Subscribe
Share
Share
Embed
Unbound is a weekly podcast, created to help you achieve more as a leader. Join Chris DuBois as he shares his growth journey and interviews others on their path to becoming unbound. Delivered weekly on Thursdays.
On today's episode, we dive into the importance of coaching leadership through experimentation and building strong teams. Are you a leader trying to get more from your business in life? Me too. So join me as I document the conversations, stories and advice to help you achieve what matters in your life. Welcome to unbound with me, Chris DuBois. David Pierce is a dentist turned knowledgeable leader committed to helping others with a team of six David took his revenue from one to 2 million in four years, then two to 3 million over the next five years clicking multiple hard earned leadership lessons along the way. Since selling his practice in 2021. David has written two books and is working with a handful of clients to share the secrets and processes he learned over his career. He also provides actionable insights to other dentists via a mastermind and today, he's going to share some of those lessons with us, David, welcome back. Hey, Chris, thanks for the opportunity to meet you and chat. I appreciate it. Let's, let's dive right into your origin story. Yeah, as well. Yeah. So general dentist, never never had any aspirations to turn into orthodontist or anything like that. And I think maybe if I had to summarize, me, I enjoy learning, I realized at some point that I enjoy the process of learning kind of lifelong learner. So applying that to dentistry, it became natural because in dentistry is pretty cool that you can, you can reinvent yourself a million times over if you want to, in dentistry to so many courses to get yourself up to the level of a specialist, if you will, to standard of care. And so over the years of my practice that it because I took some courses, it sort of morphed, if you will, into a really a full mouth surgical process where it was very cool for us because our mantra which was in became really lived, it was changing people's lives, one smile at a time. So that kind of dentistry we were really, really suddenly people you don't, you may not think about it, because you may not suffer with it. But folks who come in with a true dental disability where they cover their mouth, when they smile, they look the other way, they wouldn't go to a friend's house because they knew what kind of food they're serving, and they couldn't eat it. They were divorced, and they had to reinvent themselves and how do I do this and, and then you combine that with this, No, you wouldn't appreciate this Chris, but there's some people actually don't like going to the dentist. So you combine that with that, you know, that fear and all the other stuff that goes along with it. And it was a challenge you see, but we just had such a great time I keep an eye being able to help people really one at a time to just truly change their lives. So, so that was great. And then if you move that forward to you know, I enjoyed working one on one with people like that truly, you know, they looked at life and I said, you know, an individual like you can impact the lives of many, many, many different people through your podcast, or maybe my my journey is a little different where I looked and said I want to impact the lives of just a few people but perhaps in a more not taking anything away from anything that anybody else does, but more significant because it's spending more time with them one on one individually. And therefore you know, time is a commodity or a resource that we can't get anymore. And so the idea of spending more time with people, the coaching part of it kind of became a natural thing for me to be able to to work with individuals one on one I've been in a mastermind with a bunch of other dentists for the last maybe eight to 10 years where 3030 of us so 2030 would get together over quarterly and just share share business successes and big business challenges and opportunities within those challenges. And so I found that I really enjoyed that process the folks that were always very kind I guess it said you know David you seem to have the ability to take something complex ask good questions and boil it down to what can I do Monday to make things better and so taking that and then this successfully of my business I thought great opportunity after I'm not not putting on the loops in the gloves anymore and actually doing surgery as such I'll work with people on the on the business, the non clinical side and so done that wrote a couple books that was just been very fun doing that. And the reception that's been great over the last month or so since the first one has been in Amazon and other places. So yeah, so that kind of brings us up to December 11. Awesome. So let's let's get into the real reason I brought you here so I got a crown that just keeps popping awesome. Card Yeah, in my car. I'll tell you what, I don't know so what I would love to get into are like the stages of learning to lead as a scanning. You've seen them as you were going through your practice and kind of uncovering these lessons and learning and like documenting your journey right as you're figuring that stuff out. Yeah, what are some of those lessons? How did you approach you're just learning to be a better leader. Sure. Yeah. So I think that, you know, I was, and I've seen this, I've seen this so many times, which is really one of the reasons why the coaching is so much fun. Where it would make sense, I think until you get into it, that if I become a master at my craft, so to speak, whatever that might be, then successful come my way. And that was something I started, I thought, I saw that in other dentists that were very, very good at what they did. And they were maybe 20 years older than I was at the time couple of decades. And so I'd see them, you know, driving nicer cars living in nicer areas. What I know today is a lot of that can be done, and you have absolutely no financial security, you just have enough credit to buy a fancy car and live in a nice area. But if the House of Cards could fall apart really, really quickly, and I didn't know that at the time, they wouldn't have any real way of knowing that about these people. And so, so for me, you know, I kind of like I said, once I had mastered that craft as interested in learning, I like, well, how come like the business isn't doing great stuff. And then, you know, the leadership question to me on any business to businesses is never going to be any better than the owner leader, you know, small business, the owner is typically the leader, until they scaled on out that they literally got to pull back 100% And put other people in charge at every level. But smaller businesses, you know, say that most dental offices until they scale into multiple offices, the dentist is the leader is never going to be any better than you. And so to me, that whole concept is like, like when you have to embrace that, like I have to become a better version of myself as a leader. And then from there, you know, what is that? What, you know, for me, personally, I think the most important thing as I work with my clients, probably just that mindset around that whole thing, you know, it's like, what does that look like? Was I born a leader? No. Can I become a leader? Yes. Like how good a leader can make as good as you want? So what are the steps look like? And once you start pointing the finger at? Well, my team is this, the insurances that are about the patients are this and so forth. You just have to look at that and say, Well, you hired them. And if you inherit them, because you bought another business, well, you kept them on, you train them the way they are, or you didn't train them at all. And that's what the defaulted to the patients who had the opportunity to say I'm sorry, I can't see you are mean. So everything around you is really dictated by you. So for my journey was definitely it was like if I spent, it's really pitifully flip the slow. And like kind of pathetic, actually, but decades just trying to figure out that and then how do I make myself better? Communication certainly is a huge part of that, you know, for me, even now, for sure, but my default behavior in confrontation is runaway, you know, it's like that, in that fight or flight thing. It's like watch me run close down and went away. So how do you how do you stay present yet? You know, they want to know Goldman are called Emotional Intelligence, how do you how do you put that into place, so the year where you want to be you know, what kind of outcome you want, you can control your emotions, you can help influence the emotions of others, move them along. And maybe if I was gonna add one thing that for me in a small business, had this conversation with with a bunch of deaths the other day, you were talking about leadership, and they're talking about hiring a leader for their business. And, and I think that's fine. My feeling in my business. And what I've had to do over again, I've do it the same way just faster, is to have everybody be a leader. Like, I think the idea of a leader, we tend to think of like that person with a lot of authority and a lot of power. And I would say you know, give everybody authority, you know, if you can embed envision a small medical place, you could say, Well, somebody's in charge of sterilization of the instruments. It's pretty important, it may not be as important in some senses as the person that can write a quarter million dollar check for the person that hires and fires everybody or that kind of stuff. But at the same level, they need to have the authority and the ability training to do well in their place, and to make decisions in those areas, or at least to advise the next to their their report to about those decisions. So I felt like and I still feel like Creek leaders at every single level. You know, it makes the team members so much stronger, so much more engaged. They love working in a place like that. So, so improving me is definitely first thing and then looking at what's improved me trying to improve me and each of the team members to become leaders in and of themselves. Yep. So yeah, there's lots that we get on that can go into there. Yeah, that's awesome. Yeah, getting that accountability set up so that people do feel like leader that was something I learned while in the military where we had a junior soldier who everyone was pushing this guy to get promoted. like it'd be a sergeant right move up. And he just didn't want it wasn't for him. And but All of the junior soldiers followed this guy. And so it was more we talked to him said, Hey, man, I'm not going to push for you to get promoted. But I need you to be able to show up and help these these guys at the level you're at now. He was all about it. He was he was permission for him to keep kicking in doors and doing the stuff that he loved doing. And any showed up and it was great. And so it was like, that was a really good lesson on. Yeah, just give people something to be in charge of let them lead where they're at. And you might be surprised. Well said, but so did you. I guess, as you were kind of going through this were you looking for, like, coaches other other people to bring in? Are you doing mostly like trial and error? Like this work? Like, let's, let's see what else? Yeah, well, the right answer would be the former, like, of course, you're gonna go find somebody and my path was the latter. No, I didn't. Which, you know, and, and I wish I had somebody because I would think and say, like, you know, I look at the folks that I'm coaching now that, that and it's not about me, really, if you can find anybody, any mentor, mentor coach, who knows what they're doing, and they're, they're good fit with you, you're just gonna get where you want to faster. You just, you're just gonna, you know, Tiger Woods wins the Masters, viruses coach gets a new one, like, why would you do that? Because he knew he could go further faster, he just needed somebody else who would hold his feet to the fire, teach them something different, hold them accountable. So I didn't say that. But you know, maybe because we have so many resources, so many books. So that might have I'm sure it was a reflection on my immaturity or early growth or not enough growth and my leadership now I would be happy, happy didn't usually hire a coach, actually, coach had a coach, you know, is looking like we're gonna find somebody somebody helped me out because it's, why don't I want to get there faster. So for me, it was more about reading books, watching people step by step, trial and error. But it doesn't have to be that way. Like don't don't do that. Yeah, find a good golf coach, learn it faster. Find a good dentist go faster. Yeah, I think there's, there are some positives to that are like those lessons you learned are ingrained way harder than what someone's gonna write. Someone just listens to a couch. And yeah, they'll speed through something pretty quick. But at the same time, they, they didn't necessarily learn that hard lesson to ingrain it for other stuff. Yeah, but the I actually wrote a post on LinkedIn today about Solomon's paradox where we're, all of us are, we can be very good at giving advice to other people. But when it comes to giving advice to ourselves, we're not like King Solomon, who was known as a wise king, but was at his own issues and challenges that he wasn't very good at working through. He was like, more reason to find a coach, right? Just find someone who can point out those blind spots. Yes. So you said something much earlier. I take notes throughout this podcast. So we can jump around a lot with the the idea of how you're able to take complex ideas and create simplicity through that. And that might just be like an innate gift that you have. Because I know a lot of people struggle with that. How do you feel that? Like? Have you been able to pull that I guess, into the leadership? world, right, like in in how you can show up for your team in order to take some of these more complex ideas and stuff, but then give them something that they can actually work with? Yeah, it's funny, funny, you say that such great timing, because maybe, or I'll say, maybe 15 years ago. So I did lots of continued education for myself, I would take my teams to continue education, practice management, wherever I call, which I team building type things, all in the dental space. And I remember going to one and thinking, Well, my team needs some building. I'm really sure I'm not going to learn anything new at this thing. But it'd be a good reminder of things, which is right now. Remember this date? Oh, yeah, I wasn't doing that. But anyway, I learned something so valuable, Chris at this one, which is so simple, but just just to take these two words away, like be curious, like, just be curious. And she this lady teaches set it in such a good way and so many times, that is like, you know, of course, like don't make assumptions. So from there, you know, I've just gotten so much better, maybe sometimes to a fault. But as we're looking at this thing I like, what is it that I don't know about this person, this situation? And how can I ask a question that will be received in a way where that person can tell me more which can truly tell me more, and maybe discover something almost therapeutic almost discover something that they didn't even know themselves? Because they couldn't, like you said you can't see yourself you can see somebody else but you can't see yourself quite nicely. That's probably the biggest thing that I've taken out on leadership is that it's not therapy, but the leader that's autocratic. It says, This is how we do it. And this is this. You just rob, you rob yourself of having followers that I think that you want, and you certainly Rob any sort of leadership growth in that person by telling them what to do. So that was the thing For me, it was just stay curious, like, you know, how, how would this and what would make that work better? Those kinds of certain questions that way. And I think that it wasn't so much that the questions were great, it was more that I truly was curious about like, so I want to know more about this, I wonder where you're trying to go. And I want to know more about what you've done. And then start looking at ideas that fit and some Best Buy, we were that that boiling down part came from, and I read it, and it can only keep so much so much stuff in my head. So I always try to keep it simple. Sugars on that. The Rolodex is only so big if you're a Christian ship just flies out of there. So, I guess moving into your coaching, what would you say are some of the biggest challenges that you see with leaders? Oh, to me, it's all it's, you know, it's maybe accountability for themselves. I think that's one of the greatest parts about having coaches is that if you that, in my experience, I've I've had many athletic coaches, because I have done lots of competitive sports, but probably only one. One I would call a true business coach where I had to talk to this guy every single week. And I relatively early in our relationship developed a respect for him, finally, is to maybe and so it's kind of admired what he knew and his thoughts and his approach. But enough respect. So that was like when he when I had to talk to Robert, on Fridays, no three is like, Man, I don't want to let him down. And so like last Friday, we agreed that I would do this, this and this, and I'd put it off and put it off like I always had but then it's Friday started out as a man I know he's gonna ask me and I have to have a good answer. And it can't it can't be know that I defaulted to my runaway like I didn't do that is too hard, too difficult, too uncomfortable. So I think that you know, that probably just have that accountability thing is just so huge. When it comes to having a coach was for me, it was so huge. Right? Yeah, I have a coaching call coming up on Wednesday. And I'm like God and do the stuff. I said I would this weekend here this week, but you kind of accountable to the to the person, right? You don't right? Yes. You don't want to embarrass yourself. But you also you kind of like, well, I don't want to let the the woman or the guy down. Yeah, yeah. Right. But if it was just me, I would probably say, you know, I have legit reasons for not doing it this weekend. It wasn't that I'd neglected. But exactly. I can just wait another week. Why not? Right? Yeah, so I guess with your with your team, right? You're, you're finding ways for them to become accountable. So that they can take that ownership, they can also step up as leaders and certainly develop in that way. How do you kind of find the right place for everybody? Right, like not everyone's destined to be the team lead the shift lead to that's everything. Right? Like, how do you kind of identify that? Sure. Yeah. So sometimes I think on a smaller organization that can be that can certainly be a challenge, I guess for me, you know, the idea Yeah, if you go to like Jim Collins, you know, the, you know, have the right people on the bus and then if they want to everybody the right people on the bus, the right people in the right seats on the bus, that analogy to business, hiring the right people, and make sure they're in the right position for their skills that they have for me, early in my career. And even when I talked to Dennis, like the idea of, of having, like you, if my words would be like, your noble purpose of your business, like what is it in the whole universe of your businesses is either striving, striving to become this, like, when we are at our best, this is who we are? Or that or when we're at our best ceases who we would like to be like, what does that look like? Almost so much. So in a egotistical way, like if we weren't here, the universe would be missing this piece of the hole, because we're not here are businesses that are small that is, so have that and when anybody's hired, they need to embrace that I got has to be bigger than them bigger than you, the owner bigger, and everybody, it's just something that no one person could do. Like for us, it was like changing people's lives. You know, one person at a time actually changed their life in a dental office. So that was so the mission people embrace that to be and that would be it. So what are your What are your core values? What are your core beliefs, and get people that are aligned with those things? So you could pick one say like, well, we're lifelong learners. And then some Yeah, no, I just don't like I just don't enjoy reading. I don't enjoy reading or audiobooks or anything like that, like, I really don't like that. But that's awesome. You don't have to, you just can't work here. Because that's gonna you're gonna run into a wall that's going to force you to become either a reader that you don't want to which won't work, or you just so start fighting it so to me, it'd be like so. So that's, I don't want those people in your office because you're not doing them Are you a favor if you need a warm body? And then maybe the third thing is know the organizational chart or the accountability charter or board board we're going to call them but basically hierarchy you know, the visionary CEOs appear and everybody else to make sure you have that laid out. And initially in a small business, like the owner's name may be a lot Are those boxes, you know, it's just like all these different things marketing and, you know, cleaning out the trash, whatever might be like your name may be everywhere. But over time to give people those positions and and you know, for us at least it was, when you have a position, just make sure anybody that's going in there, you look at say, you know, do they have the capacity to do the job? Okay? Do they understand the position really well? And probably more importantly, do they want to do it? And if they feel Yes, on all three of those, and everybody on the team votes on it, and says, Yep, I think that person has all three of those good, it may be a good fit. The hard part to your question is, what do you do when somebody comes in which I have a couple of clients right now and I had the same situation, at least twice, I can remember where person loves the noble purpose totally is aligned with core bliss, and can't do any job in your office, like they've, you know, I can think of one lady, she's a dental assistant, great hand, so forth, develop carpal tunnel, some other stuff, she couldn't use her hands. So she had to go from a clinical position to an administrative position, which he didn't have the skill set for. And she admitted to that skill set. So you have this awesome person in a team of five. So everybody's a department, we have one person that can't hold up the department, so it's not getting done. So that gets that's that hard leadership role really to look at and say, like, you know, I need to move you someplace else, some other business where you can be productive and comfortable and feel like you're doing the right thing, because it's not here cuz she is suffering. Now she knows she's not contributing, and then find something they can fill that. So I think that maybe is one of the challenges. You know, from there, it's just a matter of if you got the right people in the right positions through that process. Then just make sure you give them everything they need to succeed in the tool is getting the training, give all that stuff, so they can succeed and fine. Most people want to I really believe most, almost, you know, I think the vast, huge majority people in that environment will work hard to accomplish things. As you're coaching people, are you what types of metrics are you looking at for success? Because, right, it's kind of a subjective position. It just ain't leadership. Yeah. So I guess what are some of those objective things you're looking at? To know like, yeah, we're doing this right. Well, you know, I think that so so the metric is to say what metrics prove that the leader is getting better? Is that kind of the question? Yeah, getting better or even just leading? Yeah, efficiently, effectively, ethically? Yeah. Perfect. I think that, you know, I think that's, that's a great question. I'm not sure anybody's ever asked me that specific like that. I really like that. So for me, yeah, it's awesome. Yeah, it's great. So for me, it'd be you know, of course, like in a business, you're going dentistry, for instance, you're measuring myself, so what's the revenue of the business, what's production, what's revenue look like. And to me, it'd be like, well, that's important, and easy to measure. But it's the last thing in the in the whole series of what's happening, you know, if you, if you treat people really well, and you do all the right things with your team and treating patients really well providing really, really great service and have high customer service as well as clinical service. Ultimately, the money part is going to come if you focus on the money and that's what you're focusing on and try to drive it back upstream it's not going to be you're not going to get the success you want to so I would look at leadership kinds of same way so you look at that and say so do you as a as a leader are you are you have you gone from a situation where you feel like you know, the with the outs of saying go like that rather than the dogs wagging the tail, the tails wagging the dog? A lot of the people I've talked to it's my team just won't do what they want to do they're not engaged not this sort of so that's all on the leader so to go from that and feel like like no I can walk in the morning and saying Hey, doctor got a great day plan got this Mrs. Jones this this this and you're feeling out there engage and I'll tell you you know the Christa the picture that came up in my mind I have very few original thoughts and this isn't original but it fits perfectly is now they had the idea to ride the dog sled race and piracy in the this whole bunch of dogs their heart hooked up to a harness if you've ever seen those dogs I've seen them in person like they're so excited about what they do like my new you hold on oh man they're it's not like it's a job for them they hooked up to the sleds like yes, I get that pull this sled and a further I can do it so it's almost like at nighttime you have to force them get in the snow bury yourselves and you're warm ready to go in the morning because they're like all night long like let's go so this not work to them. So to me the picture is like that. If you do put that thing in of course the musher owner, that person should be on the back of the sled. Sometimes they're really pushing. Sometimes they're standing up but always guiding they're working hard and they're guiding. So lots of times it's to me, it's the the leader is like in the picture. The leader might be the head dog is like he's out front. He's not in the back. There's nobody in the Becky's back. You can't see the team pulling hard kind of looking around, like, like where did some of the team members go like there's a dog over there. There's a dog over there. This one's hunting rabbits isn't the word at what they do and they're all over the place. And just to go Then they get a feeling. It's like I'm not in the front of the sled anymore now at least in the back of the sled, pushing guiding, and that's that mental transfer of like, where am I in this whole thing? And it's not didn't pretend like the people in your office are the mushers. No other dogs have this. That's not the analogy. So they're excited about where they're going. And they're getting steered by this leader. So it's that feeling this go that feel like I'm getting control, I'm in control this thing, and then teams stay longer. The feedback from Team is they're engaged, they're giving you ideas, they're putting input, revenues, does the current patients are accepting more treatment, all those kind of things, just indication of that leadership skill building? And ultimately, you'll make more money and in a day, right? I really like that metaphor. Yeah. We lived in Alaska for three years, my first first duty station in the army. And we got to sled dogs. While we're out there. There's a musher abusing his dogs and other other mushers. And that's not happening. Right. And we got three puppies who then move to Georgia, and that love it, but when we came when we came back to to Maine, yeah, you can sit like this, they saw the snow and going excited, right? Just like you're talking like they want to be in the snow doing. Like, if I hook them up to something, they just, they're ready to go, they want to pull. So that's awesome. That's great. So I get let's you're working with, you know, leaders, business owners who are now they're established right, and they're just trying to get better they're trying to do shortcuts, some of the things that you could speak to, you know, some 22 year olds who are coming out of college, they're ready to start moving into positions and stuff. What advice would you give them for being able to step up and take on that leadership role? Sure. I would say you know, try to find somebody that has already done it I think the I think the perception especially somebody younger as my friend is airplane the other day I was talking to somebody in totally different industry and he was talking about the CFO of this company house neat guy just says it's so much bigger picture is so relatable it communicates so well and and he said I this person sitting next to me could learn from him probably so much about things outside the business and as well as in the business and so I said to him, like if you ever approached him like would you be a mentor to me about things outside? Well you tell him what to do you need a book to read anything like that What would you do that? And he was like I don't think I should we talked with a long plane ride. So we talked about I said honestly, I think you'll find that there are a lot of people out there in that position because you because of reasons you like him, he gives Becky kids to the team. He'd be delighted to do that and may not be exactly pictured, but he would be delighted to help you on your journey as part of his his or her legacy. So I say find somebody like that because there's a lot of folks out there they may not be 30 year olds although they might be because I can think of some 33rd Younger younger professionals that are incredibly generous with their time and everything because they just love it. But certainly you know the older sometimes people get the look and say like to whatever I want my legacy to be and the money parts taken care of this is taken care of that's taken care of like Who do I want to be remembered as find somebody like that? And then to just be like like you're never going to dream big enough you will never dream big enough you'll always always limit yourself by how big you can see your world and how you can impact the world so just keep forces have get around people that just are like they're they're just like stupid dreams that they have like just so incredibly big stupid dreams if you will. That that big, big something rather hairy goal, you know that folks talk about just so big dream big. Yeah, don't limit yourself by your head. Awesome. That was a writer downer. captured. Awesome. All right, Dave. Got three, three more questions for you. We're gonna round this out. First one being separate from your own book do you recommend everyone should read? One book will be well, let's see. If you want to learn how to how to work with people. I would certainly say no. Dale Carnegie's How to Win Friends and Influence People. It's just like, if you can't figure out how to use this really carefully, like how to influence people. Like if I came on your show and I was rude to you and everybody else on the show, I would influence you in a way which probably wouldn't be the best for anybody's Can anybody think if they came on the show and I was respectful and polite and I tried to be engaging tried to do something then I might influence you in a positive way other people so it's not there's nothing in it except that like what things work what things don't work, how to do that. So just how to treat other people will be there and then probably more than the dreamy side to be just like as a man thinketh you know, James Island, that kind of books simple little read those written, you know, decades and decades and decades ago just helps people I mean, I think the concept of people that which I would just totally say like, so if you think about something that you want to happen, madness, so much. So you can picture every single Nevada, you can feel it, you can taste it every night that and that's and you just put that into universe like that's going to happen in my life, good or bad, good or bad. It's going to happen. All right. Next question is what's next for you? professionally? Okay, more of the same stuff, you know, me, I'm in a coaching business great, I'm going to set up a leadership boot camp. That's probably about 2024 25, like a two day type workshop just to help folks, small, intimate type group. I'm working on my third book right now. And so I'm looking forward to that coming out. And then from there. Yeah, I'm not sure I'm getting involved in some other organizations. You know, one of the things I would just if I was gonna say there's a third, third thing that I would share with anybody, really, I think this is super challenge is that in all of us, we have unique abilities. Like if somebody was to look at Chris Dubois, when he was three or four years old, and watch the way you interact with other kids and things, they would see certain things that you're just naturally good at. It just comes out, you just are naturally good, or whatever that is just part of who you are. And you don't see his work or anything special, you just do it. So as you grow up in the world, if you could take that thing and call it like unique ability, which we all have. And as things come down the pike like so for me, if some things come down the pike, I can first look at sectors that fit with my unique abilities. So I'm the very best to me is going to show up in that project. Because I just it's something that I just naturally do. So as things come out, you will come at me anybody would be if it fits your unique ability, then you could say yes. If it doesn't fit, always say no, don't matter what to say no, because you're not helping anybody, by volunteer to do something that you're not going to be their best at and you're not engaged in. And if it does fit, then you don't have to say yes, you could say yes, we can look and say is how important is there what's going on in my life that allowed me to have the time to do that? I know we do it, well just do have enough time. And therefore the resources to take care of you that well. So So for me, it's probably that so the things that come up with me, they'll just have to fitness and other things that fit within my unique ability. Just a question, how many of those do I want to get involved in and write truly at the time? Yeah, that was a Greg McCowan essentialism book. Yeah, has the 90% rule, which is essentially if you wouldn't grade it a nine or 10 out of out of 10. Don't just say no, right? Awesome. struggle with that. Yes, you go get her Type A's like that's what we do. That's right. We just go digging our own grave. That's right. So final question is Where can people find you? Oh, well made here. Where's here? Yeah, so sorry, I put my glasses on. So a website is ultimate ultimate success that dentists no calm. So the company is ultimate success in dentistry. So ultimate success that dentist, LinkedIn is, you know, ww linkedin.com, backslash. N backslash David hyphen RT, I've been pierced, I think DDS. But if you just go to my website, there's really easy to find. I'm not trying to gum there's resources on there. People have at their disposal. We're constantly adding stuff to that we have a weekly YouTube blog on all subjects that we're talking about more so they can look at that. And and that's just YouTube at ultimate success in dentistry, so easy. All right, David, thanks for joining. I just one more thing. You know, I come from a family of patriots. And so I want to thank you for your service. You know, so I really appreciate that, you know, that there's no way in the world any of the entrepreneurial stuff or business stuff that we that we don't take for granted. But sometimes we tend to take for granted in the United States would happen without the support of folks like you and our military and services. So thank you, sir, for your service. Awesome. Thank you. That's a that's a wrap for you guys. If you enjoyed today's episode, I would love a rating and review on your favorite podcast player. And for more information on how to build effective and efficient teams through your leadership, visit leading four.com And as always deserve it
Transcribed by https://otter.ai