A (2:50)

Keep your growth tied to you.

B (2:52)

Turn your basic menu into a branded high ticket signature offer suite Your whole team can sell. Train every team member to lead premium consults with confidence, even if they've never sold a thing. Write magnetic messaging that attracts premium patients without sounding like every other clinic online. These are the same frameworks we've used to scale clinics to seven figures and beyond. And they used to cost five figures to access. Now you can have them in your back pocket. Try ask Heather AI for 30 days and see what happens when you stop guessing and start scaling with words that work. Head over to heatherturveen.com trial to learn more.

A (3:35)

Well, hello my beautiful friends. Welcome back to another episode of the podcast. It is a net coaching hotline episode where we are answering your burning desired questions live on the podcast. All right, so the first question we're tackling today is a great question and I think a lot of you will relate to this. I've actually coached a number of clients on this particular thing. So how do I handle a top performer who resists structure but brings in revenue? We don't wanna lose her, but we also need her to be aligned with the new direction that we're going in as well. Okay, so this happens quite a bit where I've worked with clients who have certain team members who are almost like their own island within the business, right? Like they do their own thing. You don't know exactly how they're running their consultations, but are actually really good at what they do. They have a very loyal patient base. And you know that if they leave, Those patients are 100% probably gonna leave with them, a large majority of them. And the reason why is because that team member, and for many of you, like, how many practices have I worked with where like literally all of the team members do different things? And what I mean by this is that there's no structure to how your team are doing things. There's no like actual consistency with like the clinical protocols, how your team does things, like how your. The positioning of how things are done. Right? Like, meaning the positioning of the offers and what have you. And what happens when sometimes in this scenario where we work with somebody and first of all, they're terrified. I can think of a client, this was from a couple of years ago. A huge portion of her revenue each month came, came from this one provider who was kind of a rebel, kind of difficult, kind of secretive about what she was doing. She wasn't very collaborative. Like, you know, she was texting directly with her patients and clients, which, you know, happens sometimes with follow ups and all the reasons why it might happen, but guaranteed you know, this providers doing tens of thousands of dollars a month, and those patients are more connected to her than they were to the practice. And you really don't want that because it's too expensive, there's too much overhead, there's too much time and value put into building the practice for you to just acquiesce that folks are going to leave when a team member leaves. Now, a certain percentage of folks will always leave when a team member leaves. But if you can actually incorporate the things we teach you to do, you will have way more retention and loyalty because they will be loyal to the frameworks and the philosophies of your specific clinic rather than Sally or Jane or Mary, right, who's doing their own clinical protocols or own way of doing things. And it will really actually be very different if they leave, right? Like, there won't be somebody who can actually. There won't even be somebody who probably even knows exactly what you've been doing, what your problems are, what your desired outcomes are, because it's like nobody but that team member knows. And so I am unpacking this a little bit because it's a common problem and it takes less effort and energy to just onboard a team member like that that really knows what they're doing, that can build that type of CL clientele that is very loyal to them. But it's a really, really critical weakness of your practice because when they go, everyone goes with them, and rightfully so, because they're loyal to that person as opposed to the experience and the results and the expertise of the clinic directly. Okay, so what to do now? Okay, so first is we actually want to shift how you think about your team members, right? Your team members should not be an island on their own self, right? They should not be like, you know, when I go to my hairstylist, now, my hairstylist happens to own the salon, too, but where I go here in town, they're rentals, right? So, yes, they can sell the same, you know, Kevin Murphy products and what have you, but every station is a rental. And so that is really a different business model than what you all have. That business model is really like a real estate business model, right? They're renting the space. They are their own little businesses within the business, right? And so, you know, my hairstylist has very little say in how everybody else does their hair extensions or their colors or their men's cuts, right? They have some of the product lines that they've all agreed that they're going to carry. But even within that some of the hairstylists bring in their own things, they bring in their own tools, and you know what I mean, Sometimes inadvertently, you guys have this built into your practice or clinic unintentionally, where you are treating it more like a rental salon situation, even though you're not in a rental salon sort of pay structure, but with those team members. And so this is why I'm so bullish on you guys, putting together a structure to your menu that actually directs the ship of how you want all of your team members to be, recommending who and what to when, because this will help circumvent part of this problem. And then also really putting a consult system into play. And what we've been talking about in recent episodes is around this idea of having the annual roadmap, documenting the annual roadmap, having every team member use the CARES process, and then forecasting, holding the vision, then doing the annual roadmap again, because if you have documented annual roadmaps with folks, if you have people who are committed to packages and programs and what have you, then when a team member leaves, they're gonna be so much stickier. Okay, all right. But back to the actual question, which was how to handle it. So I had to give all that background and context because it makes such a difference. One of the side benefits of doing our systems and protocols is that it will make your patients and clients so much stickier, regardless if you have team members that end up leaving. And so what I would suggest is what really you're going to have to think through. I always say this. You've heard me probably say it if you're a longtime listener of the podcast. But you sort of have to take this angle of what do I really want the structure to be? Okay, what do I really want? All of my team members, what do I want to hold them accountable to? What do I really want their performance to look like in our practice? Okay. And not think about the current team members that you have, because some. Some of you didn't have clarity on this. Then you hired team members. You didn't have clarity. You haven't been keeping them accountable. And the situation has changed. And now you are going to hold this vision. You are the captain of the ship. You want this system that we have to actually be implemented, and you need your team members on board in order for it to be done well. So you have to have that mindset shift as a leader that you are the captain of the ship. Okay? And the ship is leaving the dock and it is traveling to the new vision that you have, which is structure around your menu, structure around your consults and authority marketing. Okay. Like Cliffs Notes. Right. And you have to decide that you're captaining that ship and taking it there, and that the mental shift is like, you have to let everybody know I am rooting for you guys to come and be on this ship with me.

B (12:15)

Right.

A (12:16)

Rooting for you guys to get on the ship as it leaves port and heads out to sea.

B (12:21)

Right.

A (12:21)

And going to where we're going to go. But if you're not, then that's okay. And we're going to leave those team members at port. Right. And so if somebody is truly resisting this new structure, and I know this is painful to hear, especially when you have a team member who is bringing in a significant amount of revenue, but I would start making a game plan for what it might look like if they were to leave. And then I would be very clear on what the new expectations are in a way that is very open to the fact that we want her to stay and succeed. But I would work through mentally on your own end, like go through the process of selling yourself on the new vision that you have. And yes, could there be a short term dip because we didn't take these precautionary measures before we hired her and really have the systems and structures that we're going to have now in place back when we originally brought her on. Sure. But we sometimes have to make those tough decisions when we are building something differently than we have built, than the things we've, the decisions we've made in the past. And I can tell you just by the nature of this question, because I've done that, again, I've had. So this is very common, unfortunately, is that nine times out of 10, if this person is a true high performing rebel personality that is really combative and is never. That should just probably be an entrepreneur working in their own studio suite somewhere, salon, suite, whatever, then you are going to likely be removing somebody who might be a toxic person in your environment. Now, if it's just that they've done it this way and they're a little resistant to changing because they've done it this way and you've never actually required them to do it, then you know, we can work through that. But you know who I'm talking about. The, the folks that you haven't really trusted for a long time, whether or not they are communicating with patients behind the scenes in a way that you wouldn't want them to communicate with them, they probably have a List of addresses and phone numbers and emails for all of their patients because they've got it in their back pocket so they can jump ship at any moment. You sort of know, like the team members where you're like, okay, I really trust this team member. But I think we just have. We're out of alignment right now, and I really want to get them on board and get them on the ship with the folks who are like, you know, Rebel is putting it nicely. Right. And they are difficult in a variety of other ways, even though they produce a lot of money. Right. So those are. That's how I would handle it. I do not think that. Now, you certainly can keep them for a period of time until you start, you know, putting out the marketing for replacing them, which you can do before you let them go as well, too, depending on what your clinic situation looks like. But I would say that nine times out of 10, when I've had clients in this exact scenario actually follow through with their game plan and stick to the fact that this is how they're now going to be running their practice, nine times out of 10, it's always a relief when they actually hold to the vision, hold to their new standards, and that person either gets on the ship or gets off the ship. And if they get off the ship, it's usually a blessing in disguise. So I know it's not easy when you're going through the process, but there is this relief and this new door that opens oftentimes when you let go of the Rebel employee. Okay, so this was a good one. So what do I do to ensure that my team members feel confident recommending something they don't actually do themselves? Like with injectors and estheticians that cross recommend things that are in their packages and plans and what have you. So this is a great question. So there's some nuance to this question. Okay, so I was an esthetician, laser tech, and I definitely recommended things that I didn't do. I knew what my next step was, depending on what that thing was that I was recommending. So, for example, in injectables, I didn't do injectables, so I would kind of give them the heads up what I thought maybe would be a fit, and then I would actually get them booked with Dr. M, who was in our practice, the one who did all the injectables. Right. And so that was in one scenario, but then we had packages that had Portrait in it as an example, and we did, like, an intense version of portrait where Dr. M actually did a full dental block and in addition to numbing and other things too. I sold those all the time even though I didn't do them. And yes, when we booked them with Dr. M, she would make sure that we would do things to make sure that it was appropriate for them to get that. But I sold those and I did not do those procedures. So how are you able to do it? So one is there are some cases where the injector doesn't do certain lasers and the esthetician doesn't do the injectables and what have you. The there is some clarity you wanna have in navigating that as well. So the confidence comes from. Right. Like the reason I was able to sell the packages that had portrait in it so well. My confidence came from the fact that I knew that part of that gave outstanding results. Like we had such killer results. Part of the reason I knew we had killer results is cause we took really before great before and afters and then we actually looked at our before and afters a lot, used them a lot. We were always like in touch with our before and afters. They were part of our team huddles too. We would brag about what we were doing and the results we were getting. So we were in a regular cadence talking about the results that we got. And so I had a lot of confidence in that, A lot of confidence in the fact that talks and reds and all the other things that I knew that we did produced certain outcomes.

B (19:12)

Right.

A (19:13)

And so I would be able to book them for that. And then of course, once they got in and they saw the doctor, she would actually close the loop on that in the same way that the other part can happen too where I have our anesthetic injectors able to cross sell. So it's really like just making sure that folks understand the benefits and the outcomes that certain things can solve for them and then they have clarity on what the next step should be like. Is this where a scenario where I'm just pre booking another mini consult, if you will, and confident enough to where you're booking the actual thing that they are going to get as well too because you have a basic understanding of it. And then actually coaching through scenarios and role playing scenarios like this so that the team member can have confidence in that almost everything is solved with clarity and communication of what your expectation is in communication, having them go out and doing it and then following up with them and having a regular cadence during your team huddles or individual one on one huddles. With that team member where you're giving them the support to understand. And when you are actually looking at the numbers, right, it's easy to see when a team member is struggling with this, right? Which I assume you already are doing this, whoever asked this question, because you're doing this, because you are noticing this, or your team members have told you this, but you can notice this just by looking at numbers and looking at the breakdown in the revenue for a certain team member, right? Like, this is true for cross selling, but this is also just true for, like, you can tell right away if somebody's not recommending things besides for facials or talks or whatever, just by looking at their numbers as well. And so this will help ensure that they are doing this right. Because if you are tracking with. If you're tracking this right, you're tracking the offers, which we've talked about before. Like we want to track offers made, right, what is being presented, and actually look at those numbers, which can feel a little clunky to do at first, but once you start doing it, you make that a regular part. It's just a regular part of your. It will uncover so much of this. And it will also just help you see where there might be a little bit of problem and then come in and make sure that you can make sure team members actually competent in that area. Hope that helped. So this question came in and said, we have a variety of offers, but we have certain packages that are more popular. How do I sell the sales same offer all year long without it getting stale? It's a great question. So I think that it depends on the packages and offers. But we actually, when I look at our current clients, we actually had less offers than the majority of the folks we work with. We were very simple. We probably had three to five main CSPs that we sold. And then we had BMOs as well, too. A number of BMOs, if you will. And we sold the same things all year long. And how we kept it fresh was we were constantly retrieving the results and the stories from the folks that we got. And we started using those stories in our consults in our marketing as well, too. The other thing that we did is we would do seasonal angles on promotions of things that we already had, right? So if we did the ultimate rewind or brightening package or something, and it was the summertime, we might create a seasonal promotion for that signature package. Instead of saying, oh, I've got to come up with something out of the air as a promotion, we would do strategic promotions for that. So we might have some sort of value added bonus that was appropriate for summertime that they could get when they took that package, that CSP or that bmo.

B (23:44)

Right.

A (23:45)

And so this is what we did throughout the year. We actually, a lot of our promotions were built around the seasonal things that would be of interest. And then we integrated those with our packages and offers to give it a fresh angle on it as well too. We did this around the holiday time as well too. We weren't always creating new things, right. It's okay to sometimes create something new, especially if you think like, oh, we're gonna do this new thing that makes sense to do right before summer or something like that. But I find that oftentimes your hero protocols are already in your menu and that you just can do a fun spin on it and position it slightly different seasonally with a limited time seasonal angle promotion to it that has like a. Rather than maybe just a discount. And then that makes your menu of offers fresh throughout the year. And then, yes, like we had certain packages that literally a day didn't go by where we weren't recommending it to somebody. And so it was easy to keep fresh. I actually think things compound. So I think the more you sell something, the easier it becomes to sell. Right. And yes, there is some, like, you know, when folks do something one year and then what are you gonna do the next year? We had sometimes boosts, we would have little boosts done to our packages. And what I mean by that is that like if they took a brightening package, we had a package that was like the boost version of it that was for that next year that they come in that was a slightly adjusted version of it. And that we knew that this was really like behind the scenes just for the folks that had already done the original version of it as well. And so that when they came in for their annual roadmap that next year, we would let them know, hey, like. Or that maybe it's the year after that, maybe it's every other year or what have you. So I actually think when it comes to the new folks that you're seeing, right, like it's going to be the same offers you're telling to people over and over again. And that is a beautiful thing because it will compound meaning the more you do something, the better you and your team get at. The more dialed in that protocol becomes, the more results you create, the more you can document those results, the more you get the before and afters and the other stories that you can share and then therefore use when you are presenting that offer to somebody new or maybe a patient that is now a candidate for it, that wasn't when they first came in or what have you, all of that jazz. So that's how I would think about it. That's how I approach it where you can sometimes do a seasonal promotion around it. And that's how I would think about it when, yes, we have the same things that we're doing over and over again. And that is a beautiful thing. All right, my friends, that's what I have for you this week. I'll see you next week.

B (26:44)

That's it for today on the MedSpa CEO podcast. If this show's been valuable to you, the best way to say thank you is to leave a quick rating and review. It means the absolute world to me. I read every single one. And it helps more women like you find the support they need to grow something they're proud of. I'm so glad you're here.