Hit a Ceiling? 7 Questions Every Physician Entrepreneur Must Answer to Grow

Hit a Ceiling? 7 Questions Every Physician Entrepreneur Must Answer to Grow

Over the last two weeks, I've talked with hundreds of physicians at the EntreMD Business School Vision Retreat and at the MoneyFit MD event. The same questions kept coming up, from doctors just starting out all the way to doctors running 8-figure businesses.

With the last quarter of the year here, I treat this season the way retailers used to treat Black Friday. It's our chance to make more in 90 days than we have all year. So in this episode, I answer the 7 questions that decide whether you break through your ceiling or stay stuck under it.

In this episode, you'll learn:

1. "I'm maxed out. How do I grow without working more?" Why time is capital, just like money. And why, when we studied our EBS doctors, the ones earning the most were also the ones taking the most time off.
2. "My growth has slowed. Should I launch something new?" The honeymoon, wilderness and promised land cycle, why shiny objects are an escape, and why you should fix the cash cow before you add verticals.
3. "Why do I feel guilty charging what I'm worth?" How medical training separated helping from money, why "no profit, no mission" is true, and how to use ethical pricing to charge confidently.
4. "Why is asking so hard?" Selling isn't good or bad. It just is. How good selling gets people where they already want to go, whether it's a sale, a referral or a partnership.
5. "What do I do with the team member I can't let go of?" Why I always look at myself before I look at my team, and when it's time to let someone go.
6. "I'm smart and I work hard. Why can't I figure this out on my own?" Why you became a doctor through mentorship, community and accountability, not by Googling, and why business works the same way.
7. "I've done well. Why do I still feel like I'm not good enough?" Why that thought comes to everyone, no matter how accomplished, and the one sentence that stops it.

Memorable quotes:

• "If you say I don't have time, it means you're dead. Every day, you get a fresh installment of 24 hours."
• "The only way to the promised land is through the wilderness."
• "No profit, no mission."
• "Selling is not good or bad. Selling just is."
• "If you can't figure it out on your own, it's because you're not designed to figure it out on your own."
• "I am amazing, and I am committed to getting better every day."

Join the EntreMD Business School open house
If you're ready to make these last 90 days the most powerful of your year, join me live on Tuesday, September 29, at 6 PM Eastern.
Register: entremd.com/openhouse

Listening after the open house? Book a call with our team: entremd.com/call

Additional Resources:

• Learn more about my 12-month program. 
• Interested in 1-on-1 coaching? Apply here.
• Grab a copy of the "The 7-Figure Physician CEO" book. 

When you are ready to work with us, here are three ways:

•  The Profitable Private Practice Movement - If you want to build a thriving private practice that serves a lot of patients, while creating time and financial freedom for you, come join us here. 
• EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!
• EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.

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

Transcript

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Over the last two weeks, I have had the most amazing experience talking to, at this point, hundreds of physicians. I had my event, the Entre MD Business School Vision Retreat two weeks ago. And I was recently at the MoneyFit MD event hosted by Dr. Latifat. And it was an amazing experience. And I just got to have so many conversations with, you know, physicians and talking about their businesses and where they're trying to grow and all of these things. And I figured I would share a lot of those insights that I got from you. And so I want to talk about the seven questions every physician entrepreneur must answer to grow. Now, these are conversations that come up with my clients. These are conversations that come out come up when I talk to people who listen to my podcasts, people who are in a profitable private practice movement. It's it's a these are themes all across, like from people from startup all the way to eight figures in revenue. And so I want you to really think about this. And this is so fun because this is our last episode before the last quarter of the year. Like if you're listening to this live, in the last quarter of the year, I treat it kind of the way a retail store would treat Black Friday. Well, back in the day, Black Friday is kind of different now. But you know, how they would treat Black Friday, and this is the way they would treat that. We've gone all year long, we've done what we've done, we've done what we've needed to do to grow and all of that. But we have this opportunity, though, here, and we can make more in this season than we have all year long. We can use this to create acceleration in our businesses and all of that. And I look at the last quarter of the year. So this is a very, very powerful conversation to have. Um, and it's going to be a game changer. So let's look at these questions. So the first question is this comes up a lot. I'm maxed out. How do I grow without working more? So a lot of times when I talk to people about taking their business to seven figures, taking it to multiple seven figures, bringing on team members so they can, you know, um, by their time, I could all of these things. They're just, I can see the look in their faces. Like, I cannot add one more thing to my plate, Dr. Una. Like, this is not something that I can do. And I really want to give you a different way of looking at this, right? And I want you to think about it. I needed to figure this out. Okay. I run five companies, and I run five companies working less than I worked when I was running one company. And so it's not necessarily the number of companies, it's not necessarily the goal to take it to seven figures or eight figures that is the issue. The real issue is how I am using my time, right? So think about it. A dollar bill in the hand of a savvy investor versus the $100 bill in the hand of an 18-year-old who knows nothing about investing, it's not the same. It doesn't have the same value, not because of the dollar bill, but because of who is holding it, because of who is using it. And in the same way, when you think I don't have time, first of all, I want to invite you to never think that again, because if you say I don't have time, it means you're dead. Right? Like if you are alive every day, you get a fresh installment of 24 hours. So we do have time. The question is, how are we using the time? Can I become so savvy at using my time that I use my time, I invest my time the way a savvy financial investor would invest their money, right? So it is a resource, just like money is a resource. Time is capital the same way money is capital. And the person who understands how to use financial capital will run circles around the person who doesn't, is the same thing with time. So when you think I'm maxed out, I don't want you to think I'm maxed out so I can't do anything else. It is I'm maxed out so what that means is I need to now become good, better at using my time so I can accomplish more by doing less. Okay. So this is something that we teach very heavily in the entrepreneurial business school. Like sometimes we would have, you know, three weeks or four weeks where we're just talking about time and how to use time. Why? That is this, it's not this, I was gonna say it's the starting point. It's not quite the starting point, but it's top three in the starting points, right? But this is something that we need to get, we need to get good at. So in 2026, the beginning of 2026, we did a study on the doctors in the entree-made business school. And what we found out, this is so beautiful. Like when I saw it, I was like, yes, now I have data to support what I've been saying. What we found out is the more the people who were making more were also the people who had more time off. I want you to sit with that. So we had people who took a month off, two months off, three months off, over three months off. And the people who did that were also the people who were earning the most, right? And so they they were not doing what was required to grow their businesses at the expense of their time. They had to master time to have the freedom to do it and also the freedom to live their life. So I remember on one of the calls that we had, and one of one of the students in L Trendy Business School is like, man, you know, I did a million in revenue and I took eight weeks off. And it was almost like her mind hadn't caught up to what she did. And so she was like, is that bad? I was like, that's not bad. That's what I want for you, right? And so one of the things I want to invite you to do is to then become this person who's a master at using time, is a master at using time for the most important things, for delegating, for automations and all of that. And that could be a rabbit hole. And so if you're listening to this and you're the on-trained business school, you know we have resources, resources for this. But if you're not, um I won't you, I won't invite you, I won't invite you. Like, if this is what you get out of the on-trained business school, like you have a huge return on your investment, right? But but but the thing is we have to master time. We do have to master time. There's no way around it. Okay, so that's number one. Number two. Um, second question is you know, my growth has slowed down. Should I launch something new? Okay, this comes up a lot. Like, you know, this is what is going on in my practice, or this is what was going on in my coaching business. I want to set up a new vertical. Okay. And nothing against vertical. Um, some of our clients making the most, they have a lot of verticals. So I have nothing against verticals. However, however, a lot of times what it is is that things have gotten hard. So we're looking for where things are easier. But the problem is, even with the thing that seems easier, you are going to get to a place where it is going to get hard. So the thing you are avoiding by looking for a new vertical, you're going to get to that same spot when you get to your new vertical. Okay. So when you're like, okay, growth has slowed down. Um, you know, should I launch something new? My question is always my approach is always to audit what you are already doing to see, okay, based on what we are already doing, how can we make this better? How can we make this more profitable? What is the roadblock here so we can fix this? By all means, add new verticals, but the escape is not a true escape because whatever new thing you pick that's new and flashy and exciting is going to get you to that hard place. So I want you to think about your journey as an entrepreneur this way. And this works in cycles. You get an idea and you start working the idea. And this is the honeymoon phase. It's so fun. It's so fun, it's so exciting, and all that stuff. And then right after that, you get into this wilderness phase where, you know, things are breaking, things are not going according to plan. You're having to do things you don't like and all of this stuff. And then you get to this other place, which is like the promised land, where, okay, now things are working. It's so amazing. So the only way to the promised land is through the wilderness. And so when you find yourself in the wilderness, the idea is not to go back to go look for another honeymoon phase. It is to go through the wilderness. So you get to this beautiful place called the Promised Land. This is just, if you understand this, you'll be able to keep your emotions in check. You'll be able to be more strategic because you're like, ah, wilderness. That's that's what's going here. Wilderness. Right? Okay, so so what does that look like? So if I had somebody come to me, for instance, a coach, and they say, you know, my business has stalled. Should I add this new membership? Should I add this? And again, nothing against that. I have verticals, so nothing against that. But my starting point will not be to start analyzing the verticals. My starting point will be to analyze what is going on in the business. And so I start looking at, okay, what are you doing to put yourself in front of new people every day? And a lot of times that's gone. They're like, oh, you know, here and there I'll post on social media. Great. But are you being a guest on other people's podcasts? Are you being a guest on other people's IG and Facebook lives? Um, are you speaking at events? Are you going to events? Are you networking? Are you doing any of those things? Are you telling people who don't know you're a coach? You're a coach. And a lot of times they're not. Okay. So I look at that. Then I look at, well, how many time, how many people do you tell to come work with you every day? And usually that answer is zero. When people are like, My growth is slowed, usually that answer is zero. How many people are you inviting to come work with you? How many people are you inviting to continue working with you? How many people are you asking for referrals? How like all of these things? And usually I'll find a lot of holes. And I'm like, okay, instead of jumping to the new thing, let's plug the holes. Let's plug the holes. It's the same thing in a private practice. I will always start with what is going on with the cash cow. And because we are always nice to the cash cow. Okay. And then we can then make a strategic decision to do verticals, but we're going to put our house in order first. So if you feel like your your growth has stalled, go back to look. Like, what am I doing with marketing? Like for real, what am I doing with selling? What am I doing with all of these things? And a lot of times, like I just had a client who's like, you know, my growth is stalled. This is not happening. That is not happening. And then they turn around and they create 100% growth because they're like, oh, these are the things that I can do. I had a client during the vision retreat who said, you know what? I want to, I want to, I want to have a $20,000 week. And she thought it was crazy. She thought it was absolutely nuts. And she said that. So she said that this during the retreat, which happened over, you know, kind of a weekend. It was um Thursday, Friday, Saturday. Okay. And then the following week on Wednesday when we had our call, she's like, I'm at 19,500. I want you to think about it. It was a it was a crazy thing. But what do you think she did? It was not new verticals and new all of that. It was working what it was working, what's already there. It was respecting the cash cow. And here we are, right? So so amazing. Okay. Number three, why do why do I feel guilty about uh why do I feel guilty charging what I'm worth? Why do I feel guilty charging what I'm worth? And this is something that is very deeply rooted in the hearts of many, many, many physicians. And I think it's for a number of reasons. You know, we went into this to help people. And in our training, the helping and the money were disconnected. Okay. So I want to help people. And then in our training, we're trained, just help people. We'll take care of the money. Don't talk about the money. Don't worry about the money. Don't be involved in the money, like leave the money alone. Um, so that is why we're never taught pricing. I mean, like even an insurance model, we're never really taught how to code appropriately to get paid for the work we do. We're just taught to do it, to do it, right? And all of this stuff. And so, because of that, it has brainwashed us into thinking that we can help people without thinking about the money. Which, sure, if you stay in the system and you become a victim of the system, though, because that does not work outside the system. Outside the system, you want to help people, that is awesome. But what gives you the right to help people is you have the money right. If you don't have the money right, you have to shut down the business. It's as simple as that. And so, because of that, we also have disconnected helping and money. Like, so I don't really care about the money, I want to help people. Those two things don't, that's like a charity saying, we don't care about the money, we just want to help people. You have to care about the money. You have to raise the money, you have to build relationships with donors, you have to do all of these things. It's not passive. There it stuff has to be done. So if you want to help people, one of the best things you do for the people is you figure out the money. And so, for instance, for my practice, even in our mission statement, we help, we provide expert medical care with unparalleled customer service in a profitable way. Like the money is right there in the mission. Because no profit, no mission, the end. No profit, gotta close the doors and go away. And so, so this comes up a lot because of the way we're trained. Well, the way we were trained, that is a little delusional, the way we were trained, right? It creates delusions. And I say that in the most respectful way possible. And so we want to think about ethical pricing. And I'll talk about this, but it does require quite a bit of mindset work to kind of work back from this. Um, and the deal is this there is a concept called ethical pricing. And ethical pricing means that you are charging people less than the ROI they get from working with you. Okay. So for instance, um, in the entree MD business school, we charge people for them to work with us. It's an investment to work with us, but it is an ethical price. And it is an ethical price because we are clear on the ROI that you get. Okay. So the ROI, number one, is that you become a CEO. So you have the mindset of a CEO, you understand how to use time as a CEO, you understand how to set goals as a CEO. Like you become a boss. Okay. Number two is that you become the kind of person who understands how to build revenue generation systems. You understand how to create revenue on demand. Okay, so I it was Dr. Moyers, um, I had interviewed, um, you know, when we had an open house, and she said that she was working a local job at the time, and they decided that they were shutting down the department. And everybody was frantic. I want you to think about it. Like, this is the way we make money. We come here, we work here, we get a salary. And they shut down the department. And she's like, Oh my goodness. Um you know, the people walk up to her, they're frantic. And they're like, Are you scared? Are you frantic? Like, are you wondering what you're gonna do? And she's like, No, I know how to make money. I think she shocked herself when that was her, when she watched herself responding in that way. She's like, I know how to make money, you know, and so I just, you know, replace my salary with what I know to do. And that's that's that. Like, you understand how to create revenue on demand. So that is the second ROI. The third ROI is that you understand how to build a profitable team. And I almost never say build a team. I always say build a profitable team, meaning that every team member, every role is a profit center. So when you hire people, you make more and get more time off, as opposed to hiring people, and your profit margin disappears and you lose your time because you're spending all your time managing your team. Now, are you going to need time to manage your team? Yes, but there's a way to do it so that you generate more profit and you have more time off. So it's a win-win situation. They get a salary, you get a profit, and then you get more time off. And so you understand how to do that, and you understand how to build a dominant brand, a brand that positions you as the option, right? And you've seen many, many people from the entrepreneur business school do this. And so the results of these four things is you're able to build a profitable business. It could be six figures, multiple six figures, seven figures, eight figures. It's choose your own adventure. But the system we show you will take you to eight figures. You work it. And um and you get and you do it in such a way that at the same time you're building your dream life. It's not at the expense of your life. It is, it is, it is something that allows you to have your dream life because it buys you financial freedom and it buys you time freedom. Okay, so we do all of this, and we've had doctor after doctor, we've had doctors go from employed to seven figures, employed to multiple seven figures. We have people who have already been in private practice for 10 years, for instance, take their practices to eight figures. We've had all kinds of stuff. We've had, you know, you know, people, every range that you can think about, and taking the time off. They talk about their marriages being better, their relationships with their kids being better, um, them going back to hobbies they've given they gave up before, going on mission trips because that's what they wanted to do and they had stopped. Now looking like, hey, what problem in society can I fix? Like it's amazing. Okay, so now, so when I say that the investment to be in the on-tremity business school is thirty thousand dollars, I don't feel guilty because the ROI, what they get from it, is way more than thirty thousand dollars. Way more. Like if it was a fifty thousand dollar school, it would still be ethically priced. Right? And so it is us getting clear on the value that whatever it is we do brings and making sure that our price is ethical. And for most people, if they raise their prices, it would still be ethical. Okay. Okay, so why do I feel guilty charging? Um, there's a lot of mindset drama around that that definitely needs to be worked through. And we need to pay attention to the ROI, the return on investment of working with us, because when we look at that, we're like, okay, this is an ethical price. Okay. Okay. Um, fourth question why is asking so hard? Whether it's for a sale or for a referral source or a partnership and all of that. And, you know, again, huge mindset stuff, right? But it really is around, you know, like asking or selling. You know, it's bad, is what people who want to manipulate you do, and all of that. But here's the deal. Here's the deal. Um, selling is not good or bad. Selling just is. Okay. Selling just is. Now, whether it is a good or bad experience, or it whether it's ethical or not ethical depends on who is doing it. Right? It depends on who is doing it. So there is bad selling and there's good selling, but selling on its own is not innately bad, right? Okay, so if for the for my clients, if you know, they it's so funny, right? This happens a lot where people walk up to Mikita, and Mikita is um the program director for for all things on training, and she does what she does most of the sales calls. And it's very interesting that people will walk up to her and say, Thank you for not giving up on me. Thank you for following up with me, thank you for having the conversation with me that made me join the entree MD business school. People are thanking her for selling. Why? Because selling is not good or bad, and good selling is good. Good selling leads people to where they really want to go anyway, right? And so they would thank her. Like, thank you for that call. Thank you for answering that question. Thank you for inviting me to that open house. Thank you, thank you thank you, thank you. Um, and it's a beautiful thing to see, right? So asking has been sold, selling has been sold as this bad thing. And as long as you think it's bad, you're a good person. You're not gonna do it. And so you have to understand selling is not good or bad, selling just is. And, you know, when you use selling to help people get to an outcome they want, then that's good selling, right? Um, and and you have to realize this all business is selling, like I mean, practically all life is selling, but all business is selling. And so as long as you think selling is bad, you You will struggle and struggle and struggle as an entrepreneur. And you may overcome selling, like selling your product or your service, but maybe you have an issue with selling referral sources on sending you patients or clients. You have um, you know, challenges selling people on partnerships, selling team members on coming to work with you, selling team members on working with you at a higher level. It is all sales. And anywhere you stop saying, hmm, I don't think that's good. I think that's manipulation. I think that's me trying to do something that benefits me and all of those things, then it's gonna be so hard to make progress. And so again, this is something that you want to work your way out of. And let me stop because I've mentioned open house a month a number of times. If you're listening to this live, we have an open house for the OntreeMD business tool coming up on Tuesday, September 29th at 6 p.m. Eastern, is on tramd.com forward slash open house. Come join us. Come find out about the school, come find out about how we actively solve for these seven things and how we partner with committed doctors to build six, seven, and eight-figure businesses, profitable businesses, so they have the freedom to live life and practice medicine on their terms. This is what we do. So if you want more financial freedom, if you want more time freedom, if you want a business that allows you to have a lot of impact without destroying your life, but it's something that facilitates your dream life, then and you're committed, like you're ready to do the work, then you definitely want to get yourself in the entream D business school, especially because we have October, November, December left in 2026. And the thing about it is you can make these last three months the most powerful three months in the entire year with the right mentorship, the right community, and the right accountability. And these three things, the mentorship, community, and accountability, we have upleveled massively in the last 30 days. And so there's somebody I was talking to, and she's like, you know, I've been thinking about joining the business school and all that. And so she's coming into the school as one of the new students, and she's, I said to her, I said, you are joining the best version of the entream d business school ever, like up to this point, ever. Like, so the results you've heard about, you actually have the opportunity to get them faster, like much faster. You know, so so exciting. So entreamd.com forward slash open house, come register, come join us. And if you're listening to this and you're like, um, you know, like I want to invite you to also be an ambassador for the cause, you know, like send the link to your friends who you think will be a great fit for the school. We would love, we would absolutely love to have them um come join, come join us in the open house. Okay. If you're listening to this after, then you can book a call with the team, on traemday.com forward slash call. You'll be talking to Makita, who people thank for the sales calls all the time. And she'll just walk you through it. We don't do high-pressure sales. Um, this is a reason we don't. You know, back in the day, the on-train day business school, we would put out a link. Like you could literally click on a link, make a payment, and join the on-train day business school. And we stopped that, um, I want to say maybe a year and a half in or two years in. And that's because one of the things that is most powerful and most valuable in the entream day business school is the community of doctors there. And I realized that while I could take money from anybody and have them come into the entream day business school, um, we also needed to preserve the integrity of the community. And we needed to make sure that we were bringing in people who were committed. Now, I say this, I, you know, okay, so when I say committed, I don't mean people who have it all figured out. I don't mean people who are confident at doing the things that they need to do to thrive. I don't mean people who have no fear. I don't mean, I don't mean people who are not fully clear on the pathway. I don't mean any of that. I mean people who are like, I'm open to learn and I'm gonna do the work. That's it. And, you know, the those kind of people are people who like a year, two years, three years, five years in, they're like, how in the world did I become this person? Because there are many business programs where they would say, you know, in order to be in this program, you have to have cost 100,000 or 200,000 or a million, like whatever the criteria are. And I thought about that many times. And I know why they do that. They do that because in the beginning, there are many people who say they want to start a business, but they're really hobbyists. They don't want to start anything, they don't want to do anything, they don't want to change, they don't want to do anything. And so usually, if you've taken your business to 200,000, you kind of work through those kinks and stuff like that. But I could never adopt it. And I could never adopt it because we have had people with established businesses come and I mean, they took their businesses to heights, they didn't even think it was possible. But then I have a lot of other physicians who joined EBS, and their thing was like, I don't even know what I want to do. I just know there has to be more. And this seems like the right room to figure it out. Or I want to start a private practice. I don't know my left or my right. Like, can I even start a practice? I'm like, am I the kind of person who could start a private practice? I'm like, of course you are. Right. And those people, they are, they are on the biggest stages. They are running seven-figure businesses, they are building buildings, they're doing all kinds of stuff. And all the in the beginning, they're like, I don't know, there must be more. And so I've never been able to do that. And I don't subscribe to that. That's for me. Nothing wrong with what I understand why they make those limitations. I understand it fully, but for me, I've never been able to because what we do is we make entrepreneurs out of physicians. We make six, seven, eight-figure entrepreneurs out of physicians, right? And so I don't need you to already be an entrepreneur. And there are many people running seven-fights that are not entrepreneurs. So that doesn't mean this is all for newbies. It just means if you don't have it figured out, it doesn't matter as long as you're committed. You're like, I'm willing to learn, I'm willing to do the work, I'm willing to show up, I'm willing not to lurk. Like, I'm here, I'm here, right? So, anyway, so book a call, on trademd.com forward slash call. We'll be happy to take care of you and kind of walk you through what we do, look at what your goals are, and then we can determine together if this is the best next step for you. Okay, number five, what do I do with a team member I can't let go of? Oh my goodness. Oh my goodness. This affects everybody from startup to eight figures in revenue every time. Like, what do I do with a team member I can't let go of? And you know, the the starting point is we have to be willing to let go of people if we need to let go of them. That's kind of the starting point of it, right? But um, but this is the deal. Um, when I have challenges with my team, um, I never look at my team first, ever. I look at myself first, right? Because there is a thread where my name always shows up. Number one, I put out the ad for this position. Number two, I chose people to interview. Number three, I interview them. Number four, I chose one for the job. Number five, I onboarded them. Number six, I trained them, all of that. So there is this me showing up everywhere. And I'm like, okay, let's talk to me first before we look at the team. And a lot of times what I find, now, I'm not saying that every underperformer is the fault of the CEO, right? That's not what I'm saying. However, I'm saying we have enough of a hand in it that we first of all need to look at ourselves. And I would look to see, okay, did I violate the laws of interviewing when it was time to bring this person in? Right. So maybe I was like, this is a warm body. They have a paw, they have a pulse, they've done this before. It should be fine. That's not the way to hire for somebody who wants to build a rock star team. It just isn't. And maybe I did that. Or maybe when it was time for onboarding, I'm like, whoa, welcome to uh, you know, welcome to this practice. Here are your keys, this is your office, this is your this. Um, here's a spreadsheet, here's your handbook, here's the SOP, and may the force be with you. Nobody's no rock star comes out of a team like that, out of a training like that, right? Maybe I don't meet with them every week or every other week. Maybe I don't, I don't meet with them. They don't have clear key result areas, they don't know what it means to win because I haven't defined it for them. Maybe I'm annoyed by something they do, but they started doing it from the day they started working with me, like six months ago, and I've never told them, don't do it this way, do that, do it that way. So I'm like mad, but they think they're doing what they're supposed to do. So there's so many things to look at to say, okay, let me fix these things. Right. But if there's somebody who needs to go, again, this is a competency we learn. This is why we focus so much on becoming the CEO and building a profitable team, where there's a way to just de-hire, fire the person. Like we're done, right? And we have to be so loyal to our vision that we cannot people please to the point of destroying the vision. Okay. So, what do we do with team members we can't let go of? We look at ourselves, and when we're done looking at ourselves, if they need to go, they need to go, right? Okay. Um, number six, I'm smart and I work hard. Why can't I figure this out on my own? This comes up a lot. Like, so people say, I don't know how to do this, I'm struggling with this, I'm struggling with that. And somebody else is like, You're smart, just Google it. Okay, so let me tell you why I'm laughing. We have one precious life. Okay, the life we're living now is not a rehearsal. This is the life. Like, I'm 47 years old. They have 46 years that are completely gone. Like they're gone, they're done. I don't get a do-over. They're done. And I'm not saying that for so we have this um sense of scarcity. No, that's not that at all. But to understand, we're burning daylight. Okay. So, and in this one precious life, I have made the decision, and you can tell me if you've made that decision too. I have made the decision that I am going to be a champion. I am going to win at this thing called life. I am going to become the best possible version of myself I can be. I am going to leave a legacy. I am going to make impact that, you know, uh 10 years after I'm gone, 50 years after I'm gone, 100 years after I'm gone, if this world still exists, people will say there was this person, Dr. Una, right? And it's not from a sense of pride. It's not from a sense of, oh, I must accomplish all these things, so I feel great. It's from a sense of, I'm, I didn't make this life, right? I was given this life. I'm a steward of this life, I'm a custodian of this life. And the least I can do is to live it to its full potential and exploit my gifts and talents in the service of others. That's the way I think. I want to die with a smile on my face. I want to be so excited, my 90th birthday party. I want to be happy as I get older and happy as I get older because I'm living this rich, meaningful life, right? Go out with a smile on my face. Okay. If that's the case, I don't have time to spend 10 years doing trial and error for something that can be figured out in a year. I don't have time to do that. I don't have time to do that. And so for me, I am constantly looking for the quickest and not get rich quick scheme type of quick, but what is the quickest way to do this? So for instance, if I wanted to be a doctor and I was going to Google my way through, how long would it take me to become a doctor? Like, first of all, I would never be a doctor because doctors are champions, right? Like, it's not something you can casually train for, right? But let's say it was possible. How long will I Google stuff to be as competent as somebody who went to medical school on a residency program? Right. And if you think about that number, it's probably a hundred times a hundred X or a thousand X the amount of time it would take to go to medical school. Okay. So when people say I'm smart and work hard, why can't I figure it out, figure it out on my own? Because it's not designed to work that way. If we look at what like I our medical training is like pretty phenomenal, right? Because it takes it takes a young kid and turns them into people who can it turns the person into someone who can save lives. It's insane how amazing it is, right? But anyway, okay. So what did we do to become doctors? We subscribe to medical schools or residency programs and all that. And what happened in those programs? It's a number of things. Um, we got mentorship, okay, from people who've been there, done that, have a gazillion t-shirts. We got mentorship. And we didn't just get mentorship from like attendings and all of that stuff. Um, we were, we also had a community, and we had a community of fellow residents, so at the same level as us. We had we were in community with senior residents, so people who've who are further along in their journey but are not attendings yet. We had relationships with junior residents, right? So people that we could kind of mentor. So we had this tiered community, right? And there was a lot of learning, like, yes, there was learning from the attendees, but oh my goodness, there's so much learning in this tiered community. So we had the mentorship, we had the community, and boy, did we have some accountability, right? So we would see one, right? And then we do one under supervision, and we do like see one, do one, teach one. Like we did all of these things. And we were not allowed, like we were not allowed not to work. Like you had to work at you had to show up every day, you had to examine patients and present patients every day, you had to you do the IV and do the like you actually had a log, like how many IVs did you do, how many intubations did you do, how many of the all yeah, like you had procedure logs and all these things. You had exceptional accountability. It was a powerful system that would take somebody who knew nothing about medicine at all and convert them into doctors and people who could save lives. Now, what if somebody said, because the same medical student is smart and they worked hard, but without the system, they couldn't become doctors, right? Okay, so if you can't figure it out on your own, it's because you're not designed to figure it out on your own. That's kind of why. And I mean, you could in the sweet by and by, but why? Why would you do that? Okay, and so this is also the reason why, even though in the beginning people are like, My goodness, Dr. Una, um, I just want to work with you. I do not want to be in a group. Um, I'm like, you know, if you think about it, like children grow up in a group program. It's called a family. And you're a doctor, you you did at least two group programs. You did medical school and you did residency. Some did fellowship and some did uh second fellowship, right? And so, so group, you've always been in group programs. Like, what are you talking about? Right. And that is the same reason why the entream business school is built the way it's built. There is world-class mentorship, and that is why I invest very heavily in myself every single year to continue to grow, to continue to learn better approaches and all of these things so I can be the mentor I need to be. Okay. This is the reason why there's a community. So when you come into the entream da business school, you'll find out that there are people from I am starting my business all the way to eight figures in revenue, right? And like everything in between. And so you have that tiered community, right? You have that tiered community, and it's so wild that everybody inspires everybody else. It's so fun. And then exceptional accountability. And we literally just upgraded our accountability to the highest level it's ever been. We introduced Druna. Druna is, and Druna is spelled Dr. Una like D-R-U-N-A, but Druna is the accountability coach for the doctors in the entream D business school that holds the people accountable to the daily actions that create movement, that creates the wins in their businesses. It is so wild. But mentorship, community, accountability, we know if we put doctors in this container with these three things, their businesses change, their lives change, everything about them changes, right? So, so yeah, so can't figure it out on your own because you're not supposed to. Now, could you grow? Yes. Could you create wins? Absolutely. Um, but if you want to be a champion, if you are like, I have this one precious life and I want to do it like I mean it, if you're like, I recognize like the next 90 days, it is a gift, and I want to be a good steward of my gift. I want to um be um, I want to make good use of this thing called time. Um, I have a 12-month block, a new 12-month block coming up, and I want to use it well. Um, then the on-trained business school is kind of where you need to be. Like it literally, there isn't a program like it for physician entrepreneurs. Um, there isn't a community like it. There is no accountability like it anywhere. Anywhere. So um on-tramd.com forward slash call. You've been thinking about it. Now's the time. Like now's the time. Okay. Um, then the seventh one is I've done well. Why do I still feel like I'm not good enough? Oh my goodness. Okay, guys. This, I mean, I have been in rooms with the most phenomenal physician entrepreneurs and the most phenomenal entrepreneurs. And let me tell you what, this thought comes for everybody. So, first of all, if this thought has come up for you, it is not like a custom thought for you. This comes to everyone. I'm not good enough, I'm not the expert, I'm not this, I'm not that, blah, blah, blah, blah, blah, blah, blah, blah, blah, blah. Okay.

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And so if it comes to everyone, then you have to understand that it's a lie.

SPEAKER_01 40:53

You also have to understand that at some point you are going to decide that I am good enough. There is a line that I share with my clients all the time, and it is that I am amazing and I'm committing. I am committed to getting better every day. I am amazing. I am good enough and I'm committed to getting better every day. Right? And that is such a power thought because you are never going to accomplish enough for that thought of not being enough to go away. That is an equal opportunity thought that comes to everybody, regardless of accomplishment, regardless of how good they are, regardless of any of those things. I am amazing. I am a rock star. I am good enough. I'm the expert and I am committed to getting better every day. Because guess what you can commit to? You can commit to better. You can give up the need to be perfect, and you can decide that you are good enough and you're committed to getting better. And then you can throw away this whole nonsense of not being enough because that thought will never go away on its own. You will stop it in its tracks. You are good enough. I look at doctors telling me they're not the expert. I'm like, okay, so who's the expert then? If not you, who's it gonna be? Because nobody has your experience, nobody has your expertise, nobody nobody has put in the reps like you. Like what? Like, so what are we gonna do? You are the expert at what you do. Like you trained for 12 years for this stuff. What do you mean you're not the expert? Now, when they say that, they mean I'm not perfect. Nothing is perfect, nobody gets perfect. Take a take a page from Apple's playbook. They will never build you a perfect phone, they will build you a better phone. So there was iPhone 1, now there's two, then there's three, then we're up to 17 or 18, whatever number we're at. But even that is not perfect, it's better, it's so much better. So, this is their thought. The iPhone is a great phone, and we're committed to getting better. That's it. That's what trillion-dollar companies do. That's good for you too. Right? That's good for you too. Okay. So when you think about this, you see, oh my goodness, if we resolve these seven things that kind of get in our way, like, what could we do? Right? What could we do? We could we could do so many amazing things. So I want to invite you to um, you know, first of all, like and and seriously, um, I want you, if if you're in the on training business school listening to this, I want you to commit even more so to the process because it is a carefully thought out process to turn your entire world, starting from your business, but your entire world right side up. And I You to make a fresh commitment to engage with everything that has been given to you, right? Okay. If you're not in the entream day business school, you listen to this podcast for a reason, you come back for a reason, you've been to our open houses for a reason. Um, you are subscribed to our email list for a reason. And and maybe you've you've created wins. I've had people say, oh my goodness, I'm getting so many wins from the on-trained podcast. What could possibly be different in the on-train day business school? It is night and day because we implement it is night and day because now you're in the community. There is a doc. This was so fun. She is so amazing. And she said, You know, Dr. Una, I just, I just joined the business school so I can create this business that gives me at least $10,000 a year to pay for my vacations. This was her goal. But that week, her business generated over $9,000. She's not been in the business, she's been in the business school for less than a year. I don't remember how many months she's been in the business school. But her business that she wanted to create $10,000 for the year, now is producing $9,000 a week. And I know it's not every week, but that week it provided it produced $9,000. And nobody, I never told her to change her goal. But you see, when you're in that community getting the mentorship, watching people build these big businesses, watching people raise their prices, watching people go after great goals. Like the other doctor I said, like, no, I think I'm gonna have a $20,000 week, and you see them pull it off, it changes you in ways you can never recover from. Then the accountability. And so many people will tell you, like, this thing I just accomplished, it wasn't even a goal. Like, big shout out to Dr. Dr. Charuba. She wrote a book, um, um, a book on fibroids. And and if you haven't gotten it, you you need to you need to go to Amazon and look for her. She's Charuba Prabaker and get your copy of the book. And she was like, it wasn't one of my goals for the year, but somewhere in February, I was like, you know what? I think I'm gonna do a book and I'm gonna launch it in July. I'm gonna launch it in July. Like, you know how we are in EBS, we just do what needs to be done. And in July, boom, there was a book. There's a book. And so you you, there is a version of you that needs the right environment to thrive in ways you didn't even think was possible. Like, if I told you to write your goals, you would not be able to write those because this version of you can't even think it up. That version of you exists. That version of you just needs the right environment to bloom, to thrive, to blossom, all of that. Okay, so on tremd.com forward slash call, come talk to us, we'll get you into the business school, answer any other questions you may have. Um, but it would change your life forever. It would change your life forever. Okay. Now, I want you to leave with these thoughts. Okay, you're not maxed out, you don't have to hurt yourself or hurt your life in the process of building your business. You can learn to use your time better. Um, shiny objects are the enemy. And you and you can work the cash cow, um, which is your, you know, your primary business to make it even to work even better. Um I want you to lean into ethical pricing, right? Like I charge well, but the ROI is always bigger. So you can confidently charge and on and on. All the things we talked about, I want you to give them some thought and I want you to lean into them and realize that you can have a business that is so much better than the business you have in terms of impact, in terms of financial freedom, in terms of time freedom it creates for you. And then you can live a life that will blow your own mind. It is available to you. I want you to unsubscribe from every lie we've been sold as physicians. Like just unsubscribe. You can have a very different life. I want it for you. And if you're in a, if you've been, if you've given the entrepreneur business school any thought whatsoever, book the call. Come to the open house and take the next step that will make the next 90 days of your life and the next 90 days in your business something that is really a dream. So I'm rooting for you. I'll see you on the call. I'll see you at the open house and on the next episode of the On Trime Day Podcast.