The EntreMD Podcast

Mental Overload Is Killing Your Focus—Fix It in 5 Simple Steps

• Dr. Una • Episode 490

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One of the things we rarely talk about is the mental overload that comes with being an entrepreneur, especially a physician entrepreneur…

It can be crippling to think about all the decisions you need to make, all the plans you need to come up with, all the auditing you need to do, and all the feedback you need to gather.

I know what that feels like, and I want to show you the system I use to stop the overwhelm in its tracks. In this episode, I’m sharing the exact five-step process I use to automate my goals, so I can run multiple businesses, homeschool my four kids, and still have date night with my husband every Tuesday.

I’ll take you behind the scenes and walk you through how I’ve systematized my business, my calendar, and even my marriage, so that I’m not constantly thinking, planning, or reacting. It’s about being clear, being intentional, and building the kind of life you actually want to live.

If you’ve been feeling stretched thin, this is your blueprint to reset and reclaim your mental space.

Tune in!

—

Key Takeaways: 

  • 00:00 Intro 
  • 02:36 The 5-step formula 
  • 08:27 Practical example of the 5-step formula
  • 14:36 You can do the same with personal goals 
  • 20:44 Becoming a systems engineer and delegating 
  • 25:55 Outro 

Additional Resources:


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To get on a call with my team to determine your next best step, go here ...

Speaker 1:

If you don't start thinking like a systems engineer, then you're never really going to be able to delegate at a high level. I can actually have wonderful date nights and wonderful trips twice a year and have nothing to do with it, but it's because I've done the work.

Speaker 2:

Hi docs, Welcome to the EntreMD podcast, where it's all about helping amazing physicians just like you embrace entrepreneurship so you can have the freedom to live life and practice medicine on your terms. I'm your host, Dr Imna.

Speaker 1:

One of the things we rarely talk about is the mental overload that comes with being an entrepreneur, especially a physician entrepreneur, and it can be almost crippling when you think about all the decisions you need to make, all the plans you need to come up with, all the auditing you need to do, all the feedback you need to get. It's a lot of stuff, and so today I'm going to show you how to overcome the mental load of entrepreneurship in five steps. Now, if you are one of the people who is using the 20% Coach Journal with me, you will find that one of the things we talk about is picking your top three goals for the week. Okay, and if you're not familiar with what that is, that is this journal. It's a 20% Coach Journal that literally is like me coaching you twice a week, helping you spend 80% of your time doing your most important work, the thing that actually moves the needle forward in your business. You can get it at entremedycom forward slash journal. But one of the things that comes up is what are your top three goals for the week? And a lot of times people say top three goals. Like I have nine areas of life, I have all these things that I need to set, and then my business and this and that and that, and they're like so how can I set only three? What happens to the rest of the stuff? And I sat down to think about it, to come up with what I do, and I really do this process of automating my goals in a way, and I'll explain, especially mentally okay, the way, what I do, so that that way I have my top three goals but all my goals are running right. Like, how exactly do you do that without the mental, the mental load? You know, because a lot of times when I talk to people about you know, setting goals, setting goals for their business, making these plans, doing all these things, they're just like oh, my goodness, think about more things and stuff like that. So this process is really, really, really going to help you. Because when I look at my life, you know I'm a wife, I'm a mom of four kids. I homeschool set four kids, homeschool set four kids, I run five companies, I co-pastor a church with my husband and all those things. I have a lot of things going on and I do not walk around with a heavy mental load. I just don't, in fact I refuse to right, and so this is a process for that, okay. So I'll walk you through the steps and then I'll give you a few examples, so it makes sense. So this is the five step formula.

Speaker 1:

So the first thing you want to do is to define the goal. Okay, define the goal. And this could be any goal. Right, you have many goals. But this is just a process that is a rinse and repeat, a rinse and repeat, okay. So the first thing is to define the goal. Okay, and again, I will give you examples.

Speaker 1:

But once you're done defining the goal, the next thing you want to do is you want to create the system that makes the goal possible. Okay, the system that makes the goal possible. The third thing you want to do is you want to schedule the system. Like, when are we going to operate this? And this may sound complicated, but I promise you it's not. I'm going to break it down in a second. So schedule, schedule the system, execute on this system and then audit the system. Okay, so, define the goal, create the system, schedule the system, execute the system and then audit the system OK, all right.

Speaker 1:

So let me give you a few examples here, because what this does is that it helps you put goals on autopilot. So, the top three goals you're working on every way. Let's use business. The top three business goals, for instance, you're working on every week. That becomes you know things, you're trying to break in through new levels, big things you're trying to overcome. But you have many other goals that are running and you've already done this process. You've defined the goal, created the system, scheduled the system, executed on the system and audited the system. So they're just running. You have to execute on them, but you don't have to think about them. You don't have to come up with the plan, you don't have to troubleshoot it, you don't have to do any of those things.

Speaker 1:

Okay, I'll give you a few examples. So I'm going to start with an example with my first company, which is my private practice. Now, at the time of this recording, I am not involved at all in the day-to-day of my private practice. My private practice is team-led. Okay, so it's team-led and I don't carry the mental load of it. Right, I don't carry the mental load of it at all. I show up for my meeting once a week, meet with my practice administrator, review what we need to review and then we're done. I move on, okay. Okay to the 7,000 other things I do. Okay.

Speaker 1:

So let's look at how this played out with that. So what was the goal? The goal was, or the goal is and the goal is kind of weird because we have five goals, right. So I'll give you an example. We have a goal for a number of patients we want to see, we want to have turnaround times less than an hour, we want to have a certain number of Google reviews and things like that. So let's just say those are the three goals that we have. So we've defined the goal. This is what we want. This is what we want the practice to look like. These are the results we want the practice to get. Okay, so me break it down so you understand. It can be vague. So let's say, we want to see a thousand patients per month, we want to have new five-star Google reviews per year, we want to have turnaround times of an hour or less, we want to have 75% of our AR in the zero to 30 day bucket and we want to have compliance with our agencies, which will be, like, you know, vfc, you know for pediatrics, vfc, osha, all of those things. Okay, so this is very clear. These are the goals that we have. Okay, good, so we've defined the goal.

Speaker 1:

The next thing is to create the system, and so, with my practice administrator, we've worked on the things that will give us each of these targets right. So we have the marketing goals that get us to the thousand patients. We have the assembly line thing that we do to make sure that people are being seen in an hour or less. We have what we do with the billers so that we can maintain those AR parameters that we want, and we have a compliance one. We don't have to work on that all the time. And then the Google reviews. We have a way we do that. Okay. So we've come together, we have decided these are the things and we've tested them. So these are proven things. Right, we've tested them. These are the things that will create the result that we want, and so she's executing on that, and then our meaning is then based on these five things. Right, like, so we have a meeting, we have a dashboard with these things, and then we're tracking them. Right, we're tracking them.

Speaker 1:

Okay, so we've created the goal, we've created the system right, and the system consists of the activities that she and the team will execute on to create the results and a meeting cadence where I would get updates. This is what is going on with this and this is how we're troubleshooting this. You know we're off target, but this is how we're troubleshooting and all of that stuff. And then we schedule the system. So I meet with her every Tuesday, right, I'm not thinking when will we meet this week? What are we going to talk about? No, we already know what the meeting is. We know the content of the meeting, know the direction of the meeting, and then we know the time of the meeting.

Speaker 1:

Okay. So we define the goal, we've created the system, we've scheduled the system and then we execute every week. So every week, tuesday, we get together, we do what we need to do. If there are changes that need to be made, we make them. All of that stuff boomed down, okay. And then we audit the system. Right. So what that means is okay, these strategies we used to use before that we have as part of the system, they're not working anymore. They don't seem like they're working. They don't seem like they're working well enough. And then, okay, we need to edit that some. Or we find, well, this target is a more important target, or we find out. Of these five activities, these three are giving us 80% of the results. So let's scrap these two and just focus on those three.

Speaker 1:

We're troubleshooting this system to see is it working the way we want it to? Do we need to edit? Do we need to add? Do we need to remove? Do we need to scrap things altogether and all of that, our documentation system? Do we need to change that, the meaning? Do we need to change the way that's run? We're constantly looking at that to make it better, because we've defined the goal, created a system, scheduled the system, we're executing on the system and we're constantly auditing. I don't have mental clutter there. I don't have mental overload there, because we've done the hard work of creating the system removes that Right, and so my job is then to show up for my meeting, executing that meeting and then keep it moving.

Speaker 1:

Another example would be with the entre md business school. Okay, so entre md business school, we have our live sessions, our live training sessions, every wednesday at seven o'clock. We've had live sessions every week for the last five years, so as long long as the Entremet Business School has been around. Now, on that live session, my job is to help the doctors in the school make big leaps in their businesses. So, whether that is getting rid of obstacles in their way, limiting beliefs that in their way are simple frameworks they can execute to get results in real-time blueprints and frameworks, like all of those things okay. Whether it needs to be small group discussions in similar business types that will spark certain results and things like that, whatever it is okay. My goal defining the goal okay is to help people on their path to seven, multiple, seven-figure businesses, right, and so on that call I want to empower them to do that. That's it, that's what I'm there for, okay. So whatever needs to happen, that's what needs to happen on that call. So I define the goal.

Speaker 1:

Then I create the system right Now. Creating the system looks like this Okay, so first of all, I'm like okay, I know I need to have multiple kinds of meetings. Right, it's not just one framework, and so we have a number of different and again, we created. Over the years this has morphed and become different things, but where we are now, we have different kinds of meetings. We have what we call the RevCon. So if you think of it like a revenue conference, revcon where people literally come and say, okay, this is my type of business, this is what my revenue goal is, this is the challenge I'm having with hitting that goal. And then we troubleshoot it right, and then so we probably go through between six to eight of those on that call. So we develop that. Why? Because we want to normalize money conversations. We want people to hear different kinds of challenges people have and how they're overcoming them. So it's stimulating everybody. And it's stimulating everybody and it's just like, overall, a very wild, beautiful, beautiful hall. Okay, all right. So we have, like, the RevCon. So this is the process of building the system. That takes the time. Okay, so we have the RevCon. That I understand, I know. I know especially, the more successful you get, the more your mindset determines what your business looks like. Period, end of story. Then we created the champion's mindset, where we'd come and tackle one mindset thing you know, I pay a lot of attention to the school like what are the things, what are the mindset viruses that are running wild? Let's tame them on that call, right. And so we would do that. We do the champion's mindset. Whether it comes to the drama that shows up in hiring, when raising prices, whatever it is, we come up with all of those Okay. Then we have meetings that are breakout sessions, right, with similar business types so they can have that peer-led thing. So we have different kinds of. So I pick okay, these are the different kinds of calls that can get me to the goal. And so I create that and I create the structure of the call, because I want every call to do certain things. And so I'm like okay, the beginning, this is how we start, this is what we do before we have the actual training. Then we do the training, this is the way we end it. It's all intentional, it's not random, it's not random at all, so that it gives me the goal, right, because this is the system for the goal, okay, so I've determined that. So now that I've done that, and then I've determined the cadence, which is not too difficult, right, it's every single week. So I've defined the goal, I've created the system. Now I schedule the system right. Now.

Speaker 1:

The system is not for the call. The call is every Wednesday at seven o'clock, but the system is more for when am I developing the content for the call? Right, when am I developing the content for the call? So typically I would do that on Monday, like it's kind of always sitting. I walk around with the entrepreneur business school, not in a clutter kind of way, but from a standpoint of curiosity, like how can we get the results we get faster, how can we get them easier? How can we? You know, like I'm constantly thinking about that, it's a hobby of mine.

Speaker 1:

I may do it on Monday, where I kind of put everything in place and, you know, getting ready for the call. So I'm not walking around like, oh, what am I going to teach in the school? What are we going to do? Like I'm not, I'm not doing any of that. Right, and part of the system is, you know, I might map out like two to three months where, like this will be the direction right, like a quarter at a time. This will be the direction for the next 90 days and stuff like that.

Speaker 1:

I don't have the mental clutter, mental overload, tiring stuff, because I've done the work of building the system. So I don't have to set a goal for it. I don't have to because now it's running on autopilot. So what do I need to do Every Monday? I need to come, I need to sit. Okay, this is what we decided that we were going to do. This is the structure of the meeting. So I just plug in all the things that need to be plugged in and then I just sit, I stare at my content a lot.

Speaker 1:

I sit and go like, okay, how can I get some of the transformation from here to here? So this person is at 500,000. How do we get them to cross a million? This person has a team of producers. How do I help them bring in management level teams? Or how do I even just help them delegate in such a way that they can get an extra two weeks back? They can get an extra four weeks of their lives back.

Speaker 1:

So this is what I'm thinking and then driving the conversation there, but I have a one hour block on Monday to do that. So I'm not thinking about it all week, every week. And what am I going to do? And we, you know starting the whole thing over from scratch again. No, like we've had a call every Wednesday for the last five years and I have run probably 97% of all those calls and in those calls, like, this is what we do and that's why every Wednesday is a magical experience. But I'm not trying to re-engineer the magic of the experience, have built a container and I just put all those things in. Okay, so every Wednesday, then at seven o'clock I execute and then periodically we just audit and like, periodically we do a full audit. But every week I'm doing an audit, like, okay, you know, what do we? What worked really well? What do we need to do more of? What resonated deeply with the people? What am I missing? What was a blind spot that I just found? Like you know stuff like that.

Speaker 1:

And so I don't set goals for have a five-star level Wednesday call in the entrepreneur business school. I don't set it as a goal because in a way, I've automated it right. I don't set a goal for my private practice school because I've automated it. When I say I don't set a goal, what I mean is it's not showing up in my weekly goals. I'm not needing to set that as a goal every week because I've automated it, okay Okay.

Speaker 1:

Let me give you one more example that doesn't have anything to do with business, but you know, like, with marriage, right Okay, which is important, because you know, you'll hear me say I'm not willing to build a business at the expense of my family or the expense of my faith or my fitness or whatever. Like, I'm just not, I'm just not willing to do it, right Okay. So for marriage, but it's a thing, right, like, if you don't pay attention to it, it can die. It really is as simple as that. So what is my goal? My goal is to be married to my husband for as long as we're both alive. That's my goal.

Speaker 1:

Okay, now what is the system? And for us, we built a system, which one is a date night. So you guys know date night every Tuesday, right, and we go and we hang out with each other and check in with each other and just have a really great time and all of that stuff. So we're paying attention to our marriage once a week, and then we would do one to two couples vacations a year. Well, mostly two, at least two. Two couples vacations a year. No kids, we do the family vacations, but we do the couples where it's just both of us, right. And so we have every Tuesday and we have twice a year where we're working on our marriage and working, you know, like communicating, sharing experiences, sharing challenges, sharing visions and dreams. We address whatever needs to be addressed, you know, without attacking or feeling attacked or whatever, but it's just this really nice maintenance thing that we do.

Speaker 1:

Okay, I could be thinking every week like, oh, I set a new goal. I'm not setting goals for my marriage every week, I'm not. I'm not doing that because of this automation system. So we've defined the goal want to be married for as long as we're both alive. We've defined the system right. And so we have these two blocks, two activities, right, like so we have the date night and we have the couple's vacation right, like these are two things that we do. And I would say, you know, we talk quite a bit though Every night. That's probably a system of sort, but it's not an intentional system. We just do that. But we talk and talk and talk, and talk and talk, we hang out a lot, we do things together a lot, we just do a lot, okay.

Speaker 1:

So the third thing is scheduling the system right. And so we have the date night is not when we feel like it's not in a moment of you know, spontaneous, it's not. People are like that's so rigid, you schedule it. No, it's not so rigid, we schedule it. Because of that. We've done it for over a decade, twice a year where we have missed it, maybe because you know someone's out of town and stuff like that. But we'll still check in at the time and we'll still make up for it, especially because I'm so my love language is quality time. So I'm like, sir, you owe me a date night. Saturday is a good day, just like Tuesday, right. So so we make up for it. So there's no true negative. You know, you know there, there just isn't Okay.

Speaker 1:

So we have that system scheduled Tuesday, you know, every Tuesday, typically about seven o'clock, but every Tuesday. And then for the trips in the beginning of the year when we're setting our goals, we kind of, if we can pull it off, you know we try to schedule that then right. So, like this year, we had one trip around my birthday and then we're going to have another one later in the year. So it's scheduled, boom, done. So because of that, it's almost as if the marriage is getting better by default, but it's not getting better by default. It's just that we automated a goal like the outcome of a goal, right, so we have the goal, built the system, we scheduled the goal, so we execute on it right. So every Tuesday, right, we do what we need to do, the vacations, we do that.

Speaker 1:

And then we audit, right, like every so often, where you know, like I got to a point. I was like you know what You're taking your date nights for granted, and when I, when I, when we say date nights, sometimes we go on a drive, because that's what we want to do. We drive around town, we're talking, laughing, like we do all kinds of stuff. Sometimes we'll go to the movies. It's not about doing things that are super expensive every single time and it's not about that. It's just it's about the connection, right. So we would audit it right.

Speaker 1:

And I started thinking. I was like you know what you take these for granted, right? And if you think about it, I don't remember the math, so let me do it, let me, let me do it here. I'm like okay, I am 46. And so that means if I was going to live to 100, I have 54 years to go, and if I multiply that by 52, I have 2,808 date nights left. So we both live to 100. Just doing equal math here, so 2,808.

Speaker 1:

And the question becomes well, if you had $2,808 left, how would you treat each dollar A little different, right, if that's all you had left? And so it's like well, you know it may seem like a lot, you know 2,800, but it'd be gone before you know it. And so why don't you just do just a little to make each one a little more magical? Like, just be a little more intentional about each one, right, just a little. And so that's an audit. And I'm like huh, like you know, let me, let me do that. You know, let me look for some things we haven't done before. Look for where we've made this like so routine and so autopilot, and add some you know spice to that and things like that. And we did that.

Speaker 1:

And so this process, right here is something that I work on, getting better and better at right, like I have this goal, I have this thing. How do I put it in such a way that I'm not like starting the engine over every single week. I've kind of done the work, defined the goal, created the system, scheduled the system, execute on the system, audit the system. So I'm not necessarily thinking I'm not showing up in the hour when I'm supposed to work on it, thinking about it Like I'm just executing it right. So because I do that, I can show up and have three goals for the week that I'm actively working on brainstorming, figuring it out, doing all the things, as opposed to just showing up and doing the thing right, or, better still, showing up and having somebody else do the thing, because you've learned how to leverage your team right, which is kind of what I'm doing with my private practice.

Speaker 1:

So I want you to kind of lean into this way of thinking, because when you do this, then people can start asking you the question many people ask me, which is how do you do it all? Because you can't do it all if you're starting from scratch, if you're thinking about everything, you're coming up with new ideas every week and all like you just can't. If you don't start thinking like this, like a systems engineer, which is what I consider myself if you don't think of things this way, then you're never really going to be able to delegate at a high level, because I built this whole system and all of these things. For instance, I'm not saying I'm going to do this, or maybe I should, I don't know. But I want you to imagine I had a personal assistant and I wanted to delegate completely this whole marriage, you know, like marriage till I die system. Okay, I want to delegate that system.

Speaker 1:

Well, now the person knows there's a. It's clearly defined. So there's a date night every Tuesday from 7 PM, there are two vacations a year, right, and there's a list of what I, what we like and what we don't like and stuff like that. There's a list of all these activities we've done over the year and I can say, run it Like just tell me every Tuesday where we need to be and the vacations we have this time and this time this is what we like. Mama always wants to be by the water, so you go, do it, get it done. Can you see how I can actually delegate that? I have wonderful date nights every Tuesday and wonderful trips twice a year. Couples vacation and have nothing to do with it, but it's because I've done the work right.

Speaker 1:

So, one is that it makes your life easier. Two is that now you can start delegating whole systems, right? So maybe I should think about doing that. And it makes everything so much better. And so, if you learn this, it puts you in a place where you can spend 80% of your time on 20% activities. It puts you in a place where you can set a few goals week to week but get a lot of stuff done. It sets you up where you'll be able to leverage your team in ways you never thought possible, because you're clear. You're clear on what you want to do, you're clear on how it's going to get done, you're clear on the cadence, and so you can delegate. Now, I'm not delegating outcomes. Okay, let me tell you the difference between the two.

Speaker 1:

Right, I can delegate a task, which is book my tickets to Bora Bora. Okay, that's a task, but I still need to figure out where do I want to go. Do I want to go to Bora Bora? What hotel, what resort do I want to go to there? What kind of room do I want to be in? All that stuff. And then I say, okay, book this kind of room for me in Bora Bora and book my tickets to Bora Bora. Or I could take the whole thing like book my 52 date nights for whatever. I'm going to be out of town this week and this week, my husband's out of town this week and this week, so don't schedule on those Tuesday. These are the kind of activities that we like. And book our two vacations right, like, of course, you're clear with us first, but come up with where we should go for these two vacations. One is in March, one is in September, blah, blah, blah.

Speaker 1:

And I can delegate not just the booking of the flight and the booking of the room, but the thinking of it, the mental overload of it, like the whole thing, boom. And you can do the same thing If you hire a lot right, maybe, my private practice folks, you have to hire a lot and stuff like that. And you build this whole thing. So the goal we want to have a rock star, da, da, da da, full complement of a team. That's what we want to have. And then you create the system what kind of job ads do we do? What needs to be there? How do we interview? How do we choose? How do we onboard? And you define all of those things. And now you have a system and you schedule a system and you do all of those kind of things. So the secret to getting rid of the overload is clarity.

Speaker 1:

The secret to getting rid of the overload is this five-step process and once you do it, whether you're doing it, it will be so much easier when you have the team for it, which you may already have hired them, but you're not delegating. Now you can start delegating outcomes and not tasks. And, oh my goodness, it puts you in this place where you can run a business, or you can run multiple businesses, like I am, and you have internal peace, like you are not constantly overthinking and bearing all this stuff, like you have peace. You can be in the moments with the thing that you're doing at the time. You can be in the moments when you're with your family, you have white space to think of genius ideas and all of this stuff. I want that for you. I want that to be your experience.

Speaker 1:

But it all starts with being this person who can take an aspect of their business or an aspect of their lives and you define the goal, you create the system that delivers the goal, you schedule it, you execute on it, you audit it. It will change everything. So go practice this. Don't try to practice it with your whole business, like, oh my goodness, this is so complicated. Don't do it Like find one part of your business and start practicing this. It's about putting in the reps and getting better and better at it. So pick a small part of your business and start practicing it.

Speaker 1:

You have a virtual assistant, but you're still managing your calendar right. So build this thing. What is the goal? Never want to touch my calendar again. Don't want to have any more scheduling conflicts or any of those kind of things. You create the system. This is where you put what On Mondays at this. I do this da da, da da. Put it so your VA doesn't even need to talk to you. They know exactly where what goes right. You put that there. Then you schedule when the calendar gets done or audited or whatever that is, and then execute on it and then audit and then you can take this whole thing and pass it onto your VA and never touch your calendar again.

Speaker 1:

You could do it with your process for doing your podcast. You could do it with your process for social media. You're getting up like, oh, what am I going to post, as opposed to on Monday. I post this on Tuesday. I post this Like boom, like you, build a system, become a system engineer, like me. It will change your life. It will change everything about it. Okay, so, go practice this with them. And on this one, I want you to come back. Send me a private message on Facebook or Instagram. I'm at Dr Una Chukwu on Instagram. I'm Nneka Una Chukwu, so proud of you for doing it. Congratulations. Like what in the world? What system is next? Okay, so send me a message Facebook, instagram and just say Dr Wu, and I did it. I just want to shout you out and I'm rooting for you.

Speaker 1:

But we as a community, we are not going to get rid of burnout. We're not going to get rid of mental overload. Some people ran away from corporate because of burnout and then came to their business and created a new burnout. Okay, so we're going to walk away from all of those things and we're going to become the people who have dream businesses and dream lives, who are present, who are in the moment, who are enjoying their lives, who have peace, because we learn how to get things, how to build these systems and automate our goals, whether we're the ones doing it or we have our team doing it.

Speaker 1:

Okay, rooting for you. Build these systems and automate our goals, whether we're the ones doing it or we have our team doing it. Okay, rooting for you always. This is the least you'll ever be. Things are just going up and up from now, from here. Don't believe any lies that anybody tells you that it's over for physicians and we're not. Business people and private practice is dead, and this is the way it's always gonna be. No, it's not. No, it's not. And I've worked with thousands of people who are changing the narrative. I want to invite you to do the same thing too. Okay, winning for you always. See you on the next episode.