Delegation Dilemma: Why Your Leadership Team Isn't Freeing You Up

There's one thing standing between you and a practice that runs without you: delegation. And you're probably doing it wrong — even if you have a leadership team in place.

In this episode, the DPH coaches break down the mistakes most owners make when they delegate and how to actually start getting things off your plate without everything falling apart. You'll get real examples of what it looks like to delegate the tasks that stress you out, from payroll to hiring, and everything in between.

Topics discussed:

• The difference between delegation and abdication
• Who belongs on a leadership team (and the role most owners get wrong)
• The mental side of delegation most owners ignore
• How to figure out what to delegate first
• The follow-up habit that keeps everything on track

This episode was produced by Podcast Boutique https://www.podcastboutique.com

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Transcript

The Real Problem With Delegation

Paul Etchison 0:47

So you built your leadership team. You went and you did what everyone told you to do. You picked the people on your team. You gave them the roles, the responsibility, you held them accountable, but somehow you're still involved just as much as you were before you built the leadership team. You're still answering all the questions, you're still fixing all those problems. You're still the one that everything runs through. And you're probably sitting there thinking, what was the point of doing all this? Why did I do all this work? Well, today I'm going to show you what real delegation actually looks like, why most leadership teams fall short after you set them up and how to finally start getting things off your plate without everything falling apart. Because when you, as the dental practice owner, can get this right, you don't just free up your time, you free up your energy. You get clarity, and the ability to actually grow your practice becomes so top of mind, and you actually have the time to do it. Your practice has the ability to explode. Now you are listening to the Dental Practice Heroes podcast, where we teach you how to create a practice that is more profitable, more organized, and a whole lot less dependent on you. I'm your host, Dr. Paul Etchison, the author of two books on dental practice management, a dental coach, and the owner of a large five-doctor practice in the south suburbs of Chicago. And today I am joined by each of my DPH coaches, Dr. Henry Ernst, who is the owner of an 18-op practice in North Carolina, and Dr. Steve Markowitz, who is the owner of six practices in the Boston area. And between the three of us, we have built and scaled multi-doctor practices, led large teams, and we've helped hundreds of dentists create systems that actually work in real life, not just in theory. All right, let's dive into this episode. Welcome back to the Dental Practice Heroes podcast. I'm joined with my coaches here. Now we're always talking about issues that our coaching clients are having. And something that consistently comes up is that, you know, dental practice heroes, we're very big on delegating. We're very big on creating a leadership team. We want you to give off some of your responsibilities to people on your team because one, it's just way more fun to run your practice with other people. But two, we tend to take on too much as practice owners, and it doesn't allow us to focus on the things that really grow our practice and allow us to scale. So we encourage our clients to set up a leadership team and get their team involved in more things that as far as management goes, but we often see that they fall just slightly short or something doesn't always work out as plans, and we're always troubleshooting things. So I'm gonna pass it to you first, Steve. I mean, you've got a huge organization. I mean, 150 plus employees, right? 150 plus?

Steve Markowitz 3:38

Is that correct? 155 plus.

Paul Etchison 3:40

Yeah. So like organization and delegating responsibilities is a big thing for you. And I'm sure you've learned a lot of lessons along the way. But so, like, what are you seeing with in your experience and your mostly mistake. Yeah. What do you see in your experience and with your clients?

Steve Markowitz 3:54

I find that a lot of times when we put things in place, like a leadership team, we think that's the the success. We won because we put that in place. That's actually step one. And it it's a lot like we talked about on uh a previous episode about investing in our associate doctors, but it's the same, same tools to invest in our leadership team. Once we establish roles and responsibilities, awesome. Congratulations. That is a giant step, but it is just the first step. What I have found, and I'm guilty of many times throughout my uh journey, is when I took that leap, uh, I thought that was success. And I actually abdicated, not delegated uh what I was supposed to be trying to do. And what I mean by that is when we delegate, we're not just set it and forget it. We need to, if we establish a leadership team, we need to actively follow up with them. We need to actively have metrics to understand the results that we're looking for. And we need to actively manage them in a way where we know that in our absence, we're still getting the results and the care that we need to deliver to our team and our patients.

Paul Etchison 5:01

But then somebody would say, if I'm creating a leadership team and I still have to constantly follow up with them, that's what I was doing before. Like what's the difference?

Steve Markowitz 5:10

So it really depends on the size of your team. But everybody, no matter where they are in the organization, requires some sort of oversight and direction. And I think when you put a leadership team in place, it's to allow you to free up your time to do things that only you can do while at the same time managing and directing and guiding your team to do what they can do. Because what I find that annoys as a team grows, where I find that annoys and frustrates owner doctors is not the leadership team that's coming to them, it's the third assistant or the person who's late, or the like the little things that don't actually move the needle. So those are the areas where we can free ourselves up. But at the same time, we have to truly understand what responsibility we're delegating and make sure that those things are happening. Or at the end, it's gonna come back to us in a worse place than we left it. And that's not fair to the office, that's not fair to the patients, and it's not fair to the people you're trying to invest in in your leadership team.

Building Leadership Team Guardrails

Paul Etchison 6:16

Yeah, I always remember back when I had my first leadership team, this was in 2019. And it wasn't really until 2021, coming back from COVID, that I think I fell into a nice stride where I felt like, oh, this is how you're supposed to run it. This is how it's supposed to feel. And the difference was is that I had these leaders. I was giving more responsibility to people, but nonetheless, I was still following up with every little thing, which I hear you saying, like we can't completely abdicate, but I was going further than that. I was still involved. I was still like the decision maker behind a lot of things. Henry, you've dealt with this in your career, like the ability, just the need to control and wanting to be in everywhere, but then we know that we're supposed to be stepping back. Like, what recommendations would you have for someone who's creating a leadership team and how they should approach it so that it works and they they don't have to make every decision, but nonetheless, so it's not just taking the training wheels off and see you later.

Henry Ernst 7:09

It's a great topic. And some of this is fresh in my mind because I actually had a coaching call this morning and we were doing exactly this. We had already established a leadership team. We're about two or three months in. So now I want to get all the stress off this doctor's plate. He's still very stressed, but he feels better since the leadership team is in place. So we've talked about it before. So I gave him a laundry list. I want you to write down everything that you do, everything that only you do, right? And it's broken down to what you hate, what all this stuff. And so we're working on the list, the side of the corner that says he hates doing it and he sucks at it, right? So I've got two real life examples because here's the main crux of this.

Paul Etchison 7:47

Before you say what these two things are, go deeper on what the leadership team is in this person's office. Like, how many people is it?

Tools That Make Delegation Work

Henry Ernst 7:53

Okay, so we've got uh integrator, who happens to be the practice manager, also. A lot of people get that wrong as the integrator is not always the practice manager because some people have a practice manager and are just doing finances and stuff. An integrator is the leader of the team, of the entire leadership team. You get a lot of practice managers that never deal with people at all, they just deal with money. Sometimes they're tucked away in a little office in the corner. They've got an integrator and they've got uh three team leads right now. And this practice has about seven or eight team members altogether. So not a big office. And now we're working through the leadership team. He's got all the things in place. He's got weekly meetings going on, they've got rocks they're working on, they've got core values that are established. So now we've got that kind of like a pot. The pot doesn't have any cracks in it. It's really good. We can fill it up with other stuff. So now we're working through this leadership team to get these things delegated. So, one example is he hates interpersonal relationships and he sucks at it. So he doesn't want to deal with it. So what we're and a lot of people will say that I'm with you. I'm with this guy. Yeah. So basically, here's my strategy for that. We've already established a leadership team. So I said, listen, the next time, when's the next time you're hiring somebody? He said, Well, we actually just hired somebody. Perfect. Re-establish to the leadership team that in our accountability chart, if there's an issue or a problem, that team member has to understand I go to a leadership team member. It doesn't have to be in my department, it could be anybody on the leadership team. I've got a problem with whatever. They go to that leadership team person. If they can't handle it or they can't solve that problem at the leadership team level, then they go to the integrator. The two people go together to the integrator and they solve it there. So right there, and then we've got guardrails around the doctor. Stuff should never come to the doctor. And if it does, it's the integrator coming to the doctor and basically we're firing somebody or needing to do something drastic. So that's one example of leadership team is creating guardrails for this right there. We've delegated that right there. A second one, more common one. I see this all the time. Doctor does ordering. Doctor is doing ordering, doesn't trust anybody else, feels like they're gonna mess it up, feels like he's gonna look at the PL and it's gonna be like 20% dental supplies. Okay, let's work on that one. Again, it doesn't have to be a leadership team person. Let's find somebody that can be our ordering person. Now, in this person's leadership team, we've established a quarterly rock. For those of you guys who don't know, a rock is something that may take 90 days to accomplish. The doctor is the one in charge of this rock. The doctor is the one who's gonna over give this person a budget. Here's the budget for supplies. Now they order them. Maybe the doctor in the beginning just, hey, let me just look it over before you hit like order. Okay, great. That's gonna be what we're gonna do. After a while, maybe it's all good. Everything's fine. I don't do anything. Now I just have to be that person's advocate. Hey, just keep doing what you're doing, and I'm here if there's any questions or anything. So that is how you could delegate two real life examples and get this stuff off your plate.

Steve Markowitz 10:52

So for us, we do that same thing where the doctors aren't ordering. They can be involved in making sure they have what they need, but they're not the ones on the website pressing the buttons and nor writing the checks. But every month, what has been ordered is inputted into a spreadsheet where everyone can easily see it along with the budget. So at any point, the person who's managing supplies can go on and see exactly what was ordered, when it was ordered, and how much they spent on it. And if I'm the doctor, I can go and look at that spreadsheet. And within a minute, I know exactly where our budget is, how much we've spent, I know exactly what's been ordered. And it probably saved me hundreds of hours over the course of a year because now I can learn in a minute and a month what's been ordered as opposed to me doing the whole thing.

Henry Ernst 11:40

Think about how powerful that is. We're talking about two things, right? Now, think about if you're a doctor and you've got all the shit that's on your list. This is all the stuff that I do, and I hate doing this, damn it, but I just have to do it because I got nobody else to do it. It's almost like a like a Christmas laundry list for a dentist. Let me write down all the stuff I do that I want to get off my plate. And through this kind of a system, and we can get rid of this stuff, and it creates so much time and more importantly, less stress.

Steve Markowitz 12:05

There's an awesome book. The author is slipping my head right now. It's called Procrastinate on Purpose. And what the book shares is he thinks of investing in a market as similar as investing in people. And to truly delegate something, you need to invest in them and put pieces in place so that they can be successful. And the spreadsheet that we have for monitoring supplies and and costs did take a little bit of time and investment on our part to put that in place for the people that are ordering. But because we did that, because we invested it, then we get the return on time that can free us up to go do other things. So when you are in the process of truly uh investing in your team and delegating, I think the reframe in true delegation is to begin with the foundation of investing in your team so that they have the tools, which you should build, and that they have your support, which you should give in meetings and and guidance. And then within who knows, a month, two months, six months, now all of a sudden they're doing it maybe as good or better than you ever could, and they get satisfaction out of things that you may hate. And I think that's an important point as well. There are times where I went through that list of like, man, I really hate doing this. And then I would ask someone else on my team to do it, and all of a sudden they would like light up and be so grateful. They're like, you would really trust me to do that. And a lot of times we get just so tunnel vision of like, if I hate this, everybody else might too.

Mindset Shifts That Reduce Stress

Paul Etchison 13:46

Yeah. I remember when I delegated this one like uh expense report to my assistant, and I hated it. And she said, God, she's like, that's like my favorite time of the month, or something like that. Like when I get to do that report. And I like laughed, like, because I thought she was kidding. And then I felt really bad about it, like, oh shit. Like, I I'm like, how could you possibly? Oh, you do, you do, oh, you you weren't joking. You do like it. But she did. But you know what? I think what I'm hearing is one of these things that I deal with some of my clients is that comes up is like, I don't know how to do it. I don't know what to do. I don't know what to delegate, I don't know what's the most important, I don't know this or that. And it's just a lot of like just like dithering, just like thinking about I don't even know how to do this task well myself. How do I teach somebody else how to do it? And I think what's most important is just do something. You don't have to figure it out. I mean, if you heard with like Henry his two examples he gave, you just delegate something and then something else comes up. Like you you just attack these things as they come at you. And I think like I'll see with my clients sometimes, I'll go through this list of things they do, and they're like, Oh, that only takes me like 15 minutes every other week. But the thing is, is yeah, it does, and it's really easy to do it again this two weeks and then do it again the next two weeks, and then do it again and again again, because it only takes you 15 minutes. But at a certain point, there's just some magical thing that happens when you just start to get rid of all these little things. I mean, you just free up, like it's not all about trading like minutes, it's about like that emotional energy that comes from knowing you don't have to do that anymore.

Steve Markowitz 15:09

Yeah, that's what I was gonna add, Paul. Like, it's not the 15-minute tasks, it's probably the 20 minutes lying on your pillow before you go to bed, be like, oh shit, I gotta do that tomorrow. I don't want to do that. Yeah. And that that's probably the most expensive 20 minutes of your day.

Henry Ernst 15:23

One thing that I think is important that we talk about too is the mindset. Cause I think this is what gets dentists like where they don't do this. We have a mindset that we just we have to be the people to do it and we have to do it perfect, right? So the mindset that you need as a delegator, a good delegate, efficient delegator is number one, is not perfection. We're not perfect, right? We do as good as we can. So you're gonna be a mentor and a coach to all these people that you delegate to. And we're not expecting perfection, we're expecting, you know, competent and we have to coach them up. So this example I talked about where dental supplies, hey, let's give it like a three-month little leeway where we're gonna keep an eye on it and we're gonna see how we do. And it's not perfection. We're expecting good, not perfection. But the key thing is you get it off your plate and you said it great, Paul. Start somewhere. Start with one or two things. And all of a sudden, people's eyes open up. Like you just open up, and I'll give you a good example. Hiring, our fairly new office manager is just, you know, obviously she's doing the hiring now. We're a big organization. She does things with hiring that I never did. Like, she's inviting them to come for, like, she spent so much time with a brand new hire, and she made sure, like, doctor, I need you to come and meet her too, and I need you for 15 minutes. I'm like, damn it, but okay. You know, so but she's put her spin on it, and now it seems like it's working really well. So let people give people the leaveway, also. Don't be so tight with them. This is how I do it, and this is how you're gonna do it. Give them the guidelines and the parameters and let them make it their own. And just like Steve said, they're gonna open up and they they may love doing this stuff.

Paul Etchison 17:38

Yeah, absolutely. You know, it's funny, is this this last weekend I taught my oldest how to plunge a toilet? I'm like, I know exactly why this happened. I keep telling you why it happens, and you keep doing the same thing. So now you're gonna plunge it. Here we go. Go.

Steve Markowitz 17:53

If I'm a listener, I and I'm thinking about delegation, I just want to know where where do I even start? So when you guys got to a point of like, I need to do this differently. Do you remember the first things you said, like, I'm going to train someone to do this?

Paul Etchison 18:08

Yeah, I do.

Steve Markowitz 18:09

What task was that?

Paul Etchison 18:10

Mine was payroll. And I was like, gosh, I can't. Like, she can't see everybody, what everyone gets paid, but she made more than everybody else. So it was okay. So I think that's kind of and I don't know if that's a pre-reck. It might not be, but she was like a very mature. I'm like, hey, can you think you can handle this? Can you do this? You know, if anyone finds out, like, I don't want you talking about that. And she was always a really responsible person, but that was a huge one to get rid of. And I think for me, I got almost addicted to delegation because it felt so freaking good. Like there was something magical about being like, I didn't have to do this this week. This was amazing. Yeah. I mean, what was yours, Steve? Or do you remember yours, Henry?

Steve Markowitz 18:44

Oh, yeah. It was um the payroll was number one, number two was the bills, and number three was the credit card breakdown.

Paul Etchison 18:55

Oh, you know what? Now that I go back, I think payroll was not my first one, but that was the first one that was significant for me. I was like, yes, it was like taking off really tight socks or taking off a tie after like a wearing it all day. Yeah.

Steve Markowitz 19:05

Who did that?

Paul Etchison 19:06

My office manager took off my tie? Took off your oh, I I took my socks. You delegated taking your socks out? No, no, no. Listen, no, no. Okay, I do have a personal assistant. She drives me off when I get out of the shower, but that's all in that department. Okay, that's it. And she doesn't look. No, I said I said it feels good like when you take off a tight pair of socks or a tie at the end of the day. You know those socks, like they're so tight, they like bend your leg hairs.

Steve Markowitz 19:33

I know our mics and our setups aren't what Dr. Edge has, but is that what you heard, Henry?

Henry Ernst 19:39

I did hear that. Okay. I always default to my 51 year old. Maybe I did say it. I'm turning 51 tomorrow, by the way. So my 51 year old year old ears always think that maybe I heard it wrong.

Paul Etchison 19:48

What did I say? I have no clue anymore. I probably did say that.

Henry Ernst 19:51

Rewind the tape. Yes. Well, it's socks, yes. I put on my own socks, one at a time, just like everybody else. Mine was very similar, and I kind of look at pre-leadership team, post-leadership team, pre-leadership team, the first thing that I delegated was the auditing of the day sheet. So, you know, we always audit the day sheet, just look, make sure everything's right, look at the credit card statement, make sure it's what's in open demo. And that was the first thing I audited to my practice manager. And the second thing was just like what you said, Paul, payroll bonus systems. And same thing, right? But then once we were post-leadership team, then we could really, like you said, Paul, you almost get addicted to let's what else can I do? What I don't want to do this anymore. Who can I offer this? And it's amazing how it just makes this organization work so much more efficient. You don't do those things like Steve said, where you're looking sitting on your pillow and saying, Oh, I gotta do this shit and this shit. Somebody else is already doing it for you. And you're just auditing once in a while, spot auditing. And after a while, you're really not even doing that. I feel like I want my assistant to put on my gloves.

Paul Etchison 20:51

I mean, that wouldn't be like amazing, yeah, just like hold your hands out. Or would you hold them out straight?

Henry Ernst 20:56

Surgeons do that, right? Up or straight ahead. No, the surgeons like they go down. Down? Right? I see it on like Gray's Anatomy where they just put their hands in the glove.

Paul Etchison 21:04

Damn, that would be nice. It would just feel it would just feel like I don't know if the word's regal. Does that make sense? I feel regal. Like just like, wow, I've arrived.

Steve Markowitz 21:13

So, Paul, for your for the one patient you see a month, you want to you want to have someone dress you?

Paul Etchison 21:19

Yes. I want them to put on my gloves. Then I'm gonna wash, I don't want to take them off. I'm gonna wash the gloves. That's fair.

Henry Ernst 21:25

He wants, like the movie coming to America. He wants to come out, he wants to get dried off, he wants to get dressed, he wants the gloves on, he wants a whole shebang, man.

SPEAKER_01 21:35

As you wish, sir. As you wish. Why not? Is that what she said?

Steve Markowitz 21:39

As you wish for payroll, when you delegated it, how did you do that? Did you have someone, did you train your manager to do it?

Paul Etchison 21:47

I train the manager, and then you know what's interesting too is that you you're saying, Steve, is like for payroll, and all the ones that we just named that you just named, Henry, like those are just like, oh, they're just energy suckers, they suck. But yeah, like I just sat down and said, Hey, do you think you'd handle it? This is what I do. It's really complicated. I take the report off the time card and I transfer it into this. And this was back when we were sending our hours to the accountant and they were taking care of the payroll. Now it's like a lot easier, but you know what else sucked about it too is all the people that would like need a time card correction. Yep. Like, I hated that, and we still have that happen. We have like consequences, but it still happens, it sucks.

Steve Markowitz 22:25

But they're not going to you. No, no, no, they don't come to me. Yeah, so that most payroll companies will actually train someone else. So you can actually delegate the training if you don't even want to do it. You can say to your paychecks or ADP or whoever you use and say, we have a new person, we have a new person coming in. Would love for you to train them on how to do payroll. And if you're not comfortable with where it is, and I talk about this with some of my coaching clients, like have them all do it. And if you want to be the one to press submit because it makes you feel good so you can verify, then be the one to press the submit button. That's perfectly okay. It's a good place to start until you know that everything that this person's doing is probably better than the way you could do it, anyways. I think payroll is a great place to start, but there needs to be enough trust that you know this is gonna be the person who can have that sense of information.

Paul Etchison 23:12

It would be very easy to steal a little bit if you're the person to put it in there, just add like a little half an hour here, half an hour there. Yeah. It wouldn't be hard.

Steve Markowitz 23:20

There needs to be guardrails. Right. And most payroll softwares can put in guardrails of who can change ours. I don't think that anyone should be able to change ours except for. Employee.

Paul Etchison 23:32

You know what? I'm still thinking of back in the day when we used to take it out of one system and transfer it and enter it into the other. Yeah, I haven't done payroll in a really long time. When I was doing it was like pen and paper. Let me write you a check. No, it wasn't. I'm not that old.

Weekly Follow Up And Next Steps

Steve Markowitz 23:43

And when we did pen and paper, there were still very healthy dental practices then with people who are trustworthy. But again, this whole thing's not doesn't about delegating payroll, but it's just, I think what I'm trying to impress is it's not just, hey, Susie, you're doing payroll today. There needs to be a path to make sure that person's successful. And then you need to feel comfortable that what she's doing is not, you know, skimming off the top or entered in wrong or whatever it is. And you need to have a system for yourself to make sure that you feel comfortable with what's being entered.

Paul Etchison 24:13

Henry, how do you know if you did it wrong?

Henry Ernst 24:15

That's a great question. How did you do it wrong? If I mean, let's say ordering. Okay, we got somebody that we charge of ordering, and all of a sudden, gosh darn it, we're always out of this, we're always out of that. You're looking at the PL and it's like 10% dental supplies. That's messed up, right? Right. That's why, like in the example I gave you, you got 90 days to kind of get it just right and to look over it. And maybe, like Steve said, you're you're hitting the submit button or whatever that looks like. But eventually it becomes like, you know, flywheel. It just does it on its own. And I know I wanted to impress this point is I know this conversations were a little lighthearted talking about toilets or whatever, but delegation is what is going to separate you between we always hear it on the forums like, I want to be the practice owner that has a mega practice, five practices, six. You'll never do that if you're not a good delegator. Once you're established that delegation, like the sequence and becoming good at it and empowering people, now you have the ability to grow as big as you want to because you have that as part of your systems.

Paul Etchison 25:12

And you'll hear people say, like, I don't mind doing it, it doesn't take very long, or I don't know what else I would do with my time. Trust me, you'll find other things to do. You will still, you will not get to the point where you've delegated so much you'll just wake up and do four hours of work. You won't have a four-hour work week, one of those. It doesn't exist.

Steve Markowitz 25:30

The best thing that I ever did, I literally have like probably 50 of these notebooks. I get myself these notebooks, I write exactly what it is that I want to follow up on with the people that on my leadership team that I'm managing. And then we go through it once a week, everything on that list, and we'll say, Where is this? How are you doing here? Do you need any support here? And if I go back to that list every single week, eventually we start to get some momentum and I feel comfortable because I know. I think a lot of times when we delegate, we just don't know what's happening. So therefore, we, as dentists, worry. So get yourself a notebook, make sure you're meeting with your team, talk about the real stuff, not about stupid, fruitless crap and the stuff that's important to you. And then just follow up and be a good leader and a good manager. And what good managers and good leaders do is they they follow up with their team and make sure that they're they have the tools to be successful.

Paul Etchison 26:26

So true. That's great advice. And you know, if you're listening, don't do a line off your pillow. You need to get that out of smooth service. It's it's gonna get lost in the fabrics. And you just don't want to be putting that in your nose anyway. But hey guys, if you're looking for a better way to run your practice and you're looking for help and you're looking for a more systematic way of doing it, we are here to help you. So reach out to us, DelpracticeHeroes.com/slash strategy. Thank you so much for listening today. You guys have a great week, and we'll talk to you next time. Now, at the end of the day, delegation, it's not just about getting stuff off your plate, it's about building that practice, that true business that doesn't rely on you for everything. I've been there when every single decision and every task and every problem it runs through you, it drains the hell out of you. You don't own a business, you own a job that has a ton of responsibility. And it's hard to like that job at a certain point after you've been doing that for so many years. So, what we talked about today, it's simple, but it's it is really powerful. And here's what I want you to remember from this episode. First of all, delegation, it is never set it and forget it. We wish it were, but it's just not. You've got to stay involved at a higher level, just a little bit more removed. Secondly, your job as the practice owner, it is to build the systems, to create the guardrails, but it's not to do the tasks forever. You get to be the person that sets it up, decides how things are going to get done. You can incorporate your team, but by no means should you ever commit to doing it forever. And the last big point from this episode is you just don't need to figure out everything all at once. It's so easy to get overwhelmed. Just start with one thing, build from there. That is the way you create leverage. That is how you reduce stress. And this is how you actually build something that will grow beyond you. Now, if you're listening to this and you're thinking, I know I need to do this, I just don't know where to start. That's exactly what I can help you with. You can go to dentalpracticeheroes.com/slash strategy and book a free strategy call. It is just a conversation. We're going to look at your practice, we'll talk through what's on your plate. We're going to help you figure out what the biggest opportunities are to create more time and control in your practice. Because honestly, you've got this beautiful thing owning a practice. Let's optimize it and make it absolutely awesome for you. And if this episode helped you, I'd really appreciate it if you just took a minute just to leave a five star review. It helps more dentists find the show. It lets us keep putting out great content like this, and it helps us to help more people, which is at the foundation of our mission here at Dental Practice Heroes. So thank you again for listening. I appreciate you being here, and I will see you next time.