Essentialism for Podiatrists: Do Less, Accomplish More

You're listening to Podiatry Marketing, conversations on building a successful podiatry practice with Tyson Franklin and Jim McDannald.

Hi. I'm Tyson Franklin, and welcome to this week's episode of Podiatry Marketing. With me, as he is every week, is Jim McDannald, aka Big Jim Mac. How are doing today, Jim?

Nice. And things are going well. You know, nice getting some good momentum here in 2026.

I think 2026 is going to be a huge year on so many different reasons. A lot of podiatrists I spoke to towards the end of 2025 who told me that they listen to this podcast, and some of them have actually started applying some of the stuff they've learned. So I think 2026 is gonna be huge.

For sure. I don't definitely agree.

So what are we talking about today? What's your topic?

Yeah. So I know that in the past in the podiatry legends podcast, you brought in brought in some books.

Oh, yeah.

This is my this is my chance to bring in a book and talk a little bit about a book that's really kinda had a a good impact not only on my professional life, but also my personal life. It's something that I think that I wanted to share with our audience, and that's this book called Essentialism. So today, we're gonna talk about what podiatrists can learn from the book Essentialism, and kinda how it relates to, you know, running their practice and maybe a little bit how how it kind of relates to their lives.

That is a fantastic book. I have a copy. I haven't read it for a couple of years, but it's one of those ones that I have a I have a stack. Yours is sitting there. Mine is I could actually reach over and grab it.

I have it set in this stack of books that whenever I need some form of inspiration, one of the books I'll grab just flick it open open any page because I've scribbled all the way through it. So I'm looking forward to hearing your take on essentialism.

Yeah. So it's one of those things where like you mentioned, I go back to it probably every two to three years and just kinda it's a great way to do a bit of a reset. It kinda gives you It puts you in a good frame of mind and we'll kinda get into why that is. But you know, if you ever felt like you've been pulled in like a dozen different directions Mhmm. You know, seeing patients you don't enjoy, saying yes to every opportunity, running on a treadmill, but you know, not really getting anywhere.

This is the episode where we're gonna this book and this episode is gonna be helpful helpful for you.

And it'll probably be one of those ones you'll go back and listen to it again. I find when you get set when when we're talking about topics like this, we'll probably cover so much in a short period of time. You'll go back and listen to it a few times.

Yeah. We hope so. I mean, the the subtitle for this book is the disciplined pursuit of less, which I think is really kinda clever. And, you know, it's not a podiatry book, but the principles apply perfectly to how, you know, podiatrists can design their practice and their career. Because, you know, here's the thing, you know, people didn't go through residency to kinda be burnt out and unfulfilled.

I think this is like it's not really a self help book, but it's a book to give you perspective as far as you know, what you say yes to, what you say no to. So today we're gonna cover five lessons from essentialism that can change how podiatrists think about their practice, you know, from the patients that they see, to how they spend time, and even maybe how they market the practice.

Okay. So where where are gonna start? Straight to point number one?

Yes. We'll jump in. Point number one I would say is, if you're if you don't design your practice, someone else will. And you know, what we mean by this is that, you know, here's something that most podiatrists, you know, they figure out too late. If you don't intentionally design your practice, it gets designed for you Mhmm.

By insurance companies, by whoever walks through the door, by the last rep who sold you some equipment, you know, by what the hospital down the street is doing. You wake up ten years and realize, you know, you're running a practice you never actually chose. So the book Essentialism really kinda says that the antidote to deciding in advance, you know, what you want your practice to look like. So what what patients want you want to see, you know, what procedures you want to do, you know, what days, you know, you your day should feel like overall. If you don't set these that kind of agenda, you know, everyone else will kinda set it for you.

Yeah. I think that's a really good point. And I think a lot of podiatrists don't plan on what the direction is that they wanna take their business. Like you said, they'll just take anyone that comes through, and if you keep doing that over a period of time, it just gets messy. And like you said, it's the pursuit of doing less, whereas a lot of podiatrists keep adding another layer, another layer on top of what they've already got there.

And and it does. It just gets messy.

Yeah. Sometimes it's addition by subtraction. Right? We can only do so many things. There's a nice little graphic in the book where it's like, it lines up arrows.

Right? So it shows, know, like 15 different small arrows kinda lined up horizontally. And then they show like, you know, if there's only three things or four things you can focus on the the kind of gains you can make. It's a nice kind of a visual that when I'm feeling like overwhelmed, or I feel like I'm doing too much, you know, sometimes reducing the amount of things, the kind of inputs you have can be a benefit. Know, without that kind of clear vision, you know, it's people default a lot of times to saying yes to whatever comes their way, because they you know, either they're not confident enough that they can live or have the practice they wanna have.

So this default yes behavior is kind of what leads to a lot of these, you know, you don't a lot of, you know, to a practice you're not that sure that excited about.

Well, you mentioned burnout and doing a lot. But, you know, I recently, like in December, January, went to The United States for a holiday. And I think sometimes when people if you can sort of relate this to just like real life, you can go on a holiday and you can go somewhere, and you can try and fit in 25 things that you're going to do when you visit a town, and you can run around and see all 25 of them. And by the end of the door, you are so tired that it's just a blur. Or you can look at the 25 things that you could possibly do in a city, pick the top three, and do them really, really well, and then come away.

And when people say, how was your trip? You can go, oh, it's great. We did this, this, and this. And and you probably get more of it. So I think it's exactly the same with your practice.

You can look at all those things where all the arrows are pointing, but just pick the main ones.

No. I like that analogy. I think definitely the whenever whenever I would go on a trip, like to have that long those long times at a single place, and really focus on the enjoyment of it as opposed to like you said, jumping around every five minutes, every hour going somewhere different, running around like a chicken with your head cut off is is no way to go through life. You know, like what we talked about though, like insurance panels, your referral patterns, you know, that's all how he's always done it. You know, those things are gonna kinda shape how you practice, how your practice is shaped if you don't take, you know, full control.

So the you most satisfied podiatrist I know make deliberate choices about their ideal patient mix Mhmm. Their procedures, and the schedule. So you know, look at your patient mix. Is that what you want? Do you want more of a certain type of patient coming in the door?

Find ways of making that happen. Right? So are you doing the procedures you wanna do? Are you are you doing enough surgery? You know, the things you're trained on, the things you enjoy doing, the things you're an expert in.

And then we talked about in the past podcast, You're in control of your schedule. You get to determine you know, some people complain, oh, I saw 40 patients today, or I saw 45 patients today. Some people would say that, and they're like upset, and they're they just don't wanna see that volume. Other people are seeing 15 or 20 and have, you know, a cash pay practice or something that brings them a lot more joy because they can sit down and actually talk and get to know their patients and feel like they're making a difference. So everybody's different.

So there's not one kind of, you know, recipe that's gonna work for everybody, but, you know, what your patient ideal patient mix is, the pre procedure you wanna do, and what your your schedule to be like is a great way to get started.

Like you said, we have a choice on who we treat. I always said from day dot, I will never treat an ulcer in my clinic. I didn't I could've I could've quite easily Mhmm. Seen a lot of ulcer patients, but I didn't like doing it. So from day dot, I always said I would never do that.

And therefore, my schedule was filled up with things that I wanted to do, and I'm being a happy podiatrist doing it that way.

Yeah. That that totally makes sense. And I think to have that perspective is sometimes tough when you're in middle of it. But you know, one question I would suggest that podiatrists are listening to podcast ask themselves is, if I could design my perfect practice from scratch, you know, what would it look like? Maybe you've been a practice for twelve years.

Now maybe you're an associate somewhere and you've kind of been, you know, working well with the podiatrist, but you're not meant to seeing that the caseload of things you wanna see in your practice, but you're getting ready to buy in or take over the practice. Ask yourself that question, and then start moving toward that.

That's when you hear podiatrists say, oh, but my patients I can't get them to see another podiatrist in my clinic. They only wanna see me. And I'm like, what? Have a heart attack and and be be out of work for three months. They'll see somebody else.

So why why push yourself to that point where it could be affecting your health and your your family life and and everything else? To me, well, I I love the thing. If you could actually picture what your clinic is going to look like, the perfect practice, you it's not gonna change overnight. But if you then break it down, what what's a small change you can make each day, each week, each month, and over a period of years, you can have, I reckon, the practice of your dreams.

Absolutely.

So what's next?

So next is trade offs are real, you know, in your schedule, your services, in your life. You know, podiatrists are problem solvers. When someone says you should, you know, add wound care, or you should add, you know, this type of insurance, or you should be on social media, your instinct is to figure out how to fit it in. Mhmm. But here's what essentialism kinda taught me, and every time I read it, every yes is a no to something else.

When you say yes to a packed schedule with no breaks, you're saying no to, you know, thinking time, for example. When you say yes to every insurance plan, you're saying no to the patients who pay out of pocket for better care. So trade offs aren't failure. They're how you build practice that, you know, actually works for you. So, you know, there there's no like I said, there's a balance between those things.

Yeah. But we when we had the practice, we used to treat a lot of navy patients. We had a navy base here in Cairns. So we used to get a lot of navy patients sent to us. Problem with them, 50 of the time, these wouldn't turn up.

They were so inconsistent. There were no show. It was becoming a real problem. So I wrote to the Navy base and just said to them, you can keep sending your patients. That's fine.

But if they don't turn up, I'm billing you anyway regardless. Mhmm. So I started to do it. I just sent her a bill if it didn't turn up, so I didn't care. Eventually, they sent me they sent us a message and just said, if you continue to do that, we will find another podiatrist.

And I said, go ahead. We're finished. And I ended it. Now at the time, it was worth $60,000 a year to us, that contract that we had with them.

Oh, wow.

And everyone in clinic is going, you sure you're just gonna throw that away? I went, stuff them. I said, they it's just it's annoying. We got rid of them. I reckon we didn't notice them even being gone because by them not being there, it just filled in with patients who did turn up.

And and then about six months later, they recontacted us and said, oh, we don't like the other podiatry clinic that we're using. Can we come back? We went, only if we can charge you if nobody turns up. And they were, oh, no. We can't do that.

Said, well, don't worry about it. So we never saw them again. And we were happy with that, and the clinic went fine.

It's a good story.

Yeah. So so we said no to them, and that allowed us to say yes to other opportunities.

And I think there's definitely some that's a good story about the kind of trade offs. Right? You were willing to kind of trade that on, you know, that 60 k for for patients that actually show up. It made you feel better to see patients, to treat people, and not just have these people that are flaking out on you leaving gaps in your schedule. So, you know, one thing to to consider is that you can't do everything well.

You know, we were foot and ankle specialists. We weren't brain surgeons. So we chose a a career where we were specialized in something. If you're trying to do everything to everyone, it's gonna lead to burnout and and mediocrity. There's a reason why people specialize in things.

So and also realize that every decision has an opportunity cost. You know, it's a they're like I said, it's a trade off. You know, whether it's your time, your energy, and your attention, they're all finite. So you know, we only have so many days left on this earth. Right?

So how are you gonna spend your life, and your days, and your time, and your minutes? Because you're trading them for something. Right? So hopefully, the type of work you're doing is something that brings you satisfaction, and you can provide excellent care for those patients because that what that's what's important. So this applies, like I said, services you offer, insurances you accept, hours you work, and yes, even your marketing tactics.

There's always trade offs, you know, with your marketing budget or the types of actions and efforts you're putting in.

It's a scary thought when you said then we don't have so many days left.

It's I'm not trying to bomb everybody else.

I know. But it's so true though. Like depending on where you are, if you if you're just starting get in practice, you've had your own practice for five years, you might look, I'll get another thirty years ahead of me. And you think you've got so much time, but that thirty years goes really, really fast. Believe me.

And so I I really think if if you're gonna be working for the next thirty years or twenty years, whatever it is, be doing more of what you like doing.

Absolutely. That's a great point. You gotta do the work you love otherwise, know you know, it it's it's feels like wasting time in a way. And a practical way to ask yourself a question to kinda get down to the nitty gritty here would be, you know, what are you currently doing that you'd stop if you're being honest with yourself? Right?

Like what stuff you just not do not either enjoy or you're not the expert in, it's just not something you wanna be doing. So be honest with yourself and ask, know, what are you currently doing that you should stop? And that time can then be used for stuff that you're excited about, and you can do well in. So I think that's really really important question that people should take the time to to ask themselves.

And this way, and we've spoken about it before where I think podiatry practices should evolve over a period of time. When you first open up the doors, heaps of bills. I totally understand you'll see everybody that comes in. But I do think, as time goes on, you need to ask that question. If you could stop one thing, what would it be?

And stop doing it. And then that that Oh,

that's great.

You'd be surprised. It will fill up, and then pick another thing that you don't wanna do anymore, and just keep working on it over a period of time.

And and once you find that one thing, you know, it's you can build your practice around it. That's kinda the next point. Know, You this kind of leads into my you know, we've talked about niching down and having a being seen as the expert in a very specific type of podiatry. So, you know, what do you wanna be known for? You know, not just in your marketing, but in your career.

You know, when you're done and retired, like what do you wanna look back and said I was the best at that, or I I provided so much care for that segment of the population. So you know, or that type of patient. You know, if your answer is everything foot and ankle, you're probably, you know, until you you know, maybe in the early days that's fine, but you're gonna struggle to stand out and struggle to find real satisfaction. The the book is insulinsome talks about, you know, finding that one thing that makes the you can make the highest contribution. For some podiatrists, that's sports medicine.

For others, it's diabetic limb salvage, or pediatrics, or surgery. When you pick a lane, everything gets easier. Mhmm. You know what, you know you know what CE courses to take. You know what equipment to invest in.

You know what patients to attract, you stop being a commodity and start becoming something meaningful. So, you know, we've talked about niching down in the past, but this book explains it in ways that it and describes it in ways that are very relatable as well, that I think gives people a bit of confidence about that niching down principle we've talked about in the past.

Yeah. And when you do niche down like that, people or your patients, they end up knowing what it is that you that you stand for, what you represent. So when they're at a party, you've got all these people out there that are like walking, talking billboards for you that they'll hear somebody else say, oh, I've got this ingrown toenail. And straight away, they go, oh, I know exactly what should see. There's a clinic down here that that's mostly they just do ingrown toenails.

Or they're really good at just treating heel pain. Yeah. It's just a it's a no brainer.

And like we talked about in past podcast, you know, generalists are gonna compete on price generalists compete on price and convenience, and specialists build a reputation and referrals. Right? You're gonna be that that local expert. So your one thing should align with, you know, what you enjoy, what's profitable obviously, and what your community needs. And that doesn't mean you stop treating other conditions like we talked in the past.

It just means that you lead with your strength. So, you know, when you're clear on your focus, decisions about staff, equipment, marketing, you know, all that stuff becomes much much simpler. So like we talked about, there's people that have, you know, niche themselves down and call themselves the running clinic, or the running injury clinic, or the wound care clinic, or the the foot and ankle urgent care clinic. You know, there's there's different ways to to to kind of market yourself, position yourself as an expert, and really set yourself apart from others. Because if you're just that website and that podiatry clinic that has the top 50 diagnosis, the top 50 treatments with a stock image, generic website, and that's all you do, and you're just hoping that people will notice you.

You're gonna be sadly mistaken. Yeah. You might have a reasonable practice, but if you really wanna feel great about the care you're providing, you know, find that area where you provide the greatest contribution.

Yeah. And I do think, like you said, if you've got a a practice that covers all aspects, it's not that you have to give away everything. It's just focus on the things that you really enjoy. I know a couple of podiatrists that love wounds. I've had them on my podcast, and we we talked about wounds, something that I didn't wanna talk about.

And it's but what's funny about it, I think I'm not sure we said it on the podcast, it was off air, and I said, what percentage of your day would be doing wounds, for example? It was only like ten percent. It it wasn't like it was fifty percent of the visit. It was just ten percent, but it was something every day they were really they were seeing something that they really enjoyed doing, and then then they let everything else fall around what it is they really wanted to do. So when somebody contacted and said, oh, I have this gaping hole in my foot, they always got priority over everybody else because that's what they really want to do, and that's what they're known for, and that's what they get invited to speak at conferences.

Absolutely. It just kind of has a snowball effect. Once you choose that path, people are gonna be known known to you about it. Like it makes it decisions get simpler. You're able to become that expert in that that avenue within the profession that you know, really speaks to you.

I think that's that's hugely important. Definitely. So the next point would be, when you say, start saying no to things, you free up time. Know, say, oh, I don't wanna do nail care, or I don't wanna see patients on Friday afternoons or something. Now this is gonna give you space to think, which I think sometimes is a little bit overlooked by people that are busy bodies and are trying to maximize schedules, or you just wanna, you know, make a significant amount of revenue, whatever your your motivation is.

But few people take the time to create space to think. And whether it's about your practice, your career, you know, when's the last time you sat down for an hour with no distractions and just thought about where your practice is going? You know, no charting, no putting out fires, just thinking. For most podiatrists the answer is never.

Yeah.

You're too busy. But essentialism argues that thinking time isn't a luxury, it's an essential. The podiatrist who builds practices they love don't just work harder. They step back regularly to ask, am I enjoying this? What's working?

What needs to change? Without the space, you know, you're just running. In five years from now, you'll be in the same place wondering where the time went. So, you know, I think this book really emphasizes the value of of creating that space to think. And I and I take it to heart, and I think other podiatrists should as well.

No. No. I I agree with you a 100%. It's it's one thing yeah. Like, because we talk about a lot of different topics.

And I think sometimes people will hear us talking about this, and they go, oh, that's okay for you guys because you're you've you've finished your careers, say, in podiatry or in the clinic. But I wish people could just really grasp what you're talking about that we're talking from experience because we've either done it ourselves or we've seen a number of podiatrists or we've had coaching clients that we've helped work through this. And those that end up doing this and freeing up time and then having that little bit of mental space to think about what they're gonna do next, achieve so much more by doing less.

No. Absolutely. I think one of the problems that busy does feel productive, but often isn't. Mhmm. Activity is not the same as progress.

So we're just used to doing things. Right? And and we can't just sit still for an hour with no distractions and and have that time to think. So what's important is you take taking action by, you know, scheduling recurring thinking time, you know, quarterly at the minimum, monthly is better. So you use that time, you know, am I to kinda think, am I seeing the patient that I enjoy?

Is my schedule sustainable? And what would I change? These are really important questions to sit sit around and think about when you have this time to think.

You reckon that'll do it? There's a question for everyone. I'm asking Jim, do you think people listening to this are going to start blocking out time?

Well, I'm sure if they listen to our podcast, they listen to every they do everything that we say. So I'm sure that our listeners will, but the people that don't listen to the show, I'm sure never do it. So I'm sure our listeners will at least, you know, give it this a chance either this month or this quarter. Because, you know, this is one of these things where you can make better strategic decisions when it comes to your your marketing, your hiring, your services. You're not being as reactive.

You're being proactive because you know where you stand on things, you're able to make proactive changes. So like we said, know, if if I keep doing exactly what I'm doing now, now where I'll be in five years? So if you're if you're like, oh no, I don't I don't need to have thinking time. I know what's happening and maybe you did because, know, that that worked five years ago, but, you know, think situations change, people's lives change. We need to adjust and adapt to those changes, and that having that that space to think is a really important thing, like I said, a monthly or quarterly basis.

And anyone who's listening to this, just look at the podiatrists that maybe are in your area, your town. Most of them probably not putting any time aside to really think and plan and work out what it is that I wanna do or considering what can I let go of and what can I do more of? So if you're doing that and they're not, you're going to move ahead very quickly.

Absolutely. I think you have to have that strategy. Right? Like it's it's an important practice, know. It's you're probably the first five minutes you think like, what am I doing?

You know, like why am I just sitting here? I gotta I got charged to do that kind of stuff, but just calm your mind. Maybe do a little meditation, do something, and just get get to the work of like where do you wanna take your practice in your career. And I think there can be tremendous benefits.

Yeah. Well, a friend of mine, doctor Dave Wyman, he's a psychologist, and he actually has it in his diary. I think it's three time or two in the morning or two in the afternoon, somewhere. It might be one one and one. But he just gets up, and he says, I know I could be seeing another client.

But he gets up, he leaves his office, he takes his walk around the block, and he just thinks about stuff, what what he's doing, what he'd like to change, comes back, he's refreshed. And but even you and I, we did this before we pressed record today. We were talking about 2025, and now we're in 2026. And what did we learn from the previous year? What what changes are we going to make ourselves with how we whether it's the podcast, creating content, you know, talking with other podiatrists.

This is something you need to do. Everybody needs to do it. You need to keep just refining and and developing what it is that you do.

Absolutely. And that that kinda lead perfectly and took in our last point of that today in the the book essentialism. It's around we kinda touch on a little bit of it is the power of no. We get so used to saying yes to everything. There is a lot of power in saying no to to patients, to opportunities, to expectations.

You know, rep calls with a can't miss equipment deal. Hospital wants you to take more call. A colleague says, you need to, you know, be on TikTok. Patient wants you to squeeze them into your day, it's your day off. You know, your your instinct is always say yes, or at least let me think about it.

But every yes that doesn't serve your vision for where you want your practices to go is not something that you should really do. And essentialism calls this the graceful no. You don't have to be rude, but you do have to protect your time, your focus, and your sanity. And the pod the podiatrists who build fulfilling careers have learned to say no to good opportunities, so they can say yes to great ones. So you know, I was happy when, you know, I was looking to start a podcast, you know, a little bit over four years ago that Tyson Franklin didn't say no when I pitched him the idea of the podiatry marketing podcast.

But maybe like he said no to somebody else, and this was his his great opportunity. So he saw his great opportunity to work with me for four years, and just just he knew it was gonna be a fantastic, collaboration.

I actually have a no button. Did I obviously show you my no button? Hang on. Here it is. So when I hit my clinic, I I got this no button, and I used have it sitting on my desk.

So if I was doing something in my office, and I didn't want to be disturbed, I would have this sitting on my desk, and as soon as somebody came walking towards me, I would just go

No.

I'd hit this button, and then it'd go Mhmm.

N o.

No. No. No. No. No.

No.

And? No. That sounded like Homer. I have it sitting there on my desk, and as soon as I heard the door handle move, I would just hit the button No. And they would I'd hear the door closing because it just told them I'm in the middle of doing something.

Yeah. Don't disturb me. Unless I said, unless the place is on fire, don't disturb me. So everybody, go and get yourself a no button. Not only would you use it in your clinic, I'm not saying that you should use it in your clinic all the time, but I have this sitting on my desk, which is why it's here, to remind me that sometimes it's it's okay to say no.

Well, they they said no is a complete sentences sentence, and you don't owe a lengthy explanation after saying no. And when you're looking at opportunities or, you know, thinking about doing something, you'll create a filter or question in your mind. Does this align with where I want my practice to go? And I think there's a book or it's a common thing that's outside of essentialism, but it's if it's not a hell yes, it's a hell no. I think he refers it as the the offer of this book is more like if it's not a clear yes, it's a no.

But that's something to consider because this is gonna apply to insurance contracts, patient types, marketing tactics, speaking opportunities, everything. So, you know, you can write out a script or you can kinda get things figured out where you you know, that your kinda common line can be something like, you know, thanks for thinking of me. That's not something that I'm, you know, taking on right now. Or, you know, the goal isn't, like I said, to do less for its own sake. It's to protect your own capacity to do the things that actually matter to you.

So there's a lot of ways to to say no in in in polite ways, but it does free you up to do the things that you wanna do in life and in your career.

No is such a good word. It's It is. I I'm glad you brought that part up because it is one of those things that if you can learn to say no I recently somebody said, oh, can you do this webinar for this this company? And I went, no. They said, no.

I said, I I can't do it. And they went, oh, okay. But I know in the in the podiatrist world, when we had the podiatrist, we would get calls maybe every six months. It'd be another nursing home or retirement village who would contact us and say, oh, we've got 200 people at this nursing home. We'd like someone to come here once a month.

It's worth this amount of money. And I would just stop them halfway. I'll no. It's not something we'd be interested in. And I hang up the phone.

And and everyone in my clinic, all the other podiatrists are going, thank you for saying no. Because they didn't wanna do it either. But I know some employers will go, oh, yeah. I'm gonna layer that on top of what we're already doing, and I figure out which employee is going to go and do that work because I don't wanna do it. And then I wonder why everybody gets unhappy in the clinic.

So learn to say No. No. No. There we go. No.

Oh, yeah. There's a bit of sound effects.

Yeah. So let's recap the kind of five lessons from essentialism for your podiatry practice. Number one, if you don't design your practice, someone else will. Yep. Either be insurance companies, patients, or circumstances will set your agenda.

Number two, trade offs are real. Every yes is a no to something else, so choose wisely. Three, you know, find that one thing and build around it. Focus, you know, create satisfaction and differentiation. Four, create space to think.

Strategy and career satisfaction requires stepping back from the daily grind, and really just letting you figure out what is it you wanna do, and ask yourself lots of good questions. And and the fifth and final one, learn to say no gracefully. Protect your time and energy for what you actually what actually matters to you. So, you know, those are kind of the important things, you know, if you know, so, you know, here's what people can do this week. Right?

You know, like an action step like you said, are people really gonna do it? Well, here's the action step that our our our good listeners are gonna take. Yes. Block out thirty minutes on your calendar. No phone.

No charts. Just think about this question. You know, what would my ideal practice look like in three years? The patients I see, the procedures I do, the hours I work, how I feel at the end of the day. Write that down, and that's kinda your first assignment and kinda starting point as far as spending a little time thinking about things, and what's essential, and what's the, you know, the the trivial the trivial things and and and practice in life that you can kinda get rid of.

Can you repeat that question? I want them to hear it again.

Sure. The question is, what would my ideal practice look like in three years? The patients I see, the procedures I wanna do, the hours I work, and how I feel at the end of the day. Write that down. And like I said, that's the starting point so you can start making this a monthly or quarterly habit.

Yeah. Write them down myself.

But they good

questions.

If this if this episode resonated, and everyone check out the book, it's available at Amazon or you know whatever book store that it's still in print. You know, but if this episode resonated with you, you know, share with a colleague who might be feeling a little bit stretched too thin. You know, sometimes the best advice isn't do more. It's do less but better, which is kinda like do less but better is one of those mantras of this book. So, you know, if you share the podcast, the podiatry marketing podcast with a colleague, maybe this episode specifically, it'll help them in ways that, you know, you can you can never have imagined.

So we appreciate the people to listen and share what Tyson and I are doing here together.

And if anybody ever needs any help with any of this type of stuff, please just reach out to Jim or myself. We are we do the podcast because we enjoy talking each week. We like hearing our own voices. But we also like sharing this information, helping the podiatry profession get stronger. But if you need any help with this, please just reach out to us.

Absolutely.

Okay. Big Jim, anything else before we wrap up?

No. I think we're good, Tyson.

Okay. I look forward to talking again next week.

Sounds great.

Okay. Bye.

Bye now. Thanks for listening to Podiatry Marketing with Tyson Franklin and Jim McAnnold. Subscribe and learn more at Podiatry Marketing. That's the website address, podiatry.marketing.