realistic idea of what your practice will look like as your ‘IDEAL.’ It can be a starting point rather than the complete and total endpoint. A practice should constantly be expanding, so you may have an ideal scene now, and once you achieve that, you’ll write a new ideal scene to push forward for more growth and expansion.

The ideal scene should include information about you, the owner, because this is your vision of what you will be doing in the practice when it is at your ‘IDEAL.’

Here are some questions you should answer to help you define your ideal scene:

  • What does your day look like as the owner? Give yourself a specific description of your daily activities. How often are you treating, and how many hours? How many hours are you in practice? How much are you doing?
  • Will you be treating all day, part of the day, not at all? What other responsibilities will you be actively handling in your practice?
  • How many hours per week will you be working? In the office? What will your salary be? (remember, if you’re not going to be treating, you have to add your full salary into the amount your clinical staff must generate for the practice, or you won’t get paid what you should each month)
  • How many new patients per week will the practice help?
  • How many patient visits per week will the practice see?
  • How many practitioners will you have working for you? (be specific. If you’re going to have a Kinesiologist, an MT, other PTs, PTAs, make sure you note how many of each you plan to have)
  • How will the practice be thought of? Will it be well-known as the place to go in your community? Will it be a powerhouse?
  • Will you have managers running the place?

Be specific.

These answers are your intention to make the practice what YOU want and need it to be. Like I said earlier, this isn’t your ‘dream’ or ‘wish’ for the practice, this is your INTENTION to get it done! Your answers provide direction; YOUR direction. Remember, this is YOUR practice, so it shouldn’t be someone else’s ideal of a practice, but yours. Knowing this and having it in writing will help you begin to turn things around.

Note: Don’t include a time frame of when you will get this done. When you add time to an ideal scene, you put a clock on it, and that clock can slow you down or leave you feeling like you failed because you didn’t achieve your goal in a set time frame.

Right now, you’re creating your direction.

Step 2: Calculate how much income is needed

This is key to your success. Without this information, your stats/metrics will ride a roller coaster, and you won’t expand; instead, you’ll feel like you’re running in circles.  

To maintain a viable and expanding practice, you need to know how much income you need to generate to pay all the expenses, pay yourself what you deserve, and provide for the security of your practice.

Here are a few tips to follow to get you started:

  • Note your salary – the one you should be making as the owner
  • Write down ALL of your regular monthly expenses for the practice – do this once and then go over it again and again until you have everything listed.
  • Write down your variable expenses – things like supplies, a one-off purchase, things that have ‘come up’ on you unexpectedly in the past (like the time we needed to buy a new dryer, six months after we purchased one due to a problem with the venting that burned out the dryer…)
  • How much do you want to put into reserves weekly? – this is your rainy-day fund and it should be well-padded in case something big comes up or an insurance company decides to have a ‘glitch’ in their system for three months…
  • NOTE: The amount you need to generate changes every time you hire a new team member or make a new financial commitment, so you need to update this number monthly!
  • Once you know the required income, you should also translate it into the number of visits per week you will need to see.
  • When you know the income and visits per week needed, you will have more certainty about the viability of your practice, and it will give you something to measure and track.

Step 3: Track your stats / metrics weekly

If you aren’t tracking your practice stats, start right now. There are several online stats tracking companies that are very affordable and offer you the ability to track not only your stats but also graph them. A weekly visual of your practice stats will show you how well you’re meeting your goals and working toward your ideal scene.

Measuring your weekly stats will help reduce the chaos by providing a visual. You can set targets you want to achieve weekly, monthly, and yearly on your graphs.

Every practice I know that tracks their main practice stats expands and removes chaos, so get started today

Chaos can be damaging to you and your practice. To run a business, you must take action daily to break down the chaos and build a better machine.

It can’t all be done by one person all at once, so if nothing else, make sure that these 3 actions are in place, so you have direction moving forward. Once they’re in place, you’ll have a better idea of what to work on next and feel more control.

Want to learn more? You can schedule a FREE Discovery Call to learn more about my programs and how I can help.

Wishing you the best, today and always!



I’m Dee

As a practice owner, former manager, and the Front Office GURU, I understand the difficulties you face because I’ve been there. And my programs provide the solution.

Are you struggling to train your front office team? Unsure how to go about establishing a proven training program for your front desk? Not sure where to start or what your options are?

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