A practice is a network of relationships that's created and sustained through service and communication. If you aren’t communicating with your patients – active and inactive - you won’t have much of a practice.

Regular business growth is an arithmetic progression. Scaling is a type of growth that progresses geometrically over a specific period. It's not step-by-step growth.

We are free and independent -- and have been given the opportunity to grow our business and serve our communities. And this is what you and your team are doing. To all of us here at Petty Michel & Associates, you, and your team, represent the American Spirit of 1776.

I have often noticed a correlation between doctors who lift weights also have successful practices. I also know that “correlation is not causation.” Weight training takes effort. It can be exhausting. It can cause discomfort. You must do it with consistency and sacrifice other activities to spend time with your weights. But it leads to better health and is good for you. I think successful people are willing to put themselves through discomfort for a worthy goal. It's all disc

You will find that honest interest in people is one of your best “tools” for retention. People respond positively to authentic curiosity about them. “Betty, where did you find those blue shoes?” “So Frank, I have always wondered, why do you guys call yourselves the Kiwanis?

I call this being trapped, mostly unknowingly, in a Personality-Driven Practice. It is hard to break out of this gerbil wheel. Making the shift from personality driven to goal driven. This is what we call a Goal Driven Business, which you should have after 4-6 years in practice. Unfortunately, most doctors get stuck in the hero role of the entrepreneur who still needs to command the daily operation. The first step is to define your goals.

Offline, old-school marketing, mixed with some on-line marketing will, over time, establish your dominance in the special niche you’ve carved out. “80 percent of success is showing up” (Woody Allen)*

"The size of a chiropractor's business depends upon: -1st – His ability to notify people who he is, what he is, and where. -2nd – His systematization to take care of it as it grows and increases in volume." - B.J. Palmer (1920, from Up From Below the Bottom)

He said that the largest expense any chiropractor has was an “under-trained” team. The reason perhaps you were and are able to impart passion and education to your team, the "Why" of your practice, is because you first have it. It has to first start with the doctor.”

If you keep doing what works, and then make improvements along the way, and adapt as needed to changes in the marketplace, you will be able to generate more production with less effort.

Challenge yourself and your team to continue to master the skills of your profession. Always do this first before you worry about marketing.

a true story from an office about max capacity constraints and how to find and fix the real cause.

Intrinsic and extrinsic rewards, how they both play a part in rewarding and motivating your staff.

The importance of recognizing your support team members to keep the team strong.

A practice is a network of relationships created and sustained through communication and service.

Situational awareness is necessary. But keep the patients in the forefront.

A practice is grown and sustained through communication to your network. Newsletters are an extension of the in-office Table Talk.

Mothers are our first healthcare provider when we are young. They are also your patient’s maternal primary care provider.

The ideal is to continue nurturing your practice while gradually building a business infrastructure that allows you to operate at full speed

If you want more chiropractic patients and to deliver more services, you need to manage the 3 A’s of practice marketing.