Getting Clear and Doing the Things You Fear with Dr. Gina Dorfman (Pt. 2)

Podcast: Play in new window | Download

This episode is the second of a two-part series featuring my friend Dr. Gina Dorfman, host of the Behind the Smiles podcast and someone who helps people learn to lead and run their practices successfully. In this episode, we continue our conversation with some valuable tips on being an incredible leader and bringing growth and fulfillment to your practice and your team.

We discuss the power of strong leadership and how taking extreme responsibility is actually freeing. You will get a glimpse of how important it is to focus not on external motivations like money, but rather on fulfillment and what makes you excited to come to work. Listen in to learn how assigning more responsibility to your staff and finding people around you with a similar mission will help you create a powerful practice and epic life.

Key Quotes:

“The fact that you’ve been able to envision this best life ever and then reverse engineer and build it is really incredible.”
“As much as I tell them what they need, I tell them what they don’t need.”
“There’s a critical mass that gets hit, and then reputation in a small town takes hold.”
“To create a sustainable product of my practice, I had to understand the culture at almost a perfected level because I knew a paycheck wasn’t going to be enough to stay competitive in the market.”
“Stop thinking that leadership is compliance-based; stop thinking that leadership is this hierarchy.”
“I’m going to stop creating followers. I’m creating that everyone has to be a leader and owner in something.”
“It’s very love based—they have my back and I have their back.”
“Every time I’ve cut down days, harvested days out of our practice, production doesn’t go down—it goes up. And so, you can do that when people are performing.”
“Within our environment, we are in charge. It’s not painful, it’s freedom! Realizing that you’re responsible for everything is truly freedom.”
“My practice is not limited by its opportunity. It’s limited by its leadership.”
“The collections and the production seem to just happen as a byproduct of trust and this culture that we built.”
“In a give-give society there’s no upper limit, but in a give-take society you … reach the bottom really quick.”