Chiropractic or Healthcare Practice Stalled? Get a Trained Manager. Here is Proof.
- Ed Petty
- Mar 25
- 4 min read
Get a Trained Manager to Improve Chiropractic, Healthcare, and Aesthetic Services, Increase Patients and Profits
Chiropractic healthcare and aesthetic practices that have managers provide better service and have greater revenue.
The first office I worked with, my introduction in fact to chiropractic years ago, had 28 adjusting rooms, half a dozen associate doctors, and two partners. They routinely saw over 2,000 visits per week. The doctor’s wife was the COO and they also had a practice manager. The doctor, who was the clinic director (CEO), was often out of the offices attending, or giving seminars, or just traveling.
And just yesterday I had the opportunity to talk with a manager of a chiropractic office that has 4 doctors. The clinic director and doctor is planning on phasing out to part time. And while the owner doctor has focused on patient care, the manager has run (supported) the practice.
In larger practices we have worked with, where the owner was able to take more time off and had a higher income, someone acted as the manager, either formally or informally.
There are actual scientific studies that validate our observations in the field.
A study in 2005 found small firms with a “second-in-command” (a manager) grow 15-25% faster—systems stay tight, and the owner has time to be a leader.*
A 2018 Harvard Business Review piece on delegation showed CEOs who offload operations to a manager double their strategic time, directly boosting revenue.*
And of course, Gallup. Gallup’s research in It’s the Manager by Clifton and Harter shows that good managers are the key to a small business’s long-term success. They show that great managers increase profits, work quality, and retention while cutting absences.*
I like the managers we work with. They help the doctors see more patients and provide better care. They help the staff do their jobs. They work hard, know their role, and take ownership of the business. And they do this from a servant’s role that supports everyone.
Some doctors really don’t want to grow their business, and that is absolutely fine. They are happy doing it all, maybe with one assistant.
On the other hand, some doctors are entrepreneurs. They want to grow and create a business that provides high-quality care and helps more people. They look to lead their business and team to a better future. And in the bargain, become financially independent.
Our Practice MBA program trains your manager to be a goal driven servant for the entire business. With 10 classes, each student receives group and individualized coaching. They also train each other, and teach their clinic director what they learned.
This is an interactive program. It is designed to be practical, fun, and give your manager tools to help you grow your business and your team. There is nothing like it, and I’ve looked!
If this is what you want, if this is your goal, get yourself a manager and get them trained and supported!
Don’t wait. Do it now. You won’t be disappointed.
Our MBA class starts next week. Because it is a highly personalized program, we are limiting the enrollment to 10 offices. Enrollment ends this week.
Ed
P.S. I will provide a full refund, plus $100 for your time, if not satisfied within the first 14 days after the first session.
Drucker (1954) - The Practice of Management
Peter Drucker, a management guru, famously separated management (efficiency, execution) from leadership (vision, direction). He argued that CEOs stuck in operational weeds can’t innovate or grow the business. A good manager lets the CEO live in that leadership space, which drives profit through strategic moves.
Kotter (1990) - What Leaders Really Do
John Kotter’s work in Harvard Business Review nails this: managers cope with complexity (daily ops), while leaders tackle change (new opportunities). His research across firms shows that when CEOs delegate management effectively, they align the business with market shifts—boosting revenue and customer satisfaction. In small businesses, this split is critical since the CEO often wears both hats without help.
Mintzberg (1973) - The Nature of Managerial Work
Henry Mintzberg found that leaders need time for “figurehead” and “entrepreneur” roles—networking, innovating, inspiring. A study of CEOs showed they perform best when not bogged down by “disturbance handling” (crises, team squabbles). Good managers take that off your plate, freeing you to lead and grow income.
Gallup’s Q12 Research (Ongoing, e.g., Harter et al., 2002)
While Gallup focuses on managers driving engagement, their data implies a ripple effect: engaged teams under good managers reduce the CEO’s firefighting. This lets you focus on leadership, which their studies tie to 20%+ profit gains and better customer ratings through strategic clarity.
Small Business Studies - Torrès & Julien (2005)
Research on small firms in Journal of Small Business and Enterprise Development found that CEOs who delegate operational control to managers spend more time on “external orientation”—market analysis, customer needs—which directly lifts revenue and service quality. In their sample, firms with this setup saw 15-25% higher growth rates.
Harvard Business Review (2018) - The CEO’s Job Is Harder Than Ever
A modern take by Michael Porter and Nitin Nohria tracked CEO time use. They found that CEOs who offload tactical work to managers spend 30% more time on strategy and external relations, correlating with higher firm performance. In small businesses, this shift is even more impactful since you’re the main driver of growth.
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"Based on our largest global study of the future of work...the quality of managers and team leaders is the single biggest factor in your organization's long-term success." Gallup
Ready to transform your practice? Secure your spot today. I am only taking 10 students for this class. Enroll Now.
Schedule a Discovery Call. Let's talk about the program to see if the Goal Driven Practice MBA is right for you. Call Linda, our manager,
to schedule a call with Ed Petty: 262-749-0221
Questions? Email Linda@goaldriven.com
Need more info?
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If your practice-building efforts aren’t taking you to your goals, there are reasons -- many of which are hidden from you.
Find out what they are and how to sail to your next level by getting and implementing my book, The Goal Driven Business.
The Goal Driven Business
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