Academy of Chiropractic Personal Injury & Primary Spine Care Program
Quickie Consult 1107
Lawyers and Medical 61 L
Preamble: Many of the issues I bring to you are very small, yet each issue is just that, an issue. If you take care of the small issues, then you will be able to build and more importantly, focus on the bigger issues...a larger practice and more family time. -Mark Studin 2006
Dr Studin: So after the seminar, every lawyer in the room hands you a yellow sheet of paper. It says, come visit me. Your staff calls their staff. You've got stuff to review with them,they happily make an appointment with you and then you go meet with them. How long did you request the meeting for?
Guest Doctor: I'm requesting a anywhere between half, basically half an hour for the first one.
Dr Studin: What percentage of lawyers said yes to that meeting after the seminar?
Guest Doctor: 90% wants to meet with you.
Dr Studin: You'll get the last 10%. They don't stand a chance. So tell me what happened at your first meeting and then work your way up until the last meeting and tell me what got better. So I understand what your progress is.
Guest Doctor: All the meetings have gone well, I've come across a little bit more with the attitude of, Hey, I've got a limited amount of time. I've got a lot of demand on me. I'm looking for a key four or five top offices that I can really roll my sleeves up and get to work with. Meaning that, I meet with you once a month, we meet for a half hour to an hour. I come to you, you have cases here that I review. You need me to look at MRIs to date, do a forensic analysis on images for cases even those I'm not even treating and we form a relationship, but I can only do this with a limited number of offices and I've just noticed when I've gone in with a little bit more of the take away and there's limitations on my time, I just noticed that they grabbed more for it with this attitude versus me saying I could do this.
Dr Studin: Everybody wants to forbidden fruits.
Guest Doctor: So I just wanted to thank you for that. I listen to everything you say and sometimes you said I was trying a little too hard or selling myself a little too hard. So I've done a little bit of a takeaway, which is true because there is a lot of demand on my time. I've been having three, four, sometimes five meetings a week and I've been giving up lunch hour and I don't care. But that's what it is.
Dr Studin: Look, your time is getting extremely short and I know that. But your tactic is not what I would do. I would strongly urge you to think about it differently.
Guest Doctor: Okay, That's why I'm calling.
Dr Studin: Those lesser offices usually at the end, when I was at my heyday when I was at 60/50 a week and I was getting 40, at least 40 PI cases a month, 10 a week like clockwork. And I did it for years at a three law firms,I picked three law firms and they were feeding me like gangbusters, what I found was is it was great. And then after a little bit of time the one office changed their practice to a defense firm, overnight because they just weren't making enough money. Because they went defense. I lost a third of my referrals overnight. The second office, the guy just dropped off the face of the earth, I don't even know if he went out practice, but I lost that referral source. So now I lost two thirds of my practice and I was left with one third and then that last one third, I was young and stupid and I didn't know a quarter of what any of us know now. And my report was terrible and the guy was pissed at me, because he lost a case cause I put the wrong language on a report. And to this day he blames me for destroying his case in a lot of his cases. And he wouldn't even take me to court after that. And then I even called them a few years ago after I was all powerful, he wouldn't even get on the phone with me. I lost my whole practice because I put my foundation on three firms. So I realized the tactical error, instead of getting 40 cases from three firms, I wanted one case from 40 firms. So in case anyone wigs out on me or does something out of my control or even in my control, I have an installation in my practice. So I then started lecturing every month in the region, not even every six months and it was all too much, but I was doing it just for one location. So I differ topics put at work and then I built up 40 were refers referring the one to two a month. Now for you, what I would recommend is a little bit different. I would still go for those top three or four locations where you go to every month. The other 40 the other 20 or 30 of them you'll do the same thing, but they have to come to your office now, you're not living on the road. I want you to know at the end of the day, every Monday morning, John's and he's he juggled 600 cases, was in my office with his briefcase and they used to come with five in each hand and he would come into my office, we'd sit down and I just go review the cases and I create a scorecard for them and I would do PI in these probably on four or five of them every week, but once a month he would bring his staff with him. Actually that was in the morning and we did that for a year and his practice income honestly truly went up over a third cause bottom line and that as practice income, how much he kept in his pocket. And He loved me and I just saw him a few weeks ago, he still wants to refer cases to me, I haven't had an office in 10 years, but I still answer questions on cases. But once a month on a Monday during lunch, his entire staff would come to my office. I told them I would bring sandwiches and he says no, you're doing this for us we're bringing lunch in once a month his office would come and I would do the in-services I call it or go to two of the educational flyers, which we didn't have them, but your two or three topics. And I would do that in my office. And then eventually, how many square feet is your office?
Guest Doctor: 2000.
Dr Studin: I had a 3000, my private office was also it served as a conference room and I built a table, I have placed to project, I had computers. I had big report finding stuff, but it was a conference room that could hold about 9 or 10 people comfortably, and it was my office. So in there what I did was, because I went out and bought sterling look alike everything and fancy dishes that are like $1,000 a setting. I mean, it was really classy when they got there and the lawyer would walk in with a bag of sandwiches, but it was classic. And the staff always look forward to my skills, but they felt special and all of these things matter because it's showtime. You're a host. And when they would come, I didn't wear scrubs, but in retrospect I should have, it should have been either a sport jacket and a shirt or scrubs, either or, because that's what people expect to see a doctor in. I was just in a button down shirt and slacks. When you adjust you can't be in a suit cause you need the freedom, but that matters also. You bring them in, once a month on Monday, John Tierney's office came in once a month on a Tuesday. Marty Pollock, those are my big three and then everyone else. And eventually everyone came to me first. I will go to them, but everybody came to me after a period of time.
Guest Doctor: The biggest thing that I've learned through all this is the whole way this works is building a relationship is a monthly meeting and you're educating and then you're not asking for referrals, you're just educating and helping them with cases. And the guy literally said, we're going to say how this works is, he figured it out. He said , we need to send our cases to you. And I said, whichever ones you think are appropriate, I said, that's up to you. I'm here to educate you and help your staff and help you get more out of these cases. He figured it out. I never had to ask him.
Dr Studin: You're one of the more interesting doctors that I dealt with, I found your demeanor to be much too aggressive. You reminded me of me where I was in practice. I think the number one thing I told you was to tone it down, Stop Pushing, stop selling, and it's not working. And it really wasn't because it was working you wouldn't call me in the first place. So that was the most challenging thing. However, you also said you do not want to reach out to anyone. You read a consult somewhere and early on and you said, I am not going to work on getting one new case until my infrastructure is complete. So my paperwork is down so my academics is down, so my CV is down. I don't care about getting a new case right now. I just want to be a better doctor and in learning to be a better doctor, you also learn how to get unlimited referrals for the rest of your career. You've had an orthopedic surgeon now wants to work with you and our paradigm and exclusively you have hospitals reach out to you. You're still negotiating with, we're in the middle of that process and now you're having lawyers starting to want to work with you. All of these things are perfect because you stopped begging for new patients, and then you've got the infrastructure behind it. I'm very proud of you. It's working. So takeaway from me to you right now do not the negate those smaller offices, they will build your practice. Not the bigger ones.
Guest Doctor: No, I get it. They're set up more to work, roll up their sleeves and go to work with you and communicate with you more in return goals. The bigger firms, they don't really even want to put the energy and effort into the process because they already have their system based on volume.
Dr Studin: Let me put it a little bit differently. The little firms need you to solve their problems. The bigger firms think they have it all figured out.
Guest doctor: even though they don’t, the point is they think they have it.
Dr Studin: it's just so much easier to get 30 swollen to refer one.
Guest doctor: We got switched to one quick boring topic and then I sign off. The Virginia courts are set up two different ways here. We have the Higher Circuit Court for anything $25,000 and above. And then we have the lower General District Court, which is $25000 grand or below, which is a lot of these soft tissue cases go to general district and this is much more informal. You stand just at a bench in front of the judge just standing up. You can have your laptop, your demonstrable evidence, whatever you want. The point is as thorough as you know I am analytical with all the questions and the story. There tends to be a little bit more and tolerance in a rush. And while we're court, because they've got multiple cases, they don't have two or three hours or half a day to do a jury trial. They've got case after case and it's they want to rush through and just so do I need to get a short version to still make the main points?
Dr Studin: You a need an elevator pitch for each item, Do you know what an elevator pitches is?
Guest Doctor: I don't, I don't. In the world of sales, an elevator pitch is when a salesperson walks into a building or another business, and they know they only have a minute or two and that's it. And they got to give that sales pitch and it's got to have a hook in it and they got to understand it. So you called it a shortened version, just Google actually elevator pitch. And you need to learn that. So what I want you to do is I want you to create the top 10 top topics and then what I want you to do is write out your elevator pitch for each of those 10 things that you would do in front of a bench trial. And you only have a few minutes to explain it. So give me the top 10 topics. Type out your elevator pitch and send it to me.