Will Power
Being a physical therapy entrepreneur can be unbelievably challenging at times. From patient care, to running the businesses, to balancing a family, it’s no wonder many entrepreneurs feel overwhelmed and burned out. Each Tuesday, join Will Humphreys, a retired private practice owner and medical entrepreneur, as he introduces game-changing leadership concepts and interviews other successful leaders in healthcare. If you want to start, scale, or sell your outpatient physical therapy business, this is for you. Together not only can we increase our income, impact and freedom, we can build the largest network of healthcare leaders in the world at the Will Power Podcast.
Will Power
The Power of Ambition & BHAGs in Business Success with Corwin Smith
What’s stopping your business growth?
In this episode, Corwin Smith unpacks the following:
- The biggest challenges leaders face, from team alignment to psychological safety.
- Why setting BHAGs (Big Hairy Audacious Goals), fostering open communication, and embracing long-term strategies are essential for business success.
- How coaching, leadership vision, and company culture shape the future of organizations.
From BHAGs to team alignment, this episode is packed with essential strategies for any leader. Start listening today to learn how to cultivate a powerful company culture and achieve long-term success.
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Welcome back Rockstars. Today's guest is Corwin Smith, and guys, I'm telling you this is going to be an emotional one for me. I didn't cry during the episode. I might cry during the intro. I always film these things afterwards.
Speaker 1:Corwin was one of my favorite coaches. He did some very special things with our team. He's responsible in a big way for unifying our company. The time that we spent with him I'll say it in the episode was sacred. And that sounds like overly dramatic and cheesy, and I get that, but it is what it is.
Speaker 1:When you suffer as much as you do as a business owner, especially in private practice, you hold on to those times where it all becomes worth it. His efforts and the way that he was able to work with our team is something that he's going to talk about in today's episode. So listen closely to the pitfalls as to why some companies never become successful or stay stuck. Listen very closely to his experience as a coach, of how he invests in people and how he talks about coaching in general, because it's such a generic term, right Like? I don't know about you, but I get sick and tired of just hearing about coaching this and coaching that, even though I am a coach. It's just a very broad term, and so he gives some specificity to that term for you to help you understand, at least from his perspective, what matters and not. But what's cool is I get to share my experience of exiting, and that's very special to me. So I'm grateful that I get to share this moment with you in today's episode as Corwin steps in and teaches us all about business.
Speaker 1:Enjoy the show, corwin man. So listen, this has been a big question for me that I would love to pick your brain on. Why do you think companies fail to grow?
Speaker 2:it's something I've watched, like you know, from growing my my previous company and then I've just clipped over nine years in a coaching role. I think there's like two major constraints why companies fail to grow. So, um, the first constraint it really comes down to the leader. Right, as it goes, the leader goes to the team and team and like some of the barriers that leaders run into, like number one I've found is like leaders lack proper ambition. So they commonly, when people hear the word ambition, I think there's kind of a negative bent with ambition today.
Speaker 2:And when I think about ambition, I think about ambition which is like what's my personal why or purpose for what I'm doing? Right. And so like what I've noticed with leaders that are just kind of stuck, like they stagnate. Maybe they get to some moderate level of success, then they kind of stall. What I found talking to them is when I ask them like what is the purpose for you working? Sometimes they have some kind of purpose centered around maybe doing something positive in the world, which is cool, but they're not really clear about why they're working.
Speaker 2:My 25 to 30 years of unemployment, aka retirement, wow, yeah, so specific, right? So so the way I look at it is like I have a really practical or pragmatic or fundamental purpose for working which is about earning and saving, investing enough, right, like I have a big, you know, financial gap still to close number one. And then number two is like a certain level of impact or difference I want to make in the world, so like there's that piece of it which is really driven by the founder or the senior leader of the company is the reason why companies, I found, fail to grow. And then the second thing is the inability to find, hire and retain enough of the right people.
Speaker 1:Amen. Every single PT, ot and SLP owner right now is going. You can say that again Because they're struggling right now to find talent. But I love how you simply put that the barriers to growth are the individual leader, both in terms of clarity on their purpose as well, as I love that ambition piece like misguided ambition. You might have a therapy owner, for example, who loves to treat and they're ambitious about that, but they're not ambitious about growing the core business and then, on the other hand, it's growing the people and the team around it. Totally.
Speaker 2:Yeah, and so what's interesting is I've been developing this with clients and even inside of my my own business here with with the team I have. It's like getting clients or business owners first clear on what their ambition is and then like their financial ambition, which is the simplest, like it's just it's a math equation, and then having them work with at least their senior leaders on what the senior leader's financial ambition is. Because number one, it's generally it's really sobering from a financial perspective like how big the gaps are for people. And then number two is like it's just forefront and in front of you about how you need to work. It helps me and helps others I've noticed orient in the kind of work they need to be doing.
Speaker 1:I love that when we work together. One of my favorite things that you did using a combination of a couple of coaching programs like there was the Gazelles thing that Vern Harnish created the author of the book Scaling Up for those who know, Vern Harnish created the author of the book Scaling Up for those who know but then you also have the Wake Up Warrior kind of influence and you bring together from your own coaching background, having owned and operated and successfully sold this massive restoration company, that you bring these elements in in a way that engaged my team. That's what I remember is I had four locations when we started working together and I don't know there was something about like me developing myself as a leader which you said was the first constraint with my team, like having them in the room so that we were all working together towards creating that, because those were fun days, man.
Speaker 2:It was a blast. It was so much fun. I still remember vividly it might've been our second strategic planning session when we did an evolution with the one-page life plan with your team there and we had a member of your team that was in more of like an administrative or support role and I just remember this individual just having tears, being able to realize that by them like fulfilling the commitments inside of the organization they could actually fulfill on their life goals and like their life vision. It was just. It was such a, it was such like a watershed moment for me as a coach. To like see the impact firsthand and watch it with the team is like the team pulled together and it's like, hey, this is about more than just like a J-O-B or earning money. This is like, yeah, like we're going to do the money thing and like I can also develop myself as a human being. It's really extraordinary.
Speaker 1:Yeah, I you know, and it was so powerful because, like you, were impacted. It was a watershed moment for you, but it was for me as well. I will say that those days that we spent because we would meet with you every quarter, we really leaned into it. Like our team would take that time off. We'd go to dinner the night before, we'd meet with you. But those days in retrospect now, Corwin, are sacred for me. They're sacred moments of time when I went from being a business owner who was just running around trying to make things work and being tired and being victimized, to being this member of this community in my own company. And it was so cool because I think again, I developed in real time as I was developing my leaders with the right coaching.
Speaker 1:And there was a lot of tactical stuff in those meetings. There was the whole financial pieces, but there was an art to it as well. I felt like and I feel like this is true for business there's an art and a science to it, and that's why I think having that quarterly touch point with you every single three months was so vital, because we would be, we would be reminded of our purpose, but we'd also set some financial targets and then we'd complete cycles. I always wanted to ask you how did you know how to guide our group? Because you would help us pull out priorities, You'd help us find the bigger rocks to move, but you would include everyone and we never landed on. Like you know what I mean. Sometimes people are just wrong. There was many ideas that came up that were not great.
Speaker 2:Just awful Mine included.
Speaker 1:Yeah, but no one ever felt negated or invalidated either. Like how do you? I always wanted to ask you, how did you do that through those meetings? That's interesting.
Speaker 2:Good question. It's an opportunity for me to reflect and think about that. Hmm, yeah, I think there's two things going in the background, like from a, from a coach's perspective, and kind of what I'm thinking about is like there's an interesting dynamic at place, because the first dynamic at place is, like I see what's possible for the organization and the team right, like I see what they could accomplish. The problem is is, if it's my vision right and it's my goals, it's mine. So, like there's a, there's a really fine balance between, like me seeing what's possible for this team and for the organization, based on, like, who they are and what the marketplace looks like and everything I can see there. Balancing that with like what do they actually want and what the marketplace looks like and everything I can see there. Balancing that with like what do they actually want and what can they see?
Speaker 1:I see, so you have this ability to see a vision of where to go, and so much so that, like the entrepreneur in you, almost wants to like guide them there. Yeah, I want to tell them.
Speaker 2:I want to tell them like, hey guys, go here Like this looks like a massive opportunity, but then it'd be mine.
Speaker 1:Yeah, I've done that mistake in coaching since then. It's hard not to hey, look what. And then they give you all this credit, like, oh my gosh, you're so amazing, you see something in me that I never would. And then you get that traditional coaching relationship where they're the master and you're the ever. You know you're the undeveloping sensei. Versus helping people become their own master, right, yeah?
Speaker 1:and that's interesting that you did that. So you were able to. You were able to pull back, and then let people kind of see where people were coming on their own yeah.
Speaker 2:So like I'd say, like that's number one. And then the second piece is like owning. Owning that, the process of like identifying like where do we need to go strategically, is a messy process and so giving everyone psychological space because it's an evolving, it's an evolving process, like, uh, it's a process of evolution and evolution of thinking, and so, like what I've noticed is if uh, people feel like, hey, my idea was dumb or it wasn't useful, it was bad or something like they have any negative judgments about it, it just totally shuts down their moods and it shuts down their ability to think competitively. Wow.
Speaker 1:Yeah, so that's how you guide it. You give them that space to just be there. You try not to push them too far yeah.
Speaker 2:Yeah.
Speaker 1:What have you? You know you've coached so many companies over the years. Now we were just talking, before the hit record, about one of your companies that hit their 10-year goal in like three years. Yeah, three and a half years, yeah, and you just celebrated that. What do companies like that have that other companies don't?
Speaker 2:So what was interesting about this company is we kicked off in late 2019. And the founder of the company was in a place where he was in, like, I'd say, a little bit of personal turmoil. So this is where, like, the leader comes in and that he couldn't really land on a clear vision himself or clear b hag, because he needed to settle some stuff, like in his personal space. So, like, he got the stuff settled in his personal space that he needed to and got like grounding there and and then from there he was like really clear, like hey, um, and so 19, and then it was um late 2020. He, finally, he's like hey, like this is the vision where I can see us going, cause there's, there's a piece of the vision that number one, like the owner or CEO, whoever's in charge, has to own it yeah, that's right. So like they've got to own it and like the team has to be bought in and say, hey, like that energizes me, that lights me up, let's go do this together. So he got to a place where he could own it.
Speaker 2:So number one is like we'd already started to build some momentum with the team through, you know, roughly a year and a half of coaching together, so like we'd started to build momentum. So I don't want to ignore that. But number two, what happened was is it really just shaped like the executive team and the mid managers like, oh okay, that's the goal, like that's where we're going? Their BHAG was roughly two and a half two and a half times growth. Now, this is a mature company they had. They had when we first started the process. They had like maybe a hundred 105 employees and, yeah, they achieved their BHAG in just under yeah, just under three years.
Speaker 1:So, rock stars, as you're listening, BHAG stands for Big, Hairy, Audacious Goal. It's like the ultimate vision you could say yeah.
Speaker 2:And so what was interesting was this company's revenue had been flat for the two or three years prior. So like doubling the company in 10 years and it's already a significant company was like man, that's a big goal. But what's fascinating, like yeah, it got everyone aligned around, like how do we fulfill on this vision? Number one, it got the owner, the CEO, zoomed out and thinking a lot bigger, from a perspective of like, oh, is there acquisitions we can bring in? Like he wasn't looking at that necessarily before. Are there new markets we can play and that we aren't playing in before? Like that. But they also started to hire people differently.
Speaker 1:Wow, yeah, you know, having been through the transformation myself. It's a collective effort.
Speaker 1:I think the hard thing about coaches is oftentimes when they're doing their job right and they're not the guy or girl who's like, hey, this is where you could go, and they're the master sensei all the time. The best coaches are the ones that help their clients feel like it's coming from within. It's like they help them tap into themselves. But I'm really grateful that I'm smart enough to know that, like we wouldn't have done that without you, and I mean this I'll. I won't say it on this, I'll probably do it more in the introduction, but we, our PT practice, we ended up exiting at this record, industry record, multiple given our size.
Speaker 1:Like you know, breakthrough man it was crazy, and you were there for all of it, you wouldn, and you were there for all of it and you wouldn't have done it without you.
Speaker 1:I think the main thing that you guys can and I mean this more for my rock stars who are listening is that there's so many different types of coaching and I would like to hear from you in a minute, like how you would qualify or not qualify, how you would describe your coaching as what it is, because I've had so many coaches While we were working with you. We had other types of coaches, but your coaching was this team, unifying, big picture, creation, safe place. Where do you remember when we were talking about the concerns of selling, like it was an environment where, because of your conversational domain that you created in that coaching space that one day of recorder that we're like let's talk about Will's offer that's coming to sell, and one girl was like yeah, I think it's a huge mistake. Remember, yeah, I remember vividly, yeah. And one girl was like yeah, I think it's a huge mistake. Remember, yeah, I remember vividly.
Speaker 2:Yeah, oh, it was so crazy. What are you doing? Yeah, but man, what a gift that she felt safe to speak that, and that was a gift that you delivered as a leader for her to like bring that level of, you know, rigor and I would even say healthy conflict. You know it was like well I, you know she didn't say it this way, but well, I think this is dumb.
Speaker 1:Yeah, that was really, and she did it very tactfully, but it was so concrete, but it wasn't done because she felt safe. She didn't do it in a way that could have been so much more painful, like if she was in a director's meeting offsite, it's like, and then all of her anxiety was coming across in judgment and it freaked other people out. Because she wasn't freaked out, it was like no, I think this is a mistake. What we've got here is special.
Speaker 2:Yeah, yeah, totally, totally, and it was special, it was amazing.
Speaker 1:I still look back at that and I still can't believe like I said, when I say sacred, I want the rock stars to hear that I mean it. It was holy, it was special, it was spiritual and I didn't know it at the time into that degree. But you knew while you were doing it like, hey, this doesn't feel like work. This feels like I'm creating something bigger than me and I love these people with me, even if it's just a professional connection. And here we are, and then every quarter you'd see the evolution and dude, what an evolution. So how would you describe your coaching? Because, dude, that's the other thing I worry about when I'm always talking Every episode. I'm always like everyone needs a coach, but there's so many different types of coaches I'm actually leery on recommending coaches. That's why I wanted to bring one of my favorites on. So how would you describe what you do?
Speaker 2:Yeah, it's a great question, what you do?
Speaker 1:Yeah, because how do you, how do you put language to it?
Speaker 2:Yeah. So, like typically, what happens is I help business owners and entrepreneurs that know they're after an exit, but specifically like it's not an exit in like a year or two, like I'm not a broker, I don't do any of that, but what they're looking for is they're looking to scale their business value significantly, right? So two years ago I finally did a project with one of my assistants to track like we actually went through and captured the financial data Like what's the actual verifiable results that our clients produce that work with us? Was it us? No, it wasn't us. Space was created, we had conversations, we coached, they developed strategic plans and then you know, whatever happened happened on average, doubled their net operating income in two to three years of working with us. Like on average, some were bigger, some were smaller. Um, enterprise values grow anywhere from 500 to 800%.
Speaker 2:Right, that mean enterprise value uh, business value Sorry, that's a fancy term. Yeah, so just like my company was worth.
Speaker 2:Yeah, yeah, like for sale, it became worth that much more 500 times, 500 times or 800 times what it was worth when they started. We track this stuff rigorously now and then. What's less tangible is the quality of life for the owner, because we only partner with business owners that really deeply care about their people and making a contribution deeply care about their people and making a contribution Because everything we do is about giving people their brains back and empowering people and holding them accountable at the same time. And, like, this system only works if it's an owner that, like, actually cares about people and elevating their team. If their only concern is like about what can I extract from my people?
Speaker 1:How do I you know, no one says this outright, but how do I take advantage of customers or trick them, or deceive them or anything like that? What's the trick or the shortcut to maximizing?
Speaker 2:profitability. It's not there. It's not there. We don't do that. I can't believe.
Speaker 2:I've never worked with private equity firms. I don't know if I could, because I'm probably wrong. I haven't encountered any yet, though, that have similar time horizons and values. Orientation around the best and highest way to grow companies, and financial results prove it for itself, right highest way to grow companies. And, like, financial results, prove it for itself, right. But, yeah, like, making long-term decisions and doing the right thing by people is fundamentally what works. And so, yeah, we work together through a series of strategic planning sessions. You know, typically we meet quarterly and like, I think, where what I have two business partners now, but, like, what we do differently than many other companies, is like, some companies will train you on new concepts or procedures or things like that, and it's like hey, here's the training, go out and do it. Good luck with implementation and integration of the key concepts and tools that, like. The only way you fail with, like the coaching and the concepts and the principles that we train on, is you do nothing? Yeah, you don't. They can just throw your hands up. Yeah, like.
Speaker 1:And so what we've built is like a methodology that's literally fail-proof well, and it's funny because people hearing that are like, wow, that's a bold statement, it's like I lived it, I got to see it. It was unreal. And it's funny because people hearing that are like, wow, that's a bold statement, it's like I lived it, I got to see it, it was unreal. And what's cool about it is that it's not complicated. It's very, you know, it's at a gradient level that I think anyone, regardless of where they are in their business, could benefit from it.
Speaker 1:But I do think people have to be bought in. I think the one thing, like you said, not do anything. Having gotten into coaching and then gotten out of it after a few years, I realized that there was no success that I could have that wasn't completely dependent upon their buying in and going all in. Again, they don't have to be perfect. I'm not saying that they it's like a weight loss coach, it's not like they don't have to make mistakes, but they're not trying to track and not trying to put the effort in.
Speaker 2:They got to want it and they got to be willing to stick with it is probably what I'd say Like, so the so the client that hit the BHAG in like two and a half years, like they'd already had momentum buildup. And so you know, some of the core concepts or principles that we work with companies on come from Jim Collins and his book Good to Great, oh the best and Great by Choice, and so he talks about this buildup to breakthrough and that's really what our clients experience is like the willingness to kind of sit in the organizational change, the willingness to have your frontline people or your mid managers say like I don't know why we're doing meetings this way, I don't know why we're meeting. I don't know why we're doing meetings this way. I don't know why we're meeting. I don't know why we're talking about Corvette, like they're going to push back and like they're going to test you along the way, and just trust is like this is going on and sometimes you're going to face resistance from the team Could be your executive team, could be front lines people that what we're going through is we're going through this buildup where it literally looks like nothing's happening and it's trackable with my clients.
Speaker 2:It looks like nothing's happening and all of a sudden they just hockey stick, hockey stick, yeah. And then you know like profits, hockey stick, revenue, growth, hockey sticks. And it's like, well, what happened? And it's like no, no, no, like you missed this whole buildup process, that happened, yeah.
Speaker 1:Yeah, there's foundational growth that oftentimes can be exhausting as an entrepreneur because you're looking for greater freedom, greater profits, but you can still sense it. I mean, you don't. I think you'd have to be pretty blind to not feel the shift of energy that's occurring, because, even though those things haven't occurred yet, you still can sense wow, this is a good action, wow, that there's less of the drama shift.
Speaker 2:That I think is immediate Less drama, greater communication, greater cohesion. Yeah, like there's definitely results like that, like communication results for sure. Immediate results, but like the big, dramatic financial results, they take a little time, because it's kind of like we're doing like an orthodontic adjustment on the organization, so to speak, and like you don't move teeth overnight, like it takes a little time, but, gosh, your smile's beautiful and it's like, well, this took three years, like yeah, yeah, like I had braces on for three years and it was kind of uncomfortable.
Speaker 1:And now it's actually a really good analogy because, like you put the braces on, everything looks a little bit worse, right, because you have braces on and then all of a sudden the braces come off and there is short-term pain, for sure with the coaching.
Speaker 2:And the only pain that comes is like we've got to change some of our habits. Like I used to not do daily huddles and now I got to be in a daily huddle four days a week and show up with my team. I used to just hire people kind of willy-nilly off the cuff and now I follow top grading practices to hire people and it takes more time and it takes more rigor. But, gosh Corwin, like how did we get these people on our team? And I'm like, yeah, like it's slower, it's a bit more painful, but the results are worth it.
Speaker 1:And then they start compounding. I think that's the thing that we forget is you know when we're acting out of reactivity and rock stars. I want you to know. I lived in this space where, where it was like I was in so much pain I needed to hire someone for it. Hiring is a great example. I was in so much pain I just needed somebody to fill in because I was dying Like. I mean it felt like I was, but I really believe I was.
Speaker 1:No one should work 60 hours a week with that kind of intense patient interaction. And so it makes it to where the idea of hiring a coach and taking hours out of your day, which are already strapped in with poor profits, seems insane. But there's a snowballing effect and the transformation. I remember at the end, just realizing that I was experiencing something rare and that it wasn't something that I'm a big proponent of. Like if I can do it literally anyone can, but that doesn't mean it's easy either. And like having that idea of like, it was such a special, sacred moment. And then, when we exited the way, that felt like putting first of all all the stress and sacrifice worth it, all the pain, all the effort worth it. You and I both know, having successfully sold that doesn't mean there's not another chapter to start over, and that's a big awakening. Money doesn't solve all problems.
Speaker 2:I remember talking about this with you and I said, will? I said watch it, because it happened for me and I've witnessed it with other people that had exited. It's like you're going to have about one good month.
Speaker 1:Yeah.
Speaker 2:And then a whole new reality sets in and, like you, have a new set of problems.
Speaker 1:And it's true, more money, more problems, you know and you do like you have a whole set of problems and you do have a new set of problems, like for um entrepreneurs that I've coached.
Speaker 2:Like one of the things that shows up is like a big identity shift. Like who am I now? Yeah, 100%. Like I don't have this company and all these employees and like these accomplishments, like sure I did, but today like that's gone.
Speaker 1:So who am I. It's especially true for healthcare companies, because we're not just business owners. We are physical therapists, we are medical doctors, we are healers.
Speaker 2:You're medical doctors.
Speaker 1:We are healers, you're healers, we're healers. And the title, our job title, is synonymous with our last name. Like Will Humphrey's PT is still in my mind to some degree. Who I am? Yeah, so when I sell that and I'm no longer treating who am I? You know, and man, it was disruptive, even though I didn't have to work, for If I invested correctly, I never had to work again. But, dude, there's a reason why these super hyper-successful people keep working. It's because money is only one thing.
Speaker 2:It's only one thing. Yeah, yeah, yeah, it's. Yeah. I think we're meant to work by the sweat of my brow. You know, right out of the uh beginning of of the Bible there.
Speaker 1:Yeah, by the sweat of your brow, yeah.
Speaker 2:Your brow, you're going to eat and it's like all right, like love or hate Christianity, love or hate God, and whatever. It's like look like there's some diamond truth in the Bible there. Um and uh, you know, that's been the truth for me Like there's a certain gratification and being anxiously engaged in doing good and busy and doing good and like, yeah, like you get too much time on your hands and it's not good.
Speaker 1:So let me ask you this I've always wanted to ask you. You've helped so many companies and it's so cool to me that you have physical therapy specific experience, because I don't think that's very common for a lot of coaches who are not specific to PT. Finally, our industry is getting some PT-specific coaches, which is fantastic, but it is nice that, like I will say that overall not all there's some PT-specific coaches who are the best but, like, ultimately, the better coaching is outside. Still, in my opinion, what was it like for you when I sold or this company hit their 10-year goal in two and a half, three or three and a half years? You've done that type of accomplishment repeatedly. What's that like for you? I've never asked.
Speaker 2:Before I got into coaching, I had a mentor that was a senior partner with Deloitte Consulting. Deloitte's one of the largest consulting firms in the world. A man by the name of Bert and I was talking to Bert and Bert said hey, corwin, cool, you want to get into coaching and consulting? He said I just would have you consider he's a really wise dude, very accomplished. He said I'd have you consider that when you're a consultant rather than an operator, you're a stage mom and so like just asking yourself are you okay?
Speaker 1:being a stage mom.
Speaker 2:I'm like huh, like what might that mean to be a stage mom? And so what's interesting, like when you look at like stage moms, so to speak, or soccer mom or whatever soccer dad or whatever the thing is like they put in a lot of work, they put in a lot of the sweat and the tears and like there's not a lot of like outward facing glory, yeah, yeah, and I looked at that and I was like I'm totally okay with that because, like, when I looked at like my my drivers, like motivators, set another way and like this is one of the assessments we use in helping our clients hire right, it's like what motivates people at work and we have a very rigid assessment for it and my top four drivers is not high commanding, which is like really driven by identity. It's just not so. I was like I'm totally okay Internally, knowing and celebrating with the team and the owner their accomplishments, and like I'm not on stage, I'm totally at peace with that.
Speaker 2:Yeah, and it's just cool. Like it's just stage. I'm totally at peace with that. Yeah, and it's just cool. Like it's just it's amazing to see, to see like the harvest and see everything come together and to see these clients win in such a big way and the team celebrates such a big win. And then there's a small part of me, like, for instance, when Rise sold my physical therapy practice Rise Rehab yeah.
Speaker 2:Like and it transitioned into the new thing. There was a little bit of sadness too, because like it's it's candidly it's never the same, no, it's not. And so, like it's a, it's a bittersweet in a way, mostly sweet, and there's a little bit of bitter. And like the thing changes, like the team is going to change, it's going to evolve, it's going to go their separate ways, completion and almost like I think I may have told you this?
Speaker 2:like there almost needs to be like a funeral service for what was and like just like. Not like a weird thing, but like a celebration of like what was and a gratitude and appreciation and a process of closure, Because, yeah, you're moving into a totally different phase.
Speaker 1:You actually suggested that, that we should have a funeral for Rise yeah, which is totally weird. Well, no, what's really weird, too, is my. So I love that you shared all that. Thanks for sharing, Cause I I kind of get that and I I'm willing to bet that some owners are willing to to look back like a, like a stage kid, look over their shoulder and say, thanks, mom.
Speaker 2:And some don't Right.
Speaker 1:But it's interesting because afterwards it took. Maybe that sell happened seven years ago, six years ago. It probably took three or four years of people. Stop talking about the old days. I would see I'd run into employees who were still working at the new company. They're like how's it going? No, not as good as Rise. They just start bashing on the old ways and start almost hyper-glorifying the old ways.
Speaker 2:It wasn't that good guys. I promise High school wasn't that cool Totally. It's kind of like being a star high school student, like it's cool, but like is it really?
Speaker 1:that cool when you're 40 and you're remembering it like over and over again. So I really appreciate you saying that, because there was a legitimate phase. What I've learned is this and you really helped me see this, corwin is that it's all hard. Building it and being successful is hard. Selling is hard. Being eaten with a lot of money being on the back end of it, starting new without any of the old headaches is hard.
Speaker 1:It's just different, but we get to pick our hard. Is it just different? But we get to pick our hard, and I'm always going to pick a hard. That is going to create moments like I got to be with you on where we're in a room with leaders and always that sense of everything's against you kind of feel, because you're just a bunch of regular people trying to make a difference and then you start making a difference and the magic of those moments for me make the hard worthwhile and I think it just wouldn't have been the same without you. So listen, corman, I want to be with a grateful stage kid and look over my shoulder and say thank you publicly for what you did for us because it's not a small thing.
Speaker 1:I honestly am trying not to get choked up right now, because that time was so special and you created that for us and so obviously, with your PT experience, I'm going to highly validate and recommend anyone who's like you know what I might want to work with a coach and you're their guy. How do people get a hold of you if they just want to ask questions about today's episode? Or if they want to learn more about working with you.
Speaker 2:Yeah, yeah, you can find me on wwwculture2cash culture2cashcom.
Speaker 1:Culture2cash I didn't know that that's a new website. That's so cool.
Speaker 2:Yeah, and it was really intentional because, like, what we're after is like helping connect, like powerful, healthy company culture that elevates people to bottom line profits, so culture to cashcom. Um, you can find me on LinkedIn. I don't really post anything, but I'm on there and, uh, I don't know. However, you want to reach me and, yeah, glad to connect and just even have a conversation Like you're in a jam. You got a question happy to help how I can. Like a big piece of this is about um, like personal mission and contribution too. So, yeah, like really honored to help how I can, and especially, you know those in the healing professions like we need our healers to be healthy.
Speaker 1:really, yeah, he gets it right. Guys, rock stars, healers, to be healthy. Who's looking out for us? Right, right, that's worth every penny we ever spend investing in that. Makes everything else go right. Amen, all right, well, corwin, thank you so much for being on the show, buddy, it was so great being with you.
Speaker 2:Thanks for having me on buddy.
Speaker 1:Guys, thank you for taking time to listen to today's episode. If you found today's information to be useful, could you take a minute and help me? I would love it if you could leave a podcast review in your app so that other people who are looking for this information can find it. Plus, my dream is to have the largest network of medical entrepreneurs and leaders in the world so that together, we can change healthcare to make it better for all. So, in addition, if you can think of anyone that you can send this to, not only would that mean a lot to me personally, but it would build this network so that we can make healthcare the way that we want it.
