Are You a Genius or Genius Maker?

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All right, Dr. Welcome to the line your practice was Dr. Cliff and Dr. Joe brought to you by line life, we want to give you the tools to create an online life so that you can have your best life. And so today I'm super excited to be talking about you know, Joe, do you want to be a genius or a genius maker because both sound good.

I always like to genius role, but I'm maturing my old age. The genius maker is the right path. So I it's gonna be a good discussion. It's funny when you're in the academic world, we just want to be the smartest person there is because it's what we learned in our journey since kindergarten, right? Be smart. So it is a it's a wild conversation.

And you're so right, like we're taught like this is ingrained in us. It's not a teamwork. It's like, what's your grade? How are you doing? It's not about teamwork. And that's where I think sports really come in and help people develop that. But if people aren't in sports, or in individual sports, I think it's really challenging to create that. And then you come out of the gates 20 years behind.

That's an interesting conversation of how sports can I never really thought of it because they say playing sports helps us like leadership. And it's that team mindset. But the academic journey is very it's a solitude kind of journey of like, I have to be the best the best of the best. Right? Think about it. No, yeah. It's kind of counterintuitive to leadership of building a team. So when you look at the most successful business or business owners or CEOs or chiropractors, it's not usually you're always the smartest person in the room, right? It's not no, it's interesting. I

mean, Mr. Ford, right. Like that was one of the things he said, Abraham Lincoln, all these great leaders like, they surrounded themselves with their enemies by Abraham Lincoln, Mr. Ford, he found like the best in the class and brought him on his team. And so

that's playing this out a little, too. There's doctors on the call, like, there's a doctor on the call, got a practice in practice. 10 years has one staff, one and a half staff. And we got to talk about creating geniuses in the practice, like what is what does that what does that mean? I just want to backtrack and say that, you know, I inadvertently and, in a sense a bit ashamed on I hired staff. When I first opened, I thought I'm as a liability, like, oh my god, I gotta pay this, how am I gonna afford it? You know, and I just thought, I didn't think of it in the right context as a 24 year old kid, without leadership ability, I had the hustle, build six clinics in six years. So I got I had something that was a heavy lift in six years doing that, with me being the leader. And in my new knowledge, there was a little enterprise builder mindset that we'll share with all of you with that means there was a little tyrannical components. When I got paranoid and fearful, I became a tyrannical leader. I mean, all these things were gonna unveil and uncovered help doctors build bigger teams. So if you're sitting there right now with one staff or half us to have part time or, you know, we want to show you within the next literally three to six months, how to go from that half staff to two full time staff that are massive assets to your vision. If you got a four person team, how to go to a six person team with two times more impact and outcome from the team without excessive training, without more seminars, without more hours without pushing them harder, getting more production from your team. And that to me is leverage and I like Cliff we were talking before we jumped on I love your clarity and helping me massage this but I think leverage has a negative connotation just like sales has a negative connotation in our our profession sales is a bad thing. No it's not we sell all day we sell our kids on getting them to eat the vegetable we sell our our wives on that what were we gonna go to dinner we sell our our partners and business on a pathway for strategy we were selling all the time. Leverage is okay. And I mentioned we leverage I leveraged my son to help do landscaping. I leveraged my son I help his sister with homework. He was way better than me and algebra. leverages fine. My son learned how to be a teacher he learned how to well actually, I'm going to backtrack, my son $30 to mow the lawn. He did it once. He hired the next door neighbor for $20 He sat on the couch may $10 and watched his best friend mow the lawn so I gotta take that away.

That's leverage. There you go. just leverage the leverage. All right. It's in the genes apparently.

Isn't that funny? He made $10 on the neighbor mowing the lawn, he did it one time. I yelled at him. And I'm like, wait a minute, I guess it's okay. His friend needed at $20. And he was out on the couch with his 10 in his pocket. I love it. Talk about that a little you agree with what I'm saying? The leverage concept is like you can leverage with integrity, right? I mean,

100%. I think leveraging integrity, like those would be the two spaces like if we're in integrity, and we have clear expectations and agreements. And we have good exchange, like, that's where the leverage is coming. But I think one of the bottlenecks for offices is the doctors they hold too tight on to it, and they don't let go. And they're not able to leverage because they're actually bad delegator. So I think leverage gets that bad thing because or the bad name because it's not done properly. So leverage done properly, with integrity with clear expectations and agreements is awesome, if it's done in property where it's just abdicated or do this, and then they don't do it well, and you pull it back. And that's where I think that PT ironical like, place comes in, and like, nevermind, I'm just going to do it, it's easier. And so I think leverages a skill set that I don't think we've talked about.

So that follows what I was saying in sales, same thing. We've all seen low integrity sales, where they, you know, the they do this, what do you call it, where they try to grab you with a little sizzle, or they don't have integrity on their product, I don't know customer service, it's the same thing. Selling with integrity is great. Leverage with integrity is great, great opening to this topic.

And like selling, nobody likes to be sold. But everybody likes to buy, like I love Dubai, like probably too much. And so, but I hate to be sold like, and there's a difference in that. But when people have answers to problems that I have, I want to know. And so if you can do that in the same language, like I know, I'm training these, we just got a new group of aligned life doctors, and we're starting the foundation's course where we're going over like the communications, and I'm just like, oh, my gosh, we have to frame this in there. Like how do we help them not helped us? And so because if we help them, then we can help ourselves.

So going into this topic of are you a genius or genius maker, we're going to break down the ability of you to multiply the impact the capacity, the potential, the production of your team, which is you and one you and three, you and five, whatever you have in your team, it doesn't matter who on this podcast wants it to axe, your productivity and get more for your time in helping people have better lives and driving revenue. I think every one of us would raise our hand on that conversation. So being a genius, a genius maker, we want to talk about your ability to multiply the impact of people or conversely diminish, right the people's capacity to actually contribute. You may say, Oh, I just hired an entry level staff. I'm just gonna let me I mean micromanage. Let me just go up to the front desk and throw things at them and give them tasks every nine minutes and just, you know, breathe down their throat, and maybe that will help me grow a great clinic. You know.

I think that's a micromanager.

You look at micromanagement that term you heard in the 80s. But yeah, the the framework of the multiplier mindset, or the diminishers mindset is micromanaging, tactical steps, right? I mean, that's

discipline of the diminisher. So that's the space. So when you look at these, like there's these things that we can call out, and we really need to create a common language. So we're all communicating the same things because people like I don't know, it just feels weird. And that's where common language, that's one of the things I really like about line life, we have this common language throughout. So when we say, you know, we had a day one that means the same thing across the whole organization. So that's what we want to create in this, like, let's create a common language. So the five disciplines of like the, the diminisher, was like an empire builder, a tyrant, and note all a decision maker and a micromanager. So those were the five like disciplines are five things people took up, and that and so those are the geniuses and the genius makers, their five were, they were talent magnets. They were liberators. They were challengers. They were debate makers, and they were investors. And so as we're going through this, it's really critical to understand it because these things are truly disciplines. It's not like and we can create habits, but like most of the time, it's just easier to default.

Yeah, I love that because the diminisher you're right, I totally skipped over a micromanager is actually one of the tenants of becoming a diminisher. So with you, again back to a new clinic, you have one staff. If you micromanage you immediately diminish your team members Capacity and Productivity you immediately. So if you want to scale that clinic, you're at 150 200. This week, you want to go to 400 visits a week, you immediately have to start multiplying the ability of your one person team, if that's what you have, if you have a larger team, the multiplication is massive, because your people, the more you multiply massive impact.

And I think that's the multiplier thing. It's like one times one, we want it to be 11. So if you have like, three or four team members, like one times one times one times one is actually 44 times their productivity. So it's such a crucial thing to understand, like, how important this is, because it's, and you said, No more training, but there still has to be some training. So it's super important that like, I know, in my office is I have three hours a week where we train, we have meetings and trainings, three hours a week.

So you know, I want to clarify that it's not that you have to train you, if you're not training, you're in trouble. I'm saying what, the idea of being a multiplier is the way you lead. I'm not saying don't train. No, I

know you are. I just wanted to clarify, I knew you. I knew you weren't. But I just wanted to clarify, I wanted to double click on that, because I didn't want that to

hear leader or changing your leadership style. So here's what we're gonna do, we're gonna break down about three or four podcasts around this topic. And it's following in line congruently, what what Cliff's path and genius is to help mature the Align life, our group, as we create better leaders in the clinics, we've created great doctors who could hold a team together. But we were moving now into teaching leadership so that they can create leaders inside of their business, because what we've realized is if we help doctors become good leaders, and they don't know how to make their office manager, a leader who can multiply impact to their team members, we're not getting the leverage on the whole team. We've just made the doctor better at leading in a sense, but a good leader builds leaders, right? That's where we're going with the line life. And we just want to share this with you as we go through the journey and our consciousness and our deliverable in the limelight clinics that you can gain some value.

Yeah. And like one of the models I have, like great leaders build great teams, great teams, build great practices. Love them. So that's kind of along the same line. And so as we dive into this podcast in the series of podcast talking about multipliers, we want to help you because we're not talking about just a team member, we're talking about a life like, and like Joe said, we're selling everyday we're also leading everyday we're leading our own lives, we're leading our family, we're leading our children we're leading, you know, our friendships, we're leading all these our churches wherever we're at in these spaces. And so if we're a multiplier, or diminisher, we're that in all of the spaces. So how can we uplevel that because we really need a shift in consciousness on the planet right now.

Totally, totally. And, and as we continue this journey over the next three, four podcasts, let's clarify like a multiplier. And what we're talking about is your leadership style, your behaviors, your communication, your direction of the people that are on your team, is all factors in the way you can multiply the impact of your practice. So we're looking at taking the team member and not adding 5% like plus 5%, multiplying, like doubling impact of team members and the issue. And I think we'll break this down deeper as we progress cliff, but we talked about, it's more innately easier to diminish people, right? Take control. And that's we want to do we think control is our way a control is a way for chiropractors to continue having a job owning their job building a clinic and you can never step out of it because you diminish people. You're tyrannical you control because you're paranoid and worried. Instead of having the actions or behaviors of a multiplier, who ask better questions, who takes a breath before speaking, who lets people grow and lead and I realized cliff, that dominant personality like myself, I want to help. So I'm in good conscious, I'm trying to get in there and help them by when they're doing their jobs, speaking, louder, controlling outcome. So that's what I realized has diminished my ability over the years.

Yeah, I don't know. I don't know you were but I was reading the book. And I was laughing to stop from crying and some of the parts I'm like, like it was so true. And so I think if I could have had this 20 years ago, or 25 years ago, I could have built such a different practice in a lot, a lot faster way. And when you're saying to x, we're not saying to x by adding another team members, we're saying to reacts that team member, then add another team member, and then that will actually do times that which will actually be an 8x. And

what what they said cliff is, yeah, and again, guys clarity, we're talking about the multipliers book and once in a while cliff and I will take something and break it down, bring it into your practice, you know, lay it right there at the front desk for you kind of dialogue through this. So you don't have to not that we don't want you to read this wonderful book, but we're looking at an application and trying to help ease your journey in practice by giving you the meat. So what when you're talking about like Cliff, the other side of it is if you allow someone to become a leader, and let them answer their questions and guide them, their productivity goes up a percentage as well. So they say not only do you to x, their current productivity, because you've squandered it, but they get 10 to 20% more effective that first year, and then 10%, more in the second year, and, and so on, and so forth. So it is a massive, massive change. So you may not need more staff so fast. But we don't want you to limit the growth of your ClubMate by trying to get to 90% capacity of your team to hire quicker, faster as you learn how to be a better leader. So you have a bigger team that can actually help fulfill your mission, you no longer have to be the one carrying the mission on your shoulder and dragging people along once you gain some of this value.

Yeah, once you get the buy in, and people are in the right roles, and they're leaning into their genius, everything works and flows so much smoother and so much faster. For you for the team member for the patience for the community, like it's a win win win all the way across the board.

So as we close up this particular one again, into go deeper into it, let's ask some questions of what to intrigue about. Are you a multiplier? Or are you you know, are you a diminisher? Like you give me your give me a couple that you would throw out on a multiplier where either one?

So I think, you know, are you a multiplier? You know, do you allow your team to have ownership of certain things? Do you? Do you hold back? Do you speak last? Do you let your team speak up and hear their opinion? Or do you push it down? I think those are some of the biggest ones that have impacted me. I don't know if that's what you're asking.

Yeah. Do you allow the team member to create the outcome in a different path than what you would have thought? And just allow them to create the outcome you ask them to create? Or do you step in micromanage control change? What they say they're going to do is that he or she is going to do it anyway. Like that's diminishing qualities. So yeah, those are some of the things that I know, people listen, like, Oh, I've done that.

Yeah, I think the one you're on like, really takes me to the space that there's more than one right way to do things. And it's not always my way. And there's a right way for me to do something. And there's also a right way for you to do something. And those could be different, but they're both the right way. Yes. And so

do you just take over the role? Or do you ask the staff member a question? Such as if you did it the way you're proposed? What do you think that negative impact could potentially be doing that path and have patients to allow their brain to process and then to become a leader? And so you know what? I think we may have a gap or an issue here or may cost more okay, then what would you do? So it's really the ability to allow people to become the genius of who they are getting back to the title of this talk. Are you a genius, or a genius maker that genius solves everything is chained to the business can have a vacation? Is that right? Everyone's dependent on the genius. The genius maker lets people flourish in their own their own genius and where their skills are. And you'll start to see that shine. And you may not even know the genius of the team members that you have until you start practicing these behaviors.

Yeah, and that's what we'll dive into. So the next podcast, what we're gonna do is we're gonna dive into diminisher inequality, because I think sometimes we need to see the negative before we can really see and understand the positive. So the next podcast, what we're going to do next week is we're going to go over what are what are the diminishers? Let's dive deep into those. What are some of the qualities, how does it impact? And then where does it serve? Because some places it does serve, I don't know that it serves long term, I think it's kind of this win lose, which is ultimately a lose, lose. And so that's where we're going to dive into next. But on this on this podcast, if there was a takeaway, Joe, the thing I would want people to be able to take away is like when you walk in a room, does everybody look at you and you're a genius or does everybody or do when you walk in the room, everybody feels like a genius. So I always think I like Michael Jordan. Like when that guy got on the court. His whole team got better because he was on the court. And so yeah,

that's huge. That's huge. Would you feel you're a genius maker right now. At this moment, and are you interested in seeing your diminisher qualities, because all of us on this podcast right now, we have traits of being a multiplier of helping people multiply their productivity. And all of us have qualities that make us diminish people's and what we're going to do is teach you and help you unveil things you may not know. But you will have clarity very soon when you go through this series that we're doing now.

And like what we talked about will create language. So you understand like, what's the diminisher? What's a, you know, what's a multiplier, so you guys have clarity. So then you can take this back to your team, and you guys can have the same language like, so then you can have communication. So then because when they have chime in, then they'll have the buy in. But if it's they don't have their voice, then they're not going to have buy in on that. So I'm super excited for next week.

So if you're a doctor who hasn't taken a vacation in a while, or you're the loudest person at your office meeting, that you're the one that speaks the most at every meeting, if you're the first responder to every group email that takes over and has control. You know, if these sound like you at all, then this series is for you. Because we're going to help you create genius in the room, allowing you maybe to be the quietest person, as the owner in your office meeting and watch the genius take place in your office meeting, just watch it happen. It's tough. But watch that taking a vacation and making more money when you're out of the office. If you're looking forward to that doubling your team so that they are more, they are more productive because they're bigger asset because they're more, they're producing more allowing you to hire more. If you have low net profit, if you're looking at single digit net profit, or you're making 10 12%, where you want to turn that into a 40% net profit. This is a series that will really help you understand how to accomplish that. So I'm excited to start getting in the weeds and breaking this down. All

right. Thanks, Rob. We will see you next week. Thanks, Dr. Joe for your genius and we'll see you guys next week.