Podcasts about PTS

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This is the episode that will help you understand the opportunities and functionality of dry needling! Host Erin Gallardo, PT, DPT, NCS interviews Tyler Niemack, PT, DPT, OCS, Functional Dry Needling Certified Specialist about how dry needling can be used not just to relax tight muscles, but to "reset" the neuromuscular system and improve function. Tyler, who teaches Dry Needling Certification courses for Evidence In Motion explains how PTs approach dry needling differently from acupuncturists, using their orthopedic and neurological assessment skills to decide whether to target spinal segments, peripheral nerves, or specific muscles. Through examples ranging from rotator cuff issues to stroke, spasticity, and Parkinson's disease, he describes using dry needling as not just a treatment tool but also a diagnostic. He also shares his 3 R's approach to treatment: Reset, Reinforce and Reload. They discuss fascia, pain perception, emerging research on how needling changes the brain's pain maps, and ongoing legal barriers in states where PTs still cannot perform dry needling. Tyler encourages clinicians to think of themselves as neuro-orthopedic specialists and to use neuroanatomy and sound clinical reasoning to get the most from this very promising intervention. **Apologies for some tech malfunctions that occurred in the recording. They don't take away from the learning, but wanted to mention there are a couple of glitchy spots. Thank you for understanding! Get in touch with Tyler here: https://www.toetouchpt.com/ IG @toetouchpt Email: tyler@toetouchpt.com Sign up for a dry needling course with EIM here

Have you ever been told your pelvic floor is weak, so you start doing kegels… but things actually feel worse? Maybe you feel tight, tense, or guarded, yet you're still experiencing symptoms like leaking, pelvic pressure, pain, or instability. You're not crazy — and your body isn't broken. One of the most common patterns pelvic floor physical therapists see is tight AND weak muscles at the same time. When muscles are constantly gripping or guarding, they often become fatigued, poorly coordinated, and unable to generate true strength. In this episode, Dr. Des breaks down why tightness and weakness often coexist and walks you through the step-by-step rehab process for restoring pelvic floor and core function safely. If you've ever wondered whether you should stretch more, strengthen more, or rest, this episode will help you understand what your body actually needs. In This Episode You'll Learn ✔ Why pelvic floor muscles can be tight and weak at the same time ✔ The biggest mistake women make when trying to strengthen their core ✔ Why doing more kegels isn't always the answer ✔ The step-by-step rehab progression pelvic floor PTs use ✔ How to move from pain and tension → strength and confidence The Pelvic Floor RESTORE Rehab Roadmap Healing the pelvic floor isn't about jumping straight into strengthening. True recovery follows a sequence: Release → Restore → Rebuild → Reload 1️⃣ Release Reduce tension and guarding through breathwork, mobility, and nervous system regulation. 2️⃣ Restore Rebuild coordination between the diaphragm, pelvic floor, and core through 360 breathing and gentle activation. 3️⃣ Rebuild Strength Progress into functional strength exercises that integrate the whole body. 4️⃣ Reload Return to higher-impact activities like running, jumping, lifting, and sports safely. Skipping these steps is one of the biggest reasons women stay stuck in cycles of pain, leaking, or pelvic pressure. Signs Your Body Is Moving In The Right Direction As your system heals you may notice: Less pelvic heaviness or pressure • Improved bladder control • Easier breathing during exercise • Better coordination and stability • Reduced pain and tension Remember: coordination comes before strength.  

Most physical therapists were taught that clinical excellence leads to career success.But according to Greg Todd, that model no longer works.In this episode, Greg explains why many PTs feel stuck despite doing everything “right” — earning a doctorate, taking continuing education courses, and working long clinical hours.The problem isn't skill.It's leverage.Greg breaks down how clinicians can start productizing their knowledge, building scalable income streams, and creating content that attracts attention in today's digital economy.If you're a PT, clinic owner, or rehab professional trying to navigate reimbursement pressure, burnout, or limited income growth, this conversation will challenge how you think about your career.Key Topics• Why Greg Todd says PTs have an “obedience problem”• The difference between clinical excellence and financial scalability• How productizing knowledge creates leverage• Why attention is the most valuable currency today• The identity shift from clinician to CEO• Why content creation is becoming a competitive advantage for healthcare professionals• The simple framework: one person, one problem, one solutionActionable TakeawayStart small.Greg recommends beginning with:One person → One problem → One solutionThen create content explaining how you solve that problem.That's the first step toward turning your expertise into a scalable product.Resources MentionedGreg Todd Instagram:https://www.instagram.com/gregtoddpt/

What does the future of musculoskeletal care look like — and how can physical therapists lead it?Dr. Clare Ardern, Assistant Professor at the University of British Columbia and leader of the DigiMSK research team, joins us to break down digital health innovations, access bottlenecks, advanced practice roles, and the tools clinicians need to navigate a rapidly changing MSK landscape.We explore how technology, triage systems, and research literacy can reshape global MSK care — and why PTs are uniquely positioned to lead.Clare also shares practical insights from her work designing and testing new health care technologies and services in partnership with patients, clinicians, and health systems.In this episode, we cover:???? Why MSK health care is ripe for redesign???? Digital health tools: what works, what doesn't, and what's coming???? Virtual triage & advanced practice physiotherapy models???? How PTs can improve access to MSK care globally???? Leadership skills every clinician needs today???? Tips for reading and interpreting research (without getting overwhelmed)???? How to get your research published???? The mission and work of DigiMSKA deep dive for clinicians, researchers, and leaders who want to be part of the solution in MSK care.

Tue, Mar 10 4:15 PM → 8:08 PM 2 Pts involved in 10-12 foot deep trench Radio Systems: - Montgomery County MD Public Safety

Most physical therapists assume healthcare policy is decided somewhere far away.But Utah PTs just proved something different.In this episode, Howard Quackenbush explains how competing physical therapy clinics united to pass legislation that recognizes PTs as primary care providers for co-pay purposes—reducing financial barriers and improving patient access.Instead of waiting for national policy changes, this group of clinicians and clinic owners worked state-level relationships, coordinated fundraising, and built grassroots support that ultimately passed the bill.For private practice owners and PT leaders, the lesson is clear: if you want change in reimbursement, access, or regulation, you may have to organize and lead it.Topics discussed: • Why high PT co-pays discourage patients from completing care • How competing clinics collaborated instead of competing • The legislative strategy that helped Utah PTs win • Why grassroots advocacy matters for clinic owners • The role of relationships in healthcare policy • A practical blueprint other states can followHoward also shares the leadership philosophy that guided the effort—and why relationships ultimately determine whether policy moves forward.SponsorsSaRA HealthEMPOWER EMRU.S. Physical TherapyLearn more: https://ptpintcast.com

Most healthcare marketing does not fail because marketing is useless. It fails because clinics make it hard to trust them, hard to book, and hard to talk about them.In this episode, Jimmy McKay and Andrea Cheney unpack what PT clinic owners and healthcare marketers keep getting wrong. They break down why patients now behave more like consumers, what they actually look at before booking, and why reviews, websites, and front desk processes matter more than another generic ad campaign.The big takeaway for busy PTs and clinic owners: marketing works better when operations work better. If your clinic creates a five-star experience, makes reviews easy, reduces friction, and shows up online with purpose, your marketing starts pulling its weight.What You'll LearnWhy healthcare still confuses marketing with advertisingWhat patients are actually checking before they choose a clinicWhy reviews are part marketing and part operationsHow to make review requests easier and more consistentWhat a PT clinic website must do to convert trust into actionWhy social media should help patients understand themselves, not just hear about your clinicHow public insurance disputes damage trust for everyone involvedWhat PT owners can steal from Wendy's when they need attentionKey Takeaways for Clinic OwnersBetter marketing starts with better patient experienceYour front desk is part of your marketing systemA simple booking path matters more than fancy wordingGeneric “we're evidence-based” messaging is not persuasiveAttention is earned when content is about the patient, not the clinicOperational friction creates bad stories that no ad can fixGuestAndrea Cheney — fractional marketing leader and consultant in healthcare marketingResources & Tools MentionedGoogle ReviewsGoogle Business ProfileQR code review promptsText and email follow-up for review collectionWebsite usability checksFacebook groupsTikTokLinkedInShort-form videoSponsors PT Pintcast's official 2026 sponsors include SaRA Health, EMPOWER EMR, and U.S.

On APTA Michigan's Waves podcast, host Andy Wicks interviews Dr. Bill McGehee, current Speaker of APTA's House of Delegates (term ending Dec. 31, 2026), about his background as a physical therapist and Tufts University DPT clinical professor, and his path from chapter service in Illinois to APTA House of Delegates Speaker of the House (elected 2020). McGehee explains the House as the membership's representative body of 450+ delegates from 51 chapters and 18 sections that sets association policy and positions, adopts bylaws and the profession's vision, and elects APTA leaders, while the Board of Directors holds fiduciary responsibility for the $50M organization and must balance House priorities with strategy, risk, and timing. He discusses the speaker's leadership/servant role, the value of mission and vision as a “North Star,” and how Roberts Rules protect minority voices and keep proceedings productive. McGehee's “soapbox” is that society knows what PTs do; key barriers are access and other constraints, and PTs should lead and practice at the topof their scope. If you are a PT or PTA in Michigan, you can earn PDR creditfor license renewal just by listening to this episode! Fill out the Physical Therapist or Physical Therapist Assistant General Response Form from LARA and save it for your records. 00:00 Welcome to Waves00:52 Meet Bill McGehee03:50 Service Path to Leadership06:14 Running for Vice Speaker09:02 Speaker Role and House Purpose12:12 House Energy and North Star15:21 Speaker as Leader and Servant19:02 Board Duties and Tension22:04 Strategic Plan Reality Check23:18 Why Motions Get Opposed23:48 Covington's Vulnerable Moment25:48 Trust and Communication Gaps28:20 Robert's Rules Explained29:47 Learning to Chair Efficiently35:25 Delegate Mindset Shift37:33 Soapbox on PT Value40:19 Wrap Up and Credits

How do you run an offsite that actually changes performance — not just conversations? In this episode, Travis Timmons and Kelly Allan share with Andrew Stotz what happened during the Fitness Matters off-site. They discuss how a Deming-inspired approach helped their team tackle a critical business aim, align around system improvement, and turn employee engagement into measurable competitive advantage. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio based practice specializing in the integration of physical therapy and personalized wellness. For 13 years, he's built his business on Dr. Deming's teaching. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one of those companies. And we also have a special guest, Kelly Allan, who is a long term practitioner of the teachings of Dr. Deming. And he's also been instrumental in bringing the teachings of Dr. Deming to Travis and Fitness Matters, and particularly to this offsite. So the topic for today is how a Deming style offsite can strengthen your company's competitive advantage. Travis, take it away.   0:01:01.4 Travis Timmons: Hey Andrew, thanks again for having us and super excited to share with Kelly and your audience how our offsite went a couple of weeks ago. The short answer, kind of the upfront, is it was amazing. We had fun, number one, which is always important, but engagement from the team was through the roof. For four and a half hours straight. We worked on the work together and had Kelly there to make sure we were appropriately following Dr. Deming's teachings. Had Kelly there to facilitate and a couple of fun things we did. One was the red bead experiment, which I'm sure we'll talk about as we go through the conversation here. The short answer is I know in the last podcast we talked about the preparation that Kelly worked with myself and our leadership team on in preparing for a Deming focused and led offsite. We did that and it was just amazing. What were your thoughts, Kelly?   0:02:06.4 Andrew Stotz: I'm curious, Kelly, as an outsider helping them, observing, what are your observations of how it went?   0:02:14.2 Kelly Allan: I think there was just incredible energy and interest in figuring out some of the challenges ahead for the company. People came in well prepared and it showed. The interactions in the breakout groups, interactions in the full groups. Often when you're in a full group of 60, 70 people, folks are often, especially new folks, and the company's been growing and adding new people, new folks are often somewhat hesitant to speak up. But the culture of the people in that room, the culture of the organization is bring it on, let's have a conversation, let's hear what people have to say. Let's share theories, let's get down and debate and wrestle with some of these things that are not easy. There's no low hanging fruit here. It's complex stuff in a complex and highly competitive industry.   0:03:28.9 Travis Timmons: Some of the feedback we received, I think I shared last time, Andrew. As Kelly said, we've hired several new team members and they've all shared with me just a breath of fresh air from where they came from before. The power of this offsite with it being focused on some of the core teachings of Dr. Deming allowed them to see how is this different? They know they like it, they know the culture is different. They know they can provide care the way they want to. They know they can have a voice, have an impact on the system. But they didn't really know why they just liked it. Having a Deming focused offsite to explain a little bit, you can't fully explain Dr. Deming in four and a half hours, but we covered quite a bit. Make the system visible, operational definitions. What are a couple other ones with the red bead, Kelly? We did some tampering.   0:04:28.8 Kelly Allan: Making sure that we're not being confused by visible numbers alone. That what's important is how we work on the system so that we're not doing special efforts all the time to get great results. It's built into how we do things.   0:04:43.8 Travis Timmons: To Kelly's point, part of why our team, for four and a half hours we had over 50 people all in, sharing thoughts without hesitation because one of the things we talk about in the very beginning of the meeting, one of Dr. Deming's core philosophies, if that's the right way to put it, Kelly, correct me if I'm off base here, but 96% of issues within an organization are system issues, not people issues. When you put that out there, we're here to talk about the system and improve it and make it visible. We're talking about problems with systems and processes, not people. Then the gloves are off and let's dive in and we're gonna say whatever's on our mind and there's no drama, there's no feeling of any backstabbing or throwing under the bus. We just get to work on making the system work better for everybody. That's where it's fun and fast.   0:05:41.9 Andrew Stotz: What I'm hearing is that Dr. Deming, my favorite quote is "people are entitled to joy in work." And part of the key to joy in work is contributing. People want to contribute in life. I love that word because I think everybody wants to feel like they're contributing to a mission, to an aim, to a goal, to a team. And one of the biggest problems we have these days is siloing off people and getting them focused on this little area and missing the whole bigger picture. And so to some extent, you've proven through what you've done that people really do want to contribute. Throughout this discussion, what we're gonna be talking about is this concept of Deming style offsite. And I'm gonna push back at times to try to make sure that we're clear on what's a Deming style offsite. Because it's not to say that Dr. Deming said this is how you do an offsite. But what we're talking about is your interpretations of how do we apply this thinking to this particular meeting style and offsite and ensure that we're true to that.   0:06:56.6 Andrew Stotz: One of the first questions I would discuss is just the idea that maybe you just had a really open, caring environment. And so is that Deming or was that just that? Or maybe you did a lot of prep. You guys have done a tremendous amount of prep. That's what I was impressed about in our prior discussions. Maybe you prepped, maybe you focused on the one thing. Those types of things is what could go through people's minds. Why is it that you're calling this a Deming styled offsite?   0:07:34.9 Kelly Allan: Well, I think in part it starts with Deming's teachings and continued Deming's teachings. I think it might be useful to start with the aim, to have Travis talk about the time that he spent researching and thinking and what's going on in the industry. And even though we can talk later about their industry leading statistics and data and recognition etc, it's off the charts. It starts with the aim. And Dr. Deming said let's be focused on the aim. And so there are a couple, Travis, you wanna just talk about the content aim and then we can talk about even a more cultural Deming cultural aim.   0:08:21.1 Travis Timmons: That was one of my early learnings years ago, Andrew, was the difference of an aim versus a goal. And so from the perspective of this offsite through the Dr. Deming lens, our aim as an organization is to maintain one to one care because we believe that results in optimal outcomes. And it's very rare in our industry to have one to one care. Part of how we do that is we have to be industry leading in everything we do. And the thing that we are industry leading in, but I feel it was the one thing that we could improve upon was our arrival rate. Patients get better if they show up, team members are happy, they don't want holes on their schedules. Referring physicians are happy. Everybody wins. So that aim of a higher arrival rate was our aim of this offsite and conversation.   0:09:17.6 Andrew Stotz: Can you back up just for a second and define arrival rate for those that didn't listen to prior discussions on it?   0:09:23.9 Travis Timmons: Sure. Arrival rate is a visit we have on the calendar. Do they show up or do they cancel? And part of what we worked on and a little bit of an aside here is operational definition of what's a cancellation on our schedule to make sure we're measuring what we want to measure. A funny aside, competitors, we hired several new team members came from other organizations and they tout an arrival rate that is high, like 92% arrival rate. Right.   0:09:55.9 Travis Timmons: And I asked them in the meeting and Kelly will remember this, I said, I know your institutions claim a 90 plus percent arrival rate. Did you have a 92% arrival rate? And they said, absolutely not. But they had people on their team, for example, the front desk might have been bonused based on arrival rate. So how they would take visits off of the calendar would not negatively impact arrival rate. So we talked a lot about operational definition and our aim is to study what we want to study, not to tamper or. Kelly, you share your favorite saying. There's only three ways to get better numbers, and those are   0:10:39.6 Kelly Allan: Manipulate the numbers which you were referring to from another company. Manipulate the system that gives you the numbers. So that also kind of fits with, well, we're not gonna call that a late arrival or a late cancel or a non arrival. We're gonna call that something else so we can manipulate the numbers. And then the third way, which was Deming's way, which is how do we figure out how to improve the system so that late arrivals go down. So that they're a natural part of what we do when people show up, the patients show up when they need to.   0:11:14.6 Travis Timmons: Yeah. And I think that's one of the things to your point earlier, Andrew, is was it just a happy go lucky meeting because Travis and Kelly have great personalities. Well, we know that's not true.   0:11:26.9 Kelly Allan: Speak for yourself.   0:11:29.3 Travis Timmons: But no, I think anymore people know when they're working on something meaningful that's gonna have an impact on their lives or where you're just there to drink coffee and have snacks. People don't suffer fools, right? They want to be there. To have a team of 50 plus people leaning in for almost five hours doesn't happen just because it's a fun environment. To your point, it's the right question to ask. I appreciate you asking that. It comes down to they understand that we're a Deming organization. They understand that what we're talking about is gonna be implemented in a Deming way. We'll talk about that more as we go on, but that, to Kelly's point, was starting with the aim. Our aim is improving arrival rate. How do we do that? That's where the Deming offsite comes into play. Kelly and I and our leadership team worked on, okay, how do we best convey this problem and this aim to our entire team rather than just five or six leadership people working with Kelly and just coming up with our own ideas and then spitting it out to the team at a monthly meeting?   0:12:47.8 Travis Timmons: The power of them owning and seeing the problem and then working on system improvement is the power of that is unmeasurable, as Dr. Deming would say.   0:13:03.1 Kelly Allan: Yeah. I think we talked about the aim to be able to continue to do the one-on-one care with patients because most companies are doing two patients, one physical therapist, three patients. Locally here in Columbus, Ohio, where Travis and I are at, we sometimes hear about classes of five patients with one physical therapist. Physicians and insurance companies, these people are not getting better. Right? These people are... Or if they get discharged, 'cause that's a way to get a better number. "Oh, we got them out." But they come back because they're not really healed. They don't really know how to take care of themselves the way they do when they come out of Fitness Matters. One of those overarching aims has to do with building the culture even further so everybody understands the why behind the what. We could say the what is how do we increase those arrival rates, and then the meeting was about the how we're gonna figure that out, how to do that. But the overarching piece had to do with the why. Why does this matter?   0:14:16.9 Kelly Allan: How do we see...If we see the organization as a system and we use a fishbone chart as a way to visualize some of that, everybody can see handoffs. Everybody can see how different parts of the system, of that patient journey, that patient story, intersect and how what happens upstream affects downstream and how the feedback loop from the discharge point of a physical therapist discharging the patient, how that can wrap back into the understanding of the customer care coordinators and how they can work with that at the very beginning of that relationship with the patient. It's all a part of a system, all a part of continuous flow. We wanted to make sure that everybody, especially the new people, really had a visual, a view of the organization as a system and how they interact. Part of those weeks of planning, it wasn't every day all day long. You start with some ideas, you refine them, you get some research, you refine them, you refine further. Travis spent a lot of time on that. Part of that value is time for reflection, time to have the others on the leadership team weigh in, give their points of view so that we're really seeing this from a fishbone perspective as well.   0:15:44.5 Kelly Allan: So now we can go into that meeting with everybody, and their homework was in part the fishbone with some instructions on how to do that and some examples of how to do that. And that was pre-work. So people came into the meeting already successful. They had already figured some things out. This just gave launch, just gave liftoff to the energy. They'd done this work, to your point, Andrew, they're making a difference, and it just fed on itself. The output was stunning.   0:16:21.0 Andrew Stotz: Travis, I'm gonna write your company aim as I heard it from you, and that is, or from both of you, is maintain one-to-one care. It's best, it's rare, it works. And the off-site aim was different from the company aim. It was the number one thing that we can do to improve that company aim is improve our arrival rates. Correct?   0:16:51.4 Travis Timmons: 100% correct. And you talk, I think you used the term silos earlier, Andrew. Part of the aha moments and making the system visible and working on this and building culture and teamwork, when everybody sees the complexity within your organization and understands that, there's a lot more willingness to support, like, "Hey, we need to change this process at the front desk," even though it may not be optimal for the physical therapist, as long as it achieves our overarching aim and improves joy in work for the front or less friction for a client coming in. Now the team starts to see and understand, all right, that's a system win rather than silos or turf wars. The amount of energy that is spent on that in organizations is... I couldn't do it.   0:17:52.9 Andrew Stotz: Another thing I think that would be difficult for many people with an off-site is you just had one aim. If we were doing prep in the companies that I know and I own and others, we're gonna list out 17 things we want to talk about in that four-and-a-half-hour off-site. From your perspective, why is it so important to get this one focus, one aim? And then I want you also to tell us more about how it went. We've set it up now, so just one last thing on the setup is this idea of focusing on one thing when you've got 17 different problems in our company and we got everybody together and you're telling me just one thing.   0:18:40.5 Travis Timmons: Well, and Kelly can chime in here because he was instrumental in getting us from pre-work to meeting day. But part of it, that's why it's two-and-a-half, three months of work leading up to this. We had the aim of arrival rate. All right, what are we gonna do? A lot of different ways we could have tackled that. We landed on fishbone and making the entire system visible. And that turned out to be the right move. I think Kelly can correct me if I'm wrong.   0:19:15.0 Kelly Allan: I would agree.   0:19:16.0 Travis Timmons: So we started with the aim and it's like, okay, how do we get 50 people to work on this together? Dr. Deming says make the system visible. And so we chose to do that via a couple different breakouts of a fishbone. And to your point, Andrew, when we did that, now there's understanding of complexity and then where are the biggest opportunities? Because we have seven things we're working on to achieve that aim. There's gonna be three or four large PDSAs. We're doing a software upgrade, which in and of itself... And a funny aside, so our organization's been doing the Deming approach for 13 years. Right, Kelly? We announced that we're changing softwares at this meeting. Right.   0:20:13.7 Travis Timmons: Everybody was like, "Okay, let's do it."   0:20:17.4 Kelly Allan: Unheard of. I see a lot of companies, that's usually panic time.   0:20:23.5 Travis Timmons: And it was announced at the beginning of the meeting. Any questions? "Nope, sounds like the right move for our aim."   0:20:32.3 Kelly Allan: Well, Travis, you provided the why behind the what. The what was that we have to change the software. You provided the rationale from all points of view, including from internal people who deal with the software to making it even less friction for customers and for physicians and for insurance companies, etc. People understood the why behind that what, and now they're ready to work on the how.   0:21:06.4 Travis Timmons: And I would even argue, because I agree with that, and because we've done Dr. Deming and have had success and accomplished so many things that people don't believe we've been able to accomplish as an independent organization, having lenses to look through and "by what method?" That's one of my favorite Kelly Allan-isms. By what method?   0:21:33.5 Kelly Allan: That's a quote from Dr. Deming.   0:21:36.0 Travis Timmons: Oh, okay. We're good.   0:21:38.9 Andrew Stotz: We stand on the shoulders of giants.   0:21:41.6 Travis Timmons: Yeah. There's a high level of trust in our organization that we can implement change. I think that...   0:21:51.3 Kelly Allan: I agree.   0:21:51.8 Travis Timmons: I don't want to undersell that in terms of how powerful that is that I announce we're changing our entire operating software in a few months and the entire team was... And we told them why, to Kelly's point. But to make that announcement and then just have everybody say, "Okay. Cool." I think that's crazy to me. I believe it because of everything else I've seen happen over 13 years. But to have a way, by what method, using Dr. Deming's principles, PDSAs, operational definitions, system view, we're gonna diagram it. Everybody left there confident that, "All right, we can do this and we're gonna do it." Anyway, what would you add to that, Kelly?   0:22:40.9 Kelly Allan: Yeah. I would say that fulfilling the promises that have been made at previous offsites just builds the credibility that this leadership team gets it, understands it, and is interested in engaging people and making things happen and getting things done in a way that doesn't disenfranchise people, it doesn't beat up on people, it doesn't cause harm, but people work together because they wanna figure it out. It's fun to figure it out. Yeah.   0:23:17.5 Kelly Allan: It can be at times a little too much fun, a little too exhausting to figure it out. But we're born wanting to make a difference and people can come to work there and know that they have a voice, they're heard.   0:23:33.1 Travis Timmons: And I think that's our superpower that I've learned from Dr. Deming is if I'm the only one figuring stuff out, we're in trouble. We're in trouble. So the team knows that we're gonna bring stuff, we're gonna talk about it, and we're gonna solve problems collectively through the Dr. Deming philosophy. That's something that just popped in my brain, Andrew, because it was such a non-event. But in most instances, that would have been the entire meeting would have been about that, the side conversations, people coming up to me...   0:24:15.0 Kelly Allan: And Travis, there would have been a lot of discussions at a non-Deming company about, "How do we get buy-in?"   0:24:22.4 Travis Timmons: Right.   0:24:22.8 Kelly Allan: "How do we manipulate people into saying this is okay?" We didn't have any...We didn't spend a minute on that.   0:24:30.5 Travis Timmons: Not one person asked me about the software the entire evening at dinner. It was just like, "We're gonna do it." It just struck me because it was a non-event in the meeting, but I think that would have been rare had we not had our history of Dr. Deming's approach and how we presented it in the meeting.   0:24:52.9 Andrew Stotz: Kelly, you said something that made me think of a book that I read in the past by Richard Feynman called The Pleasure of Finding Things Out. Great scientist. You talked about contribution and the desire for contribution and you talked about how people were figuring things out. And that's fun, that's exciting. That's what people want to get out of their management team and out of their employees. In some ways, I feel like you're talking about recess, a playground. Put all that stuff aside, let's go out and let's build this thing. All the joy that we did have when we were young. Think about, "Let's make a sandcastle! Yeah, you do that, I'll do this." That excitement...   0:25:45.0 Kelly Allan: That's what it was in the room that day. Different breakout groups working on different parts of the fishbone and then bringing them together and debriefing around it. It was very exciting. The energy was high. Andrew, you mentioned something, I think in part you were channeling Dr. Deming there because he also pointed out about how we're born wanting to make a difference, to make a contribution. Then we go to school and that gets beaten out of us with grades and command-and-control teaching, et cetera, et cetera. But to your earlier question about what makes this unique, special in regard to Deming, Travis mentioned the complexity. And so we go right back to the core of Deming: understanding variation and special cause, common cause, the important few things versus the trivial many, and how do you sort through those? That makes it very Deming. It makes it very Deming. The other thing that you won't see, and I've been in a lot of them through the years, in most offsites is those conversations about the why. It's usually, "Competitor's doing this," or, "We gotta make more money," or whatever.   0:27:01.0 Kelly Allan: No, the why for Fitness Matters is to achieve those aims. Right.   0:27:07.1 Andrew Stotz: Some of the things that you mentioned: have an aim, what makes this a Deming style, have an aim, think system, not individual focus, understand variation and how that can help you think system, not individual focus. You talked about pre-work, taking it seriously, and I would say that kind of responsibility for your employees and the environment. I was blown away with the amount of pre-work that we talked about previously. You talked about some tools like fishbone as an example. You've talked about the why. Travis, why don't you give us a very high level... We arrived at this time, this was then, we did this first, then we did that, then that. So we can just understand the structure of this meeting a little bit.   0:27:59.5 Travis Timmons: Sure. We've been big on operational definitions. So the operational definition of start time is Travis will start talking at 12:30 to start the meeting. Learned that one over the years. And I...   0:28:18.2 Travis Timmons: It was at a new location, so we had a couple people go to the wrong place. We put the map inside of the homework, swim upstream, try to make this as easy as possible. But to answer your question, we had an operational definition of the meeting starts at 12:30, and that means the meeting begins at 12:30. Operational definition, we had name tags. From an efficiency standpoint, we had six tables when we were going to do breakouts. People picked up their name tags, it had number one through six on it, so they know what table they would be going to at breakouts. We did a quick intro of every team member and what location they work at because we have had a lot of growth. Put names with faces, introduced Kelly so that everybody knew who he was. There's probably 11 people that didn't know who he was in person introduction and how that was going to be diving more into Dr. Deming. I made it very clear up front that this meeting, we're going to celebrate wins from 2025, but I made it very clear we're going to go through those quickly, not because they weren't huge wins, but because we had a lot of work to do to make sure we stay on that growth and excellence trajectory.   0:29:38.2 Travis Timmons: So we went through all of our wins for 2025. We reviewed our BHAGs, and then we got into the aim. In 30 minutes, we introduced everybody, we went over our wins for 2025, we reviewed our BHAGs, one of which is to be the best, leverage technology better than any physical therapy practice in the country was one of our BHAGs. Then I dovetailed that into, and we're switching softwares in a few months. Any questions? No. We go right into, here's what we're going to be working on today, referenced they're going to be using their homework, so they brought their homework booklets with them. We had PowerPoint slides so they knew what the directions were for the first breakout group. Kelly and I got there early and some of the leadership team got there early. We had the table set. We had the, I call it newsprint, up on tripods ready to go. You want to be prepared. They hit their tables because of the name tag. We had leaders assigned for each table.   0:30:50.1 Kelly Allan: And they were trained in advance. Yeah. Facilitators. Yeah.   0:30:53.5 Travis Timmons: We had leadership.   0:30:54.7 Andrew Stotz: So there was an intro period and then you said, "This is our aim and now go to your tables," or how did that... What were you telling them to do at the tables?   0:31:06.0 Travis Timmons: We told them the aim, reviewed the aim. To your point earlier, Andrew, overarching aim is maintaining our one-to-one care model.   0:31:14.0 Andrew Stotz: Yep.   0:31:14.7 Travis Timmons: Our aim of the meeting is how do we improve our arrival rate as an organization to greater than 85%? One of the ways we're going to accomplish that is making the entire system visible. We're going to go to our tables and we're going to work on... We had the fishbones drawn at each table, but we wanted them to fill in the fishbone as groups from their homework because everybody brought different ideas to the table. We wanted some conversation around that.   0:31:44.2 Andrew Stotz: That was a general fishbone. I think I remember later you talked about then breaking it down into separate fishbones, but that was just a general one to review what they'd done.   0:31:54.8 Travis Timmons: General one, work on the work together. To Kelly's point earlier, just the energy around working on ideas or, "Hey, I hadn't thought about that," or, "I didn't even know we did that in our system." Right.   0:32:07.0 Travis Timmons: Just understanding the complexity and really just getting the juices flowing on, here's what we're going to be working on because the next layer is going to be diving deeper into each one of those.   0:32:18.5 Andrew Stotz: How long was that period of going through the first fishbone and looking at their homework, discussing it together? How long did that last?   0:32:27.7 Travis Timmons: That one was a half hour because they'd already done the pre-work, so we assumed most of it was already going to be done. It was just kind of...   0:32:38.4 Andrew Stotz: Did you have them present any of that or that's just, "Go through that and that'll prep you for the next thing"?   0:32:46.0 Travis Timmons: We had them spend 25 minutes on that and then we saved room for five minutes for them to have kind of sharings or learnings or ahas. What did this experience teach you? Do you have anything to share?   0:33:01.9 Andrew Stotz: They're doing that within their group or they're doing that...   0:33:05.1 Travis Timmons: We went table by table and had them share with the entire team. Table by table, we had the team lead or anybody at the table, "Hey, what'd you think? What'd you learn?"   0:33:14.3 Andrew Stotz: Someone may say, "I didn't even realize that this impacts that and I just realized that now after seeing it." Okay.   0:33:24.0 Travis Timmons: Yeah. What are some of the things you heard, Kelly? I heard, "Oh, this is complex."   0:33:29.8 Kelly Allan: I also heard things like, "Well, I know how to handle this, but I need to define a process so that if I'm out, someone else can do it." Right? It's those kinds of little aha moments. Others were just, "Oh, is there a way for us to systematize that even further?" Again, it was that thinking about the system coming out in their comments. I think another part of the appreciation was really recognizing that a lot of people have to win. Deming talked about win-win being very stable and win-lose is not. They wanted to make sure the patients and the clients win, the physicians win, that the insurance companies are getting what they need, that the PTs and the Pilates people and the MAT people, etc., and the customer care coordinators are also having joy in their work. Because when you have a joyful staff, customers, clients really appreciate that. They just know there's something different. There's something different.   0:34:42.0 Andrew Stotz: And one question is, did you have any drift at that point where people started talking about other things that were unrelated but were key problems they're facing, or was setting your aim and doing the pre-work really kept them on track?   0:34:56.8 Kelly Allan: Great question. Yeah.   0:34:58.5 Travis Timmons: They were focused. They were focused the entire meeting. One of the things I learned it from Kelly or Ray, or maybe you taught Ray, I don't know, but we have a piece of paper we put up at every off-site, Andrew, we call it the parking lot. So that if somebody does have an idea that's outside of what we're there to tackle, we just have them go up and write it down so that they're heard, and it could be important, for sure, but we're not working on that today. We gotta stay laser-focused on what we're here for. So we have a parking lot, which has been super powerful, but nobody went to the parking lot the first half of the day at all.   0:35:39.2 Andrew Stotz: That's good. That's better than the woodshed. Excellent.   0:35:43.5 Travis Timmons: Speaking of the woodshed, this is one of my... I think this is one of the critical learnings, one of the many critical learnings I've had with Dr. Deming and the approach to leadership's responsibility. For me as the owner, at the end of the day, the buck stops with me, is to create joy in work, to create engaged teams where they can do fulfilling work. So you talked about the woodshed. It reminds me another one of my favorite quotes. A lot of owners or leaders talk about, "We have a lot of dead wood around here. Have a lot of dead wood on our team." The first Deming off-site I went to, Kelly said, "Well, there's only two ways that could have happened. Either one, you hired dead wood, and if you did, that's on you with your hiring process. Or number two, you hired live wood and you killed it. Either way, it's on the owner and leadership."   0:36:52.4 Kelly Allan: And I stole that from Peter Scholtes.   0:36:55.5 Andrew Stotz: Okay, got it.   0:36:57.0 Travis Timmons: But that struck me in terms of, okay, responsibility's on Travis to ensure we don't have that. Can't point fingers anywhere else. It's not people coming in with bad attitudes. So anyway.   0:37:15.8 Andrew Stotz: Okay, excellent. So now you've had the general fishbone discussion, you've had people present what were their key learnings from it. What happened next?   0:37:26.6 Travis Timmons: Just some quick aha's, anything from the homework, stuff like that. And then from there we did a couple-minute break and then we went right into the...   0:37:37.9 Andrew Stotz: It sounds like a HIIT, like a high-intensity interval training here. We did a couple-minute break.   0:37:44.6 Travis Timmons: We had work to do, man. People were there to get work done and get on to dinner. We had snacks and water in there they could grab real quick. Restrooms were close. And then agenda, we've gotta stay... And the team understands we have to do what we're doing, we have to be excellent in all categories. So the next thing we did, we came back together as a team, the entire team, and Kelly did the red bead experiment in preparation for the next breakout. Super powerful. For those that have seen the red bead experiment and how Dr. Deming used that to show how the willing worker shows up wanting to get all white beads, right? And the white bead, it's the white bead company, but there's red beads intermixed. No matter how hard they try, or Kelly offered a hundred-dollar bonus to somebody if they would just only bring out white beads the next time they put their paddle in, and it just had that visceral, in-the-moment realization that people show up wanting to do a good job. And issues, so the red beads were what we called cancellations impacting our arrival rate. Therapists want their patients to show up. Front desk wants, the client care coordinators want their patients to show up. Physicians want their patients to show up. So what do we need to do? It can't be bonus them if they show up or just try harder. What's not working? So that was a great...   0:39:23.4 Andrew Stotz: Why don't we go to that for a second. We're gonna have Kelly, maybe you can tell us a little bit about what you observed from that, and then we'll continue on with the rest of the structure.   0:39:36.2 Kelly Allan: Well, the way we set up the red bead experiment was very much focused on the real challenges and real issues that everybody at Fitness Matters faces in terms of this topic of increasing the arrival rate and how complex that is. I think the red bead experiment demonstrates for not only the people who are the willing workers and the people who are the inspectors and the person who is the scribe who keeps the spreadsheet, they realize that the numbers alone are not telling us what's going on. They realize that unless there's a system improvement, process improvement, and people working together to make those happen, you can bribe people, you can incent people, you can threaten people, you can send them home, you can give them a performance appraisal, you can do every kind of command-and-control management, but you haven't improved the system in which people work. There's still red beads. There's still red beads. We have to reduce the friction, we have to change the paddle. We have to figure out how it is we can help make it possible and easier for clients to want to show up so that they can get healthy and so that they can really appreciate what happens when they don't show up, how they are a part of the system. Once they become a patient, they're a part of the system of Fitness Matters.   0:41:18.3 Andrew Stotz: I'm just curious if there was also anything different. You've done the red bead experiment a lot of times with a lot of different types of companies. Were there any observations you had of the way they interpreted that that was either the same or different? What were some of your observations there?   0:41:37.7 Kelly Allan: Well, we planned it so that Travis and his leadership team could really do more of the debriefing so that they would have the context for the people in the audience as well as for the people on the stage, versus just a more generic, which is still powerful, to talk about how the system's in control and is this a common cause system or a special cause, what's really going on. Travis and his folks were able to then bring that context to the red beads, which I think made it especially powerful for this audience, for this group.   0:42:16.2 Andrew Stotz: Excellent. Travis, why don't you continue?   0:42:22.0 Travis Timmons: As Kelly shared, the leadership team debriefed after the red beads of the learnings and how that might be. The red beads were the cancellations that we currently have. Then we introduced, "Okay, now what we're gonna do is go do a deeper dive into the fishbones." There's five primary parts of our system, five bones. Each bone we're now gonna break out and work on the granular details. We did a fishbone for each of the larger bones.   0:43:01.8 Kelly Allan: Why don't you give a couple examples of the bones if you have it handy?   0:43:07.3 Travis Timmons: First bone is what we call initial contact. The first time a client has an interaction with Fitness Matters. Could be website, could be a physician referral, could be a neighbor talking to them, could be driving by. Initial contact, that's bone number one. How does that entire process work at Fitness Matters? Where's the friction point? Are there people that we don't even get into our door efficiently? They're not coming in set up for success, for example. Next bone would be setting them up for the evaluation. Third bone is evaluation day. Fourth bone is every subsequent visit up until discharge. And the fifth and final bone is discharge to ongoing wellness and how do we continue to stay connected? Those are the five bones as you flow through as a client at Fitness Matters, and the five major gates, if you will, is how we looked at it.   0:44:07.8 Kelly Allan: Every one of those is filled with complexity. There are a lot of little details to reduce the friction for the clients and for the system, for the patients in the system. I think that was an aha moment for people as well because a lot of them are in the quadrant four of unconscious competence. They've been doing this job well for a long time and they tend to forget the complexity. We have to identify the complexity so we can work on it and make it less complex, more streamlined, and so new people coming in can appreciate why Fitness Matters makes informed, thoughtful decisions about how they do things. It didn't just happen. These have been thoughtful things that have been worked on for years, but they can still be improved further and we can document them and make them more visible. When people saw all those little bones coming off the main bones, it's like, "Wow, there's a lot of little things that happen and we can impact almost all of those."   0:45:18.1 Travis Timmons: In some of the work we've already done on the bones to already have industry-leading arrival rate, but I think we can do better. We're one of the few, maybe one of the few medical appointments people have in their lives, not just physical therapy, but in general, that you go to do a medical appointment, do you know what it's gonna cost you out of pocket before you show up? Generally, you don't. We've swam upstream to make that visible to clients, so they already are coming in knowing what the cost is gonna be and are we providing that value? Just an example of, okay, can we swim further upstream with that and make it easier to pay and make it visible on their insurance deductible and all of that?   0:46:05.9 Kelly Allan: Well, and also, Travis, I think... I was just gonna say in terms of how many times have people been to a doctor's office, they've had to fill out a whole bunch of forms either online or in the office and then nobody ever looks at it. Something that Fitness Matters has been a leader on for a long time, which is how many of these questions are really required? How are we really gonna use that information? Let's not have seven pages. Can we get it down to four? Can we get it down to three? And increase... Because remember Deming's teachings are quality goes up as costs go down. Quality goes up as we have to commit less time. Quality goes up as joy in work goes up. Right? So that's that Deming structure of, no, quality does not have to cost more. In fact, Deming said if you're doing it this way, quality will cost less. And that's in part how Fitness Matters can compete against these big, big companies and win. I think, Travis, you've gotta share some of the statistics about what makes Fitness Matters an industry leader. What kinds of things are measured that you and others look at in the industry?   0:47:17.8 Travis Timmons: One of the big things in the physical therapy industry, Andrew, is what they call outcomes. They're measurable questionnaire by body part that you have a patient fill out at evaluation day and at discharge day, and it gives you a percentage of... In our industry, they call it functional ability. Are you 100% able with your shoulder or do you have a 60% disability with your shoulder? For example, across all body parts, we're 30 to 40% above national average on our outcomes. Not even close. Because of the efficiency, our patients show up. Again, the one-to-one care model is why it's our true north, and everything we do has to support that because of those industry-leading outcomes. Our no-show rate is one of the other things we define. Again, something we're working to improve upon, but we're already nation-leading. Our definition of a no-show is 24 hours notice up into a no-show. Most companies in our industry only call it a no-show if the patient just doesn't show up. With our definition of 24 hours notice or less, we're at 4% to 5%. National average of true no-shows, just not showing up, is 15%.   0:48:45.8 Andrew Stotz: Yeah, I can imagine even probably higher than that, but 15, yeah.   0:48:49.7 Travis Timmons: 15 to 20% depending on the research. Just two examples there. The Deming approach to system thinking, team engagement, getting rid of silos, operational definitions. To Kelly's point, we worked years ago on that initial client intake. I used an example several years ago around the time we were working on that project. My one son, got him an Apple iPad for Christmas. Other son got an Xbox 360. One product we got out of the box and turned it on, it was fully charged and ready to go in about 37 seconds. The other product took all kinds of unpacking, had to plug it in, and as soon as it came up, it said software upgrade required, and it proceeded to spend the entire day of Christmas downloading the update. We just use that as an example of how hard is this? We want that same experience for our clients. How do we make it an unbelievable healthcare experience for our clients?   0:50:10.1 Kelly Allan: Well, and Travis is being way too modest here, so I have to jump in. I don't know if I have the numbers exactly right, but Travis will correct me. Let's say you have an injury or you're recovering from surgery or whatever it happens to be, and the industry average is it's going to take 17 visits with a physical therapist for you to be at some level of functionality. At Fitness Matters, it might be 13 visits. Travis, is that too high?   0:50:42.3 Travis Timmons: 10.   0:50:43.1 Kelly Allan: 10 visits. 10 visits. So cut it in half. They're getting better in half the time. That's Deming.   0:50:52.9 Travis Timmons: Yeah.   0:50:53.3 Kelly Allan: Quality goes up, costs go down. Which is why Travis then can... Insurance companies also love them, right? It's like, wow, these people are getting better and they don't circle back just because they were... Operational definition is they're well. Discharged by somebody else, oh yeah, they had their 17, 18 visits, 19 visits, they're well. No, they're not. They come back or they go somewhere else and they're claiming insurance again. Fitness Matters, they learn how to stay well.   0:51:22.4 Travis Timmons: And that brings in another important thing that we've learned over the years, Andrew, with the Deming approach. Our data is industry leading, and we've worked hard at that. And we've got a great team that works within the construct that we've created through Deming. To get back to the unknown or unknowable quote that Dr. Deming would use, our marketing costs are low because patients go back to their physicians and say, "Hey, this is the best PT experience I've ever had." And after they hear that four or five times with us and they get complaints when they send them elsewhere, all of a sudden we start getting referrals from these doctors we've not even heard of before.   0:52:07.6 Kelly Allan: Yeah. Yep.   0:52:08.9 Travis Timmons: How do you measure that? What amount of marketing dollars would have to be spent to get in front of... Like, we doubled the number of physicians that referred to us in the last year.   0:52:23.6 Kelly Allan: Yes. That's a double, Andrew. Unheard of.   0:52:27.5 Andrew Stotz: Yeah.   0:52:28.1 Kelly Allan: Unheard of.   0:52:28.5 Andrew Stotz: Incredible. So you got amazing outcomes. Let's now wrap up about where did you get to at the end of this? What did you personally and the management team end up with?   0:52:45.9 Travis Timmons: So we had some do-outs. Our closing PowerPoint slide was within two weeks we would report back with one to two updated operational definitions and probably three PDSAs that we were going to tackle. That was kind of our promise back to the team, that we would look at all the work. We have paper everywhere. People got to vote. We had a one-page paper on potential PDSAs, and we gave them little stickers to vote on where they think we should put our time and energy and resources. Our takeaway, our product, if you will, three PDSAs. One that has two under it is the new software. We're gonna start doing online scheduling, automated waitlists. I won't get into all the details, but PDSA one has software change. PDSA two, there was a lot of feedback on, "Hey, it would be great if we had kind of a scripted conversation point for the client care coordinators for these four scenarios: first phone call, first in-visit, how we take payment and make their benefits visible to them, how do we take a phone call and handle a cancellation when they do happen to ensure that it's a positive experience."   0:54:12.4 Travis Timmons: And then how do we handle kind of a no-show? Another PDSA is we're gonna have those client care coordinators create their first version of what they think the best script would be, 'cause they're the ones that do it all day. Why would I try to come up with that? And then have them send it to us and do some feedback there. Then we updated our operational definition of canceled visits so that there was clarity across the system to make sure we're measuring what we want to measure, which is how many people show up to their visits each day. We reported that back to the team last Friday, actually, to make sure we hit the deadline we promised to them. And then we let them know we're also gonna be working on kind of a third or fourth PDSA—I kind of lost track there of how we're counting it under the software—but training the entire team on what does it mean to have client engagement and what is our operational definition of client connection and client engagement. So they know we're gonna be doing that on a location-by-location basis at the March monthly meeting.   0:55:26.4 Travis Timmons: That was our takeaway. A lot of product to come away with, and they're gonna have all of the context from the team off-site to understand what we're getting ready to tackle, especially with the software change.   0:55:40.1 Andrew Stotz: My first reaction to that is, oh, those seem like kind of things that you could have figured out some other way, or there's not that many things, or there wasn't some stunning breakthrough. Explain why you're happy with what you got versus you prepared, you did a lot of work, you got those things. Some of it may be that, hey, we need to go through a process. I may have known some of those conclusions, but if we don't have a process of going through that, first we have the risk of maybe I'm wrong in what I think. And the second thing we have is that we have the risk that it's just a business run by dictate rather than getting real buy-in. I'm just curious if you could explain a little bit about that.   0:56:30.7 Kelly Allan: You said the bad word. You said the B-word.   0:56:34.5 Andrew Stotz: Buy-in.   0:56:35.4 Travis Timmons: Understanding, Andrew. Not buy-in.   0:56:38.4 Andrew Stotz: We're looking for buy-in. No. Okay.   0:56:40.8 Kelly Allan: We change it. How do we get... The conversation changes when you say, "How do we get understanding?" Now it's about the why behind the what that leads to the how, versus buy-in, which means, "How are we gonna sell this to somebody?" Sorry, Travis, I couldn't resist.   0:57:02.8 Travis Timmons: No, it's 100% true. And to answer your question, Andrew, my first answer and probably the most powerful answer we already talked about earlier, but it's very important to reiterate and maybe close with, is because of our approach and the time and investment we spent preparing for the meeting, doing the meeting, the fact that there was zero concern or stress around us switching our software system. The amount of engagement that there's gonna be, 'cause there's gonna be work to be done by all team members in preparation for that software change. I am confident I'm not gonna have to do any motivational speeches leading up to that. I'm not gonna have to bribe people. They want this to work because they understand why we're doing it, they understand the value it's gonna provide, and they understand, now that they have deep understanding of our system, they understand why we need to do this to continue to excel.   0:58:13.9 Travis Timmons: I don't know what that's worth. That's unmeasurable. But I know had I just announced this and not had any process, not a Deming approach, just, "Hey, guys, Travis thinks we need to do a new software and we're gonna change how you document, how you schedule," I feel fairly confident how well that would've gone. That would be my answer, Andrew, is the power of being able to present that to a team. They're already asking me questions about, "Have you thought about this in our system?" We have a shared Word document across the team. What questions are coming up in your system thinking? "How are we gonna message this to all of our clients so that they know they're gonna get new emails for their home program?" Great question. I had not thought of that. That is unmeasurable, but I know we're gonna be successful when we switch softwares because of our approach via Deming. What would you add to that, Kelly?   0:59:14.7 Kelly Allan: I think that's the essential nature of what happens. When you set out with a clear, healthy, thoughtful aim, you have conversations around that with your leadership team and what they can do then to filter that and start to talk about that with their teams at their locations, and then you have time to reflect and continually improve that, you're really creating a racehorse. Most off-sites, and Andrew, you've been to these, I know, they start... It's the 17 things. I thought of this when you mentioned it earlier. We start out, we have a racetrack and we want to have a racehorse. But by the time most companies get to their off-site, they've put so much stuff on that horse that it's now a pack mule. It will eventually make it around the track, but if you're competing with Travis, his racehorse, that team's racehorse has been around that track past you many, many times. You may get there, but they're already onto another track by the time you get to the finish line. You're finished.   1:00:36.7 Andrew Stotz: Yeah. You may even be releasing kittens and he's got a horse.   1:00:42.0 Travis Timmons: Kelly brings up another great point there. The other thing that gives our team confidence, because of our system view, 96% of issues are due to systems and processes, not people, the Fitness Matters team is confident that there's gonna be hiccups with a software change. They're confident they're gonna be able to talk about it in a system view quickly, and they're confident we're gonna implement change to rectify that. That goes into one of the reasons why I got zero shocked looks or zero sidebar conversations the entire day. The only feedback I've gotten is, "Hey, we're excited about it. We think we need to do this. And have you considered this as part of our system change?" I don't know what else as a business you could want.   1:01:40.4 Andrew Stotz: Kelly, I was thinking about a good wrap-up from you is to help the listener and the viewer think about how can they apply this into their business. Let's step back a little bit from Travis and think about the work you do and give us some hope, give us some guidance about, can we do this? How?   1:02:04.6 Kelly Allan: Yeah. Several things come to mind. One is that when you first start to learn about the Deming lens, the System of Profound Knowledge, his approach, it seems, it's different. It is different and it can seem to be, oh my gosh, that's so different. We'll never be able to do that. But the point is, the Deming Institute offers a two-day seminar workshop and they can learn not to be incredibly proficient or masterful in two days of how to go back and do Deming, but they know how to get started and they do get started. And then it just becomes part of, again, the Deming magic is as you start to work on these things, your costs go down, your quality goes up, and sometimes you can raise your prices because of the quality and sometimes you just are more competitive at the existing price, but you're taking work and rework and waste out of the system through the Deming approach, which allows you the time. That's the big constraint in most companies. I don't have time to work on improvement. I gotta fix this.   1:03:29.9 Andrew Stotz: Yeah. Right.   1:03:30.9 Kelly Allan: So that's a fix that's gonna fail. That's a fix that's gonna fail. So I think the message is you just want to read The New Economics. If you get the third edition, start with the new chapter. It's like 40 pages and it sums up a whole lot of what we've been talking about. Then there's DemingNext videos through the Deming Institute. You can get your feet wet there. You can then, if you want, attend a seminar or read more things or reach out and have conversations with people. But you just have to try it so that you can see that the payback is there, that the joy in work is there. And in a war for talent, they wanna work for Deming. People wanna work for Deming-based companies because they're not about manipulating people. They're about joy in work. They're about reducing the friction. So you just gotta get started and don't be just because it's so different doesn't mean you can't learn it quickly. You can.   1:04:36.7 Andrew Stotz: Yep. And Travis is a great example of that. In our prior episodes, he talked about the journey, about the pain and all that. I think that's exciting. I'm gonna wrap it up. I just have to laugh because I've been out of the corporate world for a while, just doing my own thing. But I was thinking, you mentioned about buy-in and then you said it means you're selling something. And I thought that's funny. I remember my father used to say, he used to get so annoyed because he'd say, "Yeah, let's talk around this," which was a common thing back in those days. But then I was also thinking another thing that we were saying was onboard. Let's get people onboard with this. What if you're onboard? It pretty much means you're drowning. And I just thought about those types of things that when we talk about fear and work or fear in what we're trying to remove fear and stuff, part of it is the way we speak and the way we communicate.   1:05:41.1 Andrew Stotz: Travis, I feel like I want to leave you with the last word. So why don't you bring us home?   1:05:48.0 Travis Timmons: Yeah, I think I would follow on what Kelly said is I would just the amount of joy, the amount of stress this took off of me as a business owner and as a parent thinking about things differently. And the first time you start learning about Deming's teachings and the System of Profound Knowledge, it seems a little off. Seems a little like this just doesn't seem possible. I've had several people I've talked to about that. It just doesn't work that way. To Kelly's point, I would encourage just try a couple things, whether it be do you have clear operational definitions? Have you done a PDSA? Do you know how to do a PDSA? But the two-day seminars is where you kind of do the deep dive into like, oh, okay, I need to think about things differently. So anyone struggling with a business trying the latest and greatest book that's been out or the latest and greatest compensation model to create ownership thinking within your organization or whatever the buzzwords are, this is a long-term path to clarity and to just an understanding of how you can make your organization a place that has a positive impact on the lives of your employees and your clients.   1:07:17.7 Travis Timmons: And man, if you get that right, everything else follows. Sales, profit, all the stuff that a lot of metrics look at. If you get the point of your job is to have a positive place for your team to work and how do you do that? Deming is the way to do that. Everything else follows after that, in my opinion.   1:07:38.6 Andrew Stotz: And on that note, Travis and Kelly, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, as Kelly and Travis have both said, go to deming.org, go to DemingNEXT. There's resources there so you can continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I constantly repeat it because I love it, and that is: "People are entitled to joy in work."

PTs are expected to be the movement experts—yet most movement assessment is still subjective: “knee valgus noted,” “pelvic drop,” “looks better.” Dan Seidler (Business Development Lead, DorsaVi USA) and Maka Lange unpack what changes when clinics can quantify biomechanics with video AI and wearable sensors.They cover how objective data improves patient education and buy-in, strengthens documentation, and makes return-to-play/return-to-work decisions more defensible—especially as AI, wearables, and non-PT competitors raise the bar for “measured” care.What you'll learnWhy “eyeballing” biomechanics breaks down across cliniciansHow objective data can improve patient buy-in and clarityThe difference between quick video AI assessments vs IMU sensor “gold standard” testingHow standardized movement reports can help documentation and communicationUse cases: mass athlete screenings, surgeon referrals, workplace safety, workers' comp/FCEs, and early pelvic health biofeedback workGuest + LinksDorsaVi: http://www.dorsavi.com/

A comment calling hospital PTs “discharge monkeys” kicks off a real conversation about burnout, autonomy, and what the system incentivizes. Rebekah Griffith and Jimmy McKay unpack why acute care PTs feel boxed into discharge throughput, how that attitude spreads through teams (presenteeism), and what leaders can do to get great clinicians back to practicing with purpose.What You'll LearnWhy “we're all just PTs” can still ignore real specialization and skill differencesHow payer-centered constraints quietly strip autonomy in discharge planningWhy arguing online rarely fixes burnout (emotion first, logic second)Presenteeism: when someone shows up but becomes a net negativeA leader's playbook: how to actually listen, reset, and decide what's salvageableThe one controllable lever: what energy you bring into the patient room

The SMNT for Canada Basketball moves to 4-0 in the FIBA WC Qualifiers after going 2-0 in Window 2; led by 35 PTS from Marcus Carr in an OT win vs Puerto Rico in Game 1. The homie Jonathan Chen, from the Raptors Republic, pulls up once again on Canada Hoops to help us break down the SMNT in Window 2 of the FIBA WC Qualifiers.Find Jonathan Chen at @jonathancchenn on X.comHit us up on Twitter: @canadahoopspod @TheMattyIrelandHit us up on Instagram: @canadahoopspodcastEmail: canadahoopspodcast@gmail.comhttps://canadahoopspodcast.buzzsprout.com/https://www.youtube.com/@canadahoopspodcast

In this week's episode of FOX Rehabilitation's Live Better Longer podcast, FOX Regional Director John Dominski, PT, DPT, OCS, COMT, joins the conversation to explore the future of healthcare and the evolving role of physical therapists, occupational therapists, and speech-language pathologists. John shares why the profession must continue shifting from reactive care to proactive, preventative models—and how PTs can function as primary care providers of functional health. He paints a vision of a system that fully integrates PTAs, COTAs, and fitness specialists to support patients across the lifespan. The discussion unpacks the idea of “flipping the funnel,” emphasizing early intervention over downstream treatment. John also speaks directly to students and clinicians on preparing for this shift, changing long‑held mindsets, and advocating for the value of PT amid ongoing Medicare cuts.

Send a textTreating patients with bone metastases carries a unique mental weight in OncoPT.In this episode, we unpack why these decisions often linger long after your patient session ends - and why second-guessing doesn't necessarily mean you lack competence.We explore the psychological load of fracture risk, the discomfort of uncertainty, and why comfort with uncertainty is a learned skill in oncology practice.Later this week on YouTube, I'll walk through the structured framework I use when deciding whether bone metastases are safe to load - so you can hear how that reasoning sounds step-by-step.This episode is part of a 4-episode clinical reasoning series designed to help oncology PTs think more clearly in complex cases. Looking for more structure and clarity?If you're preparing for the ABPTS Oncology Specialty Exam and feeling overwhelmed or unsure what to focus on, I've created a short YouTube playlist designed to help you study with more clarity and confidence.These videos walk through prioritization, common pitfalls, and how to think about exam prep more strategically — without Follow TheOncoPT on Instagram.Follow TheOncoPT on LinkedIn.

In this week's episode of FOX Rehabilitation's Live Better Longer podcast, FOX Regional Director John Dominski, PT, DPT, OCS, COMT, joins the conversation to explore the future of healthcare and the evolving role of physical therapists, occupational therapists, and speech-language pathologists. John shares why the profession must continue shifting from reactive care to proactive, preventative models—and how PTs can function as primary care providers of functional health. He paints a vision of a system that fully integrates PTAs, COTAs, and fitness specialists to support patients across the lifespan. The discussion unpacks the idea of “flipping the funnel,” emphasizing early intervention over downstream treatment. John also speaks directly to students and clinicians on preparing for this shift, changing long‑held mindsets, and advocating for the value of PT amid ongoing Medicare cuts.

In this week's episode of FOX Rehabilitation's Live Better Longer podcast, FOX Regional Director John Dominski, PT, DPT, OCS, COMT, joins the conversation to explore the future of healthcare and the evolving role of physical therapists, occupational therapists, and speech-language pathologists. John shares why the profession must continue shifting from reactive care to proactive, preventative models—and how PTs can function as primary care providers of functional health. He paints a vision of a system that fully integrates PTAs, COTAs, and fitness specialists to support patients across the lifespan. The discussion unpacks the idea of “flipping the funnel,” emphasizing early intervention over downstream treatment. John also speaks directly to students and clinicians on preparing for this shift, changing long‑held mindsets, and advocating for the value of PT amid ongoing Medicare cuts.

Doc Danny shares a live clip from his CSM presentation on how cash-based PT has evolved over the last decade and what trends will shape the next decade. He breaks down why "great things start in little rooms," how insurance changes have made cash care more viable, and why recurring revenue, longevity, and AI will define the future. In This Episode, You'll Learn Why you don't need a big buildout to start a cash-based clinic What has changed in the market over the last 10 years The 3 paths clinicians choose when they hit burnout How "momentum" is the real unlock for growth Why longevity and recurring services are a blue-ocean opportunity How AI will reduce admin burden and make clinics more profitable Why private equity is increasingly interested in cash-based clinics Key Takeaway Cash and hybrid clinics have massive runway. The winners over the next decade will build recurring revenue, position around longevity, and adopt AI to reduce admin work so clinicians can stay focused on outcomes and relationships. Technology Spotlight Documentation is one of the biggest burnout drivers for PTs. Try Claire free for 7 days and see how an AI scribe trained for physical therapists can reduce documentation time and help you stay fully present with patients. Free Resource Want a clear plan to go from part-time to full-time in your cash practice? Join the free 5-Day Challenge. Connect Physical Therapy Biz PT Entrepreneur Podcast

In this AAOMPT interview, we sit down with Liam Globensky, Center Manager at Brooks Rehabilitation and a brand-new fellow from the Brooks Institute of Higher Learning. Liam shares his passion for post-professional development, advocacy, and the responsibility fellows have to give back to the profession.We dive into:What life after fellowship should look likeHow new fellows can become leaders, mentors, and advocatesWhy post-professional opportunities are essential for the growth of PTThe role of clinicians in “raising the tide” for the entire professionA preview of Liam's AAOMPT platform presentationsHow orthopedic clinicians can screen for pelvic floor dysfunctionWhether you're a student, a fellow, or a seasoned clinician, this episode offers an inspiring look at how PTs can serve, teach, and elevate the profession long after formal training ends.Chapters:00:00 – Opening00:48 – Meet Liam Globensky03:10 – The Fellow → Clinician transition06:20 – Why post-professional opportunities matter10:55 – “Raising the tide” through advocacy15:40 – How new fellows can give back20:10 – Orthopedic screening of pelvic floor dysfunction26:30 – Working alongside his wife: the joint lecture30:20 – What the future of fellowship-trained PTs looks like35:00 – Advice to new grads & future fellows38:50 – ClosingIf you're passionate about fellowship training, clinical growth, and elevating our profession, be sure to like, subscribe, and share this interview with a colleague.

Send a textThis episode, The Explosion of Roots in Naturopathic Medicine with Dr Rick Kirschner, is about naturopathic medicine coming back to its roots rather than hoping to substitute natural remedies in allopathic care.This is so important to Rick and other doctors that they have formed the Naturopathic Medicine Academy to bring our medicine home, back to its original basis for healing with nature. One of the problems with allopathic medicine is that it is based on toxic substances. And one of the big problems with naturopathic medicine currently is the reliance on allopathic medicine to define itself.Dr Rick Kirshner is a best selling author, filmmaker, speaker, educator, vitalist naturopathic physician, past president of Naturopathic Medicine Institute and current president of Naturopathic Medicine Academy. His website is talk natural.com where you can watch his documentary- How Healthcare Became Sickcare, the True History of Medicine.Please support the show! Receive state of the art information monthly or more that will inform your opinion on all things natural, as well as the experience of trauma, how to fold it into your life so you come out stronger. In this episode you are informed of the currents of naturopathic medicine by physicians in the field for decades. Don't miss out!Support the show#trauma #medical error #music #musicals #originalsongs #autism #soloshows #NationalCitizensInquiry #Creativity in Healing #Medicalfreedom #MindControl #Canadaontheedge #HealthCanada #CanadaLaw #TrueHope #truth #apocaloptimist #transformingtrauma #grief #grievingdeeply #homeopathy #loveheals #naturopathicmedicine #druglessmedicine #energymedicine #expressiveartsheal #empoweredvoices #knowledgeispower #singtohealthyroids #erasetoxiclegacies #peaceispossible #VictimeRecoveryBooks: Transforming Trauma, a drugless and creative path to healing PTS and ACE is published by Hammersmith Books is available globally. Surviving a Viral Pandemic through the lens of a naturopathic medical doctor. On Amazon both paperback and eBookFlawed, a novel - an eccentric family saga - is on Amazon both paperback and eBook...audiobook now on Audible Music: Instrumental album: Sophie's Heart - Avi Noam Gross (streaming)websites: drheatherington.com; heatherherington.comemail: drheatherh@icloud.com new phone number 672 399 1942Breathe in and out slowly and gently wherever you are. We will survive this dark time of the world. It starts with you: standing, jumping, singing in the light of love and even if just a little at first, joy.

AI is no longer theoretical for clinic owners.A PT in Ohio just received a 12-visit self-pay package from a patient who found her through AI search.That changes the conversation.In this episode, we explore:How AI platforms decide which clinics to recommendWhy your digital footprint matters more than everThe role of frequency in modern marketingWhether AI-sourced patients are more decisive and cash-friendlyWhy positioning matters (and whether PTs need a “shared enemy”)What CrossFit, cult brands, and political movements can teach clinic ownersWhy attention—not ads—is the new marketing currencyThis episode reinforces a core truth:Attention → Trust → ActionYou can't shortcut trust.You can't buy authority.You earn it through presence and frequency.???? Connect with the CrewFollow Tony Maritato on YouTube:https://www.youtube.com/c/MedicareBillingFollow Dave Kittle on YouTube:https://www.youtube.com/@thedavekittleshow/featuredFollow Jimmy McKay on YouTube:https://www.youtube.com/@ptpodcasts

Why does therapy often feel undervalued by the systems we serve? To change the future of our professions, we must first understand the forces that shape today's Medicare and private payer models—and ultimately, your reimbursement.In this session, we sit down with DPT and policy expert Dana Strauss to pull back the curtain on the reimbursement landscape. Together, we'll explore why the current system prioritizes procedures over longitudinal care and, more importantly, identify the strategic levers we can pull to shift the needle.You'll leave this course with a clear understanding of three concrete advocacy efforts we can rally around in 2026, and a practical roadmap for making them happen. Join us to turn frustration into informed action and help usher in a new era where the true value of therapy is recognized.Resources:Therapy Reimbursement Guide (https://otpotential.com/blog/therapy-reimbursement)Advocacy Playbook for OTs & PTs (https://otpotential.com/blog/therapy-advocacy-for-pt-and-ot)See full course details here:https://otpotential.com/ceu-podcast-courses/how-ots-and-pts-get-paidSee all OT CEU courses here:https://otpotential.com/ceu-podcast-coursesCheck our our live webinar schedule here:https://otpotential.com/live-ot-ceu-webinarsSupport the show by using the OTPOTENTIAL Medbridge Code:https://otpotential.com/blog/promo-code-for-medbridgeTry 2 free OT Potential courses here:https://otpotential.com/free-ot-ceusSupport the show

Send a textMenopause care is changing — but not fast enough.In this episode of the Active Mom Podcast, I sit down with Ingrid Harm-Ernandes, PT — a physical therapist with more than 40 years of experience in women's health, known as “The Pelvic Detective” on YouTube and author of The Musculoskeletal Mystery: How to Solve Your Pelvic Floor Symptoms. Ingrid has spent decades pushing for earlier access to pelvic health care, better clinical reasoning, and more respect for the complexity of women's bodies across the lifespan.This conversation isn't about trendy soundbites. It's about what's actually shifting in menopause and perimenopause care — and what still needs to change.We talk honestly about why individualized pelvic floor treatment matters more than ever, how exercise plays a critical role in perimenopause and menopause, and why we need to stop oversimplifying women's health into one-size-fits-all solutions. Ingrid shares perspective from four decades in practice — what's improved, what hasn't, and what we can learn from previous generations of women who were told their symptoms were “just part of aging.”We also unpack the role of social media in pelvic health education — the good, the bad, and the nuance — and how emerging research in women's health is shaping more comprehensive, lifespan-based care.If you care about pelvic floor dysfunction, menopause symptoms, individualized rehab, strength training in midlife, or long-term musculoskeletal health for active women — this conversation is for you.We discuss:Advocacy for better women's health care and earlier access to pelvic PTThe evolution of menopause and perimenopause treatmentWhy individualized pelvic floor care is essentialExercise, strength, and musculoskeletal health in midlifeCoordinating the pelvic floor with the whole systemEmerging research shaping women's healthWhat we can learn from previous generationsSupporting women across the full lifespanMenopause isn't an endpoint. It's a transition. And women deserve care that reflects that.If this episode resonates, share it with a friend who needs better answers.Time Stamps1:00 Introduction7:28 the rise in awareness around menopause and perimenopause12:25 the role of PTs in menopause care16:30 exercise in perimenopause 21:20 how advice has changed28:40 bridging the gap between postpartum and perimenopause32:10 including strength training and plyometrics39:25 opportunities for increasing awareness46:25 rapid fire questionsCONNECT WITH CARRIEIG: https://www.instagram.com/carriepagliano/Website: https://carriepagliano.comCONNECT WITH INGRID:Instagram: https://www.instagram.com/harmernandes/LiThe Active Mom Podcast is A Real Moms' Guide to pregnancy, postpartum, perimenopause & beyond for active moms & the professionals who help them in their journey. This show has been a long time in the making! You can expect conversation with moms and professionals from all aspects of the industry. If you're like me, you don't have a lot of free time (heck, you're probably listening at 1.5x speed), so theses interviews will be quick hits to get your the pertinent information FAST! If you love what you hear, share the podcast with a friend and leave us a 5 ⭐⭐⭐⭐⭐ rating and review. It helps us become more visible in the search algorithm! (Helps us get seen by more moms that need to hear these stories!!!!)

Stop Running a 1998 Clinic in 2026Reimbursement is shrinking. Expenses are rising. And too many PT clinics are still operating like it's 1998.Albert Katz, CEO of Flagler Health, joins Jimmy to talk about:Why most healthcare tech failsThe real hidden costs of not modernizingHow missed calls and slow intake quietly drain revenueVendor fatigue and point-solution overloadWhy AI in billing still requires human oversightThe operational standards PTs must hit to be first response for MSKIf you care about protecting margin, improving efficiency, and building a clinic that survives the next decade — this episode matters.GuestAlbert Katz ???? https://flaglerhealth.io

In this episode, Dr. Lisa talks through a case study that she worked through with a client who had been dealing with Plantar Fasciitis for years, been to 6 PTs and still had pain with running and standing. She talks you through what she looked for in a running form analysis and posture analysis and how she was quickly able to take the pain away. Links and Resources:Foot and Ankle Program: At home rehab program for injuries including plantar fasciitis, shin splints, achilles tendinopathy, ankle sprains, posterior tibialis pain and big toe painHip Program: At home rehab program for hip injuries including hip impingement, gluteal tendinopathy, low back soreness/pain, SIJ pain, psoas/hip flexor pain, piriformis syndrome and ITB syndromeRunners Knee Program: At home rehab program for pain around the kneecap, under the knee cap or around the joint lineEmail Dr. Lisa: drlisadpt@gmail.com

BIO: Rob Sweetman – Former Navy SEAL, MBA, Sleep Scientist Rob Sweetman is a former Navy SEAL turned sleep scientist dedicated to optimizing human performance in high-stress environments. With firsthand experience of the brutal effects of sleep deprivation in military operations, Rob has spent years researching and developing solutions to improve sleep for service members, first responders, and high-performance teams. His work bridges cutting-edge science with real-world applications, focusing on resilience, cognitive readiness, and operational effectiveness. As the founder of Sleep Genius and an advisor to military and government agencies, Rob is at the forefront of revolutionizing sleep strategies for those who need them most.   SHOWNOTES:

Send a textIn this episode, we break down femoroacetabular impingement (FAI) for PTs and students—what it is, how it shows up clinically, and how it's typically diagnosed. We walk through cam, pincer, and mixed morphologies, quick assessment ideas (including FADIR/FABER and when imaging matters), and what PT treatment commonly focuses on. We also touch on when injections or surgery may come into play and key considerations for helping patients succeed with rehab.00:00 Welcome to PT Snacks01:10 FAI Defined and Diagnosed02:27 Cam Pincer and Mixed Types05:03 Clinical Assessment Tests07:26 Imaging and Key Angles08:31 PT Treatment Priorities11:14 Injections and Surgery Options12:20 Key Takeaways and Wrap Up13:16 Resources Newsletter and Promo14:10 Final Sign OffSupport the showNeed CEUs? Unlock unlimited online courses, live webinars, and certification-prep programs with MedBridge. You'll get: Thousands of accredited, evidence-based courses across multiple specialties (PT, OT, AT, SLP) that count for state-license CEUs. Access anytime, from your office, phone, or home—perfect for busy clinicians. One annual subscription, no per-course fee. Special offers: Use code PTSNACKSPODCAST at checkout and save over $100. Students use code PTSNACKSPODCASTSTUDENT for a discounted annual plan. Studying for the NPTE? Check out PT Final Exam — they've helped thousands of students pass with confidence. Use code PTSnacks at checkout for a discount. Stay Connected! Follow so you never miss an episode. Send your questions via email to ptsnackspodcast@gmail.com Join the email list ...

Hey Team! Today, I'm talking with Erika Levine, a special education professional with a clinical background in Occupational Therapy. Erika has made it her mission to simplify the legal and procedural hurdles that keep parents from getting their kids the support they're legally entitled to, drawing from her deep well of lived experience as both a professional and a parent of neurodivergent children. In this episode, we get into the nitty-gritty of advocating for a child who isn't "failing" but certainly isn't thriving. We dive into the legal weight these documents carry, the difference between an IEP and a 504 plan and how we can walk into those meetings with six professionals without feeling like you're the one being sent to the principal's office. Erika also shares some personal history about her own mother's advocacy and why she created "My IEP Hero" to help parents navigate the system. Mentioned in this episode: https://myiephero.app/ If you'd life to follow along on the show notes page you can find that at HackingYourADHD.com/275 YouTube: https://tinyurl.com/y835cnrk Patreon: https://www.patreon.com/HackingYourADHD This Episode's Top Tips Treat the IEP as a legal mandate and understand that it is a legally binding document that schools must adhere to strictly; it is not a set of globalized suggestions, but a tailored plan for a specific child. Remember that the IEP team should include more than just teachers; it includes specialists like OTs, PTs, speech-language pathologists, and psychologists who can address the child's needs. If a school denies services because the child is "fine" academically, parents can request an Individualized Educational Evaluation (IEE) from an outside psychologist, which the school may be required to fund. Remember we want to focus on our children thriving, not just passing by through school.  

Physical therapy reimbursement has declined for years — while tuition, expectations, and scope continue to expand.Steve Smith joins PT Pintcast live from CSM to discuss:Why he became a private practice owner after a VC acquisitionLessons learned about leadership during COVIDMedicare payment cuts and recent advocacy winsWhy every PT must understand advocacyHow state-level scope of practice changes create national ripple effectsThe importance of simple, clear messaging in professional advocacyHis big goal: getting one-third of PTs in Massachusetts actively signing advocacy lettersThe message is simple:If you don't engage before decisions are made, you'll be reacting after something is lost.His parting advice:Never assume. Always ask.Topics CoveredMedicare reimbursement trendsScope of practice reformPrescriptive authority & imaging accessAssociation engagementLeadership in PTHow to take your “soft first step” into advocacy

Most physical therapy clinic owners have been told the same story:Spend 5–10% of revenue on marketing.Run Facebook ads.Buy Google traffic.Outspend competitors.But what if that advice is wrong?Live from CSM, Jimmy and Sturdy McKee break down a back-to-basics approach to clinic growth that doesn't rely on ad spend — it relies on relationships.What You'll Learn:Why patients don't buy healthcare on FacebookHow primary care physicians see 20–40% MSK cases weeklyWhy referrals are still the most powerful growth channelHow small, consistent gestures outperform “wow baskets”The psychology behind handwritten notesWhy tracking relationships matters more than tracking ad clicksWhat clinic owners lose when growth becomes the only goalThis episode is for PTs and clinic owners who want sustainable growth without sacrificing margin or humanity.

Episode OverviewLive from APTA CSM in Anaheim, Jimmy talks with Nicole O'Neill from U.S. Physical Therapy about what USPH actually is—and why most PTs don't realize they've probably seen one of their clinics.USPH partners with 135+ locally branded physical therapy practices across 44 states, providing national operational support while allowing clinics to maintain their identity.This episode breaks down what that model looks like for:New gradsExperienced cliniciansClinic owners exploring partnershipPTs who want growth without burnoutKey TopicsThe USPH partnership modelMaintaining local brand autonomyNational support for payroll, benefits, recruitingEmployer branding in physical therapyWhy USPH is investing in visibility at CSM“Grow With USPH” — what it meansAbout U.S. Physical TherapyU.S. Physical Therapy is a national network supporting local PT clinics with financial, administrative, and operational infrastructure—so clinicians can focus on patient care and leadership development.Learn more: ???? https://usph.com

Recorded live from CSM, this episode features Jake Irwin, PT, DPT — professor, athletics PT, private practice owner, and APTA delegate.The conversation covers:Why seasoned PTs still attend CSMHow to approach conferences strategicallyThe real value of networkingUsing AI to navigate conference programmingThe uncomfortable truth about home exercise complianceJake delivers a strong parting shot:When patients don't get better because they didn't follow their home program — that's not their fault. That's yours.This episode challenges clinicians to choose growth over blame.

Circus Is Sport — So Why Aren't We Treating It That Way?Performing artists train like elite athletes — but they're rarely treated like them in healthcare.In this episode, Emily Scherb (The Circus Doc) shares:How she transitioned from professional circus performer to PTWhy circus participation is exploding across the U.S.What “adult-onset circus” meansWhy pole dancers avoid seeking careThe stigma problem in healthcareHow load management applies to performing artistsWhy saying “I don't know” builds trustThe massive business opportunity PTs are missingKey TakeawaysCircus artists are athletes.Performing arts lack a strong culture of training load management.PTs don't need to be experts — just curious and respectful.Niching down builds authority and trust.This population is actively looking for clinicians who understand them.Guest LinksWebsite: https://www.thecircusdoc.comInstagram: @thecircusdocLinkedIn: Emily Scherb

Recorded LIVE from CSM 2026 in Anaheim, Jimmy sits down with Ami Faria from the APTA Board of Directors to discuss:The honest conversation happening around PT student debtWhy the Department of Education's proposed rule could create bottlenecksHow APTA prepares PTs for real advocacy on Capitol HillWhy AI in healthcare needs guardrails — not avoidanceThe strategic push toward Remote Therapeutic Monitoring (RTM)This episode highlights the Earned Attention principle in action: Attention → Trust → Action.The profession cannot outsource its future. Collaboration is the strategy.

What if your private practice could be a platform for change—for your clients and yourself?Today's guest didn't just start a private practice; she built a mission-driven business that blends speech therapy with fierce advocacy. She traded burnout for autonomy and now uses her voice to empower families navigating the complex world of IEPs.I'm so excited to introduce you to Colleen Ashford, a speech-language pathologist and one of the dedicated clinicians inside our Grow Your Private Practice Program. Colleen is the owner and founder of Ashford Speech and Advocacy PC, a mobile and virtual private practice based in Vista, California where she provides evaluations, treatment, consultations, and advocacy at IEP meetings.For Colleen, starting her own practice was about more than flexibility and income—it was about authentic, values-driven work. She has created a unique model that allows her to serve early intervention clients and act as a special education advocate, ensuring families are supported at every step.In this episode, Colleen reveals how leaving the constraints of clinic and school jobs allowed her to design a practice that fits her life, serves her community deeply, and lets her show up as her full, authentic self.Colleen Ashford is a licensed speech-language pathologist and certified special education advocate. After graduating from the University of Illinois with her bachelor's and Illinois State University with her master's, she began her career in a public elementary school with a bilingual program, which fueled her focus on improving her Spanish to better serve her students and families. Love brought her to Southern California, where she worked in multidisciplinary clinics alongside OTs and PTs, learning invaluable lessons about sensory and motor development that inform her holistic approach today.Now in her full-time practice, Colleen's areas of focus include AAC, Autism, Childhood Apraxia of Speech, and parent coaching in early intervention. She is passionate about providing culturally responsive early intervention services to the Spanish-speaking population in her own neighborhood. Always an advocate at her core—and now in title—Colleen equips every parent she serves with knowledge of their educational rights and how to navigate the world of special education. Beyond her community, she brings honest conversations about the IEP process to listeners everywhere through her podcast, Unfiltered IEPs.In Today's Episode, We Discuss:Leaving a "good job" to answer the craving for flexibility and authentic impactThe moment she realized her school-based experience was a superpower for families in needBuilding a hybrid practice with multiple revenue streams, from early intervention to AAC coachingHow embracing systems gave her back her time and freedomColleen is a powerful example of how you can design a practice that aligns with your deepest values. We are so grateful to have her wisdom and passion in our Grow Program. Her journey proves that with the right tools and community, you can build a career that doesn't just sustain you, but fulfills you.Want to build or scale a private practice that fuels your passion and gives you the autonomy you crave—just like Colleen? Discover how our Grow Your Private Practice...

Physical therapy isn't just about movement anymore — it's about models, messaging, and mindset. In this episode, Jimmy interviews Ryan Sharkey and Jonathan Ide-Don, co-founders of Full Stack Healthcare, a platform and newsletter helping clinicians think beyond fee-for-service.They break down the differences between RTM and telehealth, how asynchronous care changes outcomes, and why communication — not Theraband color — is your next clinical edge.???? Who this is for: Clinic owners, ambitious PTs, policy-curious rehab pros, and anyone who feels like the system is broken but isn't sure how to fix it.???? Topics covered:What "full stack" really means for healthcareWhy PTs need to think like product buildersRTM vs Telehealth: Reimbursement realitiesWhy communication > exercise selectionScaling care without sacrificing qualitySubstack as a clinic strategy???? Game Segment: Full Stack Fire RoundRTM vs TelehealthFee-for-service vs Value-basedClinician-led vs Venture-fundedOne Substack post every PT should read???? Guest & Resource Links:???? Full Stack Healthcare???? Never Split the Difference by Chris Voss????‍⚕️ Sara Health – Remote care, simplified???? Empower EMR – Built for PTs???? US Physical Therapy – 650+ clinic locations

Many PTs expect APTA membership to deliver immediate, visible ROI — discounts, perks, and fast results. In this conversation, Rebekah Griffith explains why that mindset misses the real value of professional advocacy.This episode covers:Why advocacy work happens whether you're paying attention or notThe “sprinkles vs cake” analogy for APTA benefitsWhy some PTs feel disappointed — and how to realign expectationsHow to approach CSM as a relationship-building opportunityWhy passive attendance leads to zero returnThe mindset shift that separates frustrated attendees from successful onesKey takeaway: You don't get value from APTA or CSM by watching. You get it by participating.

How do you build confident pediatric PTs and decode complex diagnoses like dyspraxia or EDS?Cheri Woodson has spent 45+ years treating children, educating families, and mentoring therapists. In this episode, she shares how physical therapists can better support kids with executive function and motor planning challenges — even without a formal diagnosis.✅ Why motor delays often go undiagnosed ✅ The biggest myth in pediatric PT ✅ What PT schools miss (and how to fix it) ✅ Strategies to accelerate clinical reasoningTimestamps: 00:00 - Intro02:15 - Cheri's 45-year journey in pediatric PT05:44 - Mentoring the next generation of PTs09:30 - Treating without a formal diagnosis13:20 - What PT schools still miss about peds16:47 - Strategies for dyspraxia + motor planning19:40 - The myth that still hurts pediatric care22:00 - Cheri's parting shot Sponsored By:PRE-ROLL: SaRA Health — Remote Therapeutic Monitoring made simple → https://sarahealth.comMID-ROLL: Empower EMR — EMR designed for speed and simplicity → https://empoweremr.comPRE-PARTING SHOT: U.S. Physical Therapy — Build your PT career your way → https://usph.com

What if leadership in physical therapy wasn't about titles — but about how you show up? In this episode, three powerhouse PTs share how they stepped up in their careers — not by chasing roles, but by owning their value, raising their hand, and realizing that leadership is a behavior, not a job description. Whether you're a new grad, a PTA, or a 10-year vet, this one hits home.Featuring: Todd Norwood, PT, DPT, Lindsey Umlauf, PT, DPT and Kelly Louise Wooldridge, PT, MPTHosted by Jimmy McKay⏱️ CHAPTERS:00:00 - Intro02:15 - Why PTs struggle to see themselves as leaders08:42 - The dangers of saying “I'm just a…”14:05 - How leadership shows up in patient care19:45 - Clinic roles vs leadership behaviors26:02 - Raising your hand before you're "ready"32:30 - Parting Shots: You belong at the table36:00 - CSM Session Info + Valentine's Day PSA36:55 - Outro + Where to go next???? GUEST + RESOURCE LINKS:???? CSM Session: “Leading with Care: Developing PTs in Healthcare Leadership”???? Sat, Feb 14th, 8:00 AM???? Anaheim, CA

COVID changed everything — and for many PTs, it left emotional wounds that haven't healed. Kristin Walls and Lisa Kohler join us to unpack “moral injury” — how it's different from burnout, how it showed up in outpatient and acute care settings, and why it matters for the future of physical therapy.They preview their CSM talk, highlight new research on provider wellness, and share initiatives like the Wellness Committee and a national survey on professional sustainability.In this episode:Defining moral injury for PTsCSM talk preview: The Invisible WoundEthics vs. morals in clinical practicePost-traumatic growth and how to achieve itWhy PT needs moral communities — now more than everLinks:Kristin & Lisa's CSM Talk: Thursday Feb 12 @ 8amLAMP Leadership Series (TED-style talks)Wellness Committee (OPTA)PT Pintcast on YouTube: https://youtube.com/@ptpintcastWebsite: https://ptpintcast.com

当成年人谈论春节时，我们在谈论什么？是小时候大年初一清晨被鞭炮声支配的恐惧 ？ 是面对家里20米长的贯穿式阳台，必须在大年三十前擦完的绝望 ？ 还是那顿丰盛的年夜饭后，从初一吃到初五、仿佛永远不会消失的剩菜 ？本期节目，四位主播从年前大扫除聊到年后同学会，分享了各自的“春节渡劫”经历。这里有被鞭炮震碎的玻璃，有在批发市场拿着黑塑料袋装内行的尴尬 ，甚至还有同学会上老师被一砖头“开瓢”的硬核八卦 。2026年的春节有9天长假 ，愿大家在这些嘈杂的仪式感中，能优雅地“发疯”，也能体面地“躲”出一点属于自己的清净。祝大家春节快乐，吃好玩好，来年再战！时间轴 & 精彩内容：00:00:00 开场与录音事故 一期纯粹的节前吐槽大会 。00:03:20 姝琦与老高的“世纪大和解” 某高老师郑重向姝琦道歉。揭秘两人长达半年的“冷战”始末00:09:58 睡眠保卫战 为什么长辈非要在大年初一早上6点就把全家叫醒？00:12:24 童年阴影：那些年，被楼上邻居的鞭炮崩碎的自家玻璃00:23:51 家务PTS：天津孩子的噩梦——家里那个20米宽、怎么擦也擦不完的大阳台00:31:46 赛博玄学：道家加持的“合体字”春联，和为了生意布下的奇怪阵法00:38:20 该省省该花花：以前过年为了凑商场满减券，全家出动练数学00:55:23 饮食之争：山西人：饺子必须配菜！天津人：晚上这顿只吃饺子！01:00:19 剩菜循环：年夜饭做8个菜的后果，就是未来5天都在帮冰箱“清库存”01:14:57 礼物流转：你送出去的点心匣子，最后可能会在转了一圈后回到你自己手里01:29:41 高能八卦：最离谱的同学会——老师酒后失态，被一砖头“物理开瓢”01:47:37 职场社死：高管跳《科目三》、挨桌敬酒……年会是i人的一生之敌02:02:40 假期展望：2026年的春节有9天假！我们该如何安放这漫长的自由？【本期主播】姝琦：「津津乐道播客」&「不叁不肆」主播，互联网大龄产品经理（微博：@姝琦_HU，小红书：@姝琦同学）粒粒：健康管理项目「吃较瘦」创始人，运动营养师（微信公众号：吃较瘦），干货输出狂人，答疑解惑深入浅出，破除迷思一针见血朱峰：「津津乐道播客网络」创始人，产品及技术专家。（微博：@zhufengme）某高老师：「科技乱炖」主播，资深运维专家，互联网和 IT 行业从业20 年，现任某互联网安全公司高管。（微博：@某高老师，Blog：某高老师 – 人间观察）【相关资料】春联购买方式【互动】你在春节遇到过什么离谱的“渡劫”经历？欢迎在评论区让我们开心一下！【制作团队】后期 / 卷圈运营 / 卷圈监制 / 姝琦封面 / 姝琦产品统筹 / bobo场地支持 / 声湃轩北京录音间【联系我们】希望大家在听友群和评论区多多反馈收听感受，这对我们来说十分重要。欢迎添加津津乐道小助手微信：dao160301，加入听友群【关于「不叁不肆」】走在40+的人生路上，我们想努力用真心感染每一个随行者，不论性别，不论地域，愿每一次对谈都可以带来豁达，愿每一次思维的碰撞都能获得和解，愿享受每次不期而遇，愿能看懂所有不辞而别，感激每一次遇见，永远爱憎分明，永远直面现实。【关于「津津乐道播客网络」】在一派纷繁芜杂里，我们为愉悦双耳而生。科技、教育、文化、美食、生活、技能、情绪……严肃认真却不刻板，拒绝空泛浮夸。与专业且有趣的人携手缔造清流，分享经历，传播体验，厘清世界与你的关系。津津乐道 | 科技乱炖 | 津津有味 | 记者下班 | 不叁不肆 | 厂长来了 | 编码人声 | 沸腾客厅 | 拼娃时代 收听平台苹果播客 | 小宇宙App | Spotify | 喜马拉雅 | 网易云音乐 | QQ音乐 | 荔枝FM | 央广云听 | 听听FM | Sure竖耳App | Bilibili | YouTube联系我们津津乐道播客官网 | 公众号：津津乐道播客 | 微信：dao160301 | 微博：津津乐道播客 | 商业合作：hi@dao.fm | 版权声明 | RSS订阅本节目由「声湃 WavPub」提供内容托管和数据服务支持。

Catholic social doctrine did not suddenly appear in the nineteenth century. Its roots reach back to the very foundations of Scripture.In this episode, we explore the biblical vision of social life: a world shaped by justice, mercy, solidarity, and the command to love one another. From the law and the prophets to the teaching of Christ, the Bible reveals that social responsibility is not an optional extra to the Christian life. Rather, it flows directly from who God is and who we are called to become. These biblical foundations form the heart of the Church's social teaching today.This podcast relies 100% on the generosity of listeners. If you have found these episodes helpful and would like to support the future of Crash Course Catholicism, please consider donating via the following links:⁠⁠⁠⁠⁠⁠⁠⁠⁠Donate via PayPal⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Support us on Patreon!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Contact the podcast: ⁠⁠⁠⁠⁠www.caitlinwest.com⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/crashcoursecatholicism/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠References and further reading/listening/viewing:⁠The Compendium of the Social Doctrine of the Catholic Church, Pts 1-50JPII, Mulieris DignitatemThe Catechism of the Catholic Church, pts. 1906; 2062Deuteronomy 15:7-8Leviticus 19:33-34John 13:34-35; 17:21-22Catholic Answers, Natural Law

What happens when the immune system turns into a weapon against cancer — and PTs aren't sure what to expect?Join Jimmy McKay as he interviews three leaders in oncology rehab at CSM 2026. Scott Capozza, Amanda Giarratano, and Stephen Wechsler break down what immunotherapy means for PTs — and how to prepare for the tidal wave of patients already coming.You'll learn:The real differences between immunotherapy and chemoWhy side effects often look like inflammation — and how to treat itWhat the data says about exercise improving survivalReferral patterns, clinical barriers, and how students are pushing changeThis is essential listening for any physical therapist working in oncology or interested in the future of personalized cancer care.

Pickleball is the fastest-growing sport in America — especially with older adults. But with its explosive popularity comes a wave of injuries. PTs Diane Fleming and Kristin Walls join the show to share insights from their CSM 2026 session, covering:Why pickleball matters in geriatrics AND sportsCommon injury patterns PTs should be ready forThe SAFE exam and its use in screening athletic older adultsAdvice for PTs pitching fun, nontraditional sessionsWhat it looks like when two PTs present... in costume???? Includes a rapid-fire game: “Pickle or Pass”???? Sponsors MentionedPRE-ROLL: ???? SaRA Health — Remote care via text, easy RTM, no app needed. sarahealth.comMID-ROLL: ???? Empower EMR — Clean workflows, faster notes, real support. empoweremr.comPARTING SHOT: ???? U.S. Physical Therapy — Build your future in PT. usph.com

What happens when physical therapists decide the clinic isn't the finish line — it's the starting point? In this roundtable discussion, Lindsay, Kelly, and Todd dive into how PTs can lead from any position — whether you're a student, a staff clinician, or in the C-suite.They get real about imposter syndrome, leadership guilt, CSM session picks, and why bringing your own chair to the table might be the most powerful move of your career.In This Episode:3 signs you're ready for a leadership roleWhen guilt hits after leaving the clinic — and what to do with itHow the Army fast-tracks growth in PTsTips for picking the right CSM sessionsWhy you're more ready than you think to leadSponsors:???? Pre-Roll: Brooks IHL – brooksihl.org⚙️ Mid-Roll: Empower EMR – empoweremr.com???? End-Roll: U.S. Physical Therapy – usph.com

Episode Summary In this episode, Doc Danny shares a conversation between Rainmaker coach Jaxie Meth and Mastermind member Holly Navarro. Holly walks through how she built a cash-based practice in a narrow niche (dance medicine), found her first treatment space, grew through community workshops, and scaled into hiring and a standalone clinic location. Try Claire (AI Scribe for PTs) Want to save your clinicians hours every week and increase capacity without burning them out? Start a free 7-day trial of Claire . What You'll Learn How Holly built a real practice around a "small" niche and why narrow can scale What it looked like to start while life was chaotic and still keep momentum How she landed her first space through a simple conversation and community connection Why workshops and "captured audience" events worked to drive early patient volume How to build workshop follow-up so parents actually see the offer (waivers + email drip) When it makes sense to move from a borrowed space into your own standalone location What changed when she stopped thinking small and started building for a bigger life goal Hiring lessons, including why she hired a marketer first and then brought on two PTs Key Highlights from Holly's Story Starting point: 10 years in a small private practice, built a dancer following, ran a side hustle for years, and reached a point of misalignment with leadership and direction. First space: A patient offered a gym space, which gave her a "good enough" setup to build traction without big overhead. Workshops as growth engine: Injury prevention workshops for studios, then more specific body-part workshops (ankle, turnout, etc). She charges studios for dance workshops and lets them decide whether to charge dancers. Parent follow-up system: Uses waivers to capture parent contact info, then an email drip sequence with a clear offer and reminders. Standalone clinic: Moved into a dedicated space once demand grew and the original setup capped expansion. Key lesson: don't think too small, you may outgrow a space faster than you expect. Hiring: Hired a marketer to help amplify hiring and awareness, then hired two PTs (including someone she trusted from a prior clinic). Programs: Rainmaker built the confidence and structure to start. Mastermind brought systems, hiring, and repeatable scale. Workshop Pricing Notes (From the Conversation) Dance workshops: typically charged to the studio (example shared: $400 for 90 minutes) General workshops (for building a new clinician's schedule): may be free or low-cost to increase attendance and buy-in For youth: capture parent email via waiver and follow up automatically, because flyers rarely make it home Free Resource Want a clear plan to go from part-time to full-time in your cash practice? Join the free 5-Day Challenge. Featured Guest Holly Navarro Elevation Physical Therapy (Dance Medicine) — New Jersey Follow: @elevation.physical.therapy Connect Physical Therapy Biz PT Entrepreneur Podcast