Dental Practice Heroes
Where dentists learn how to cut clinical days while increasing profits - without sacrificing patient care, cutting corners, or cranking volume. We teach you how to grow a scalable practice through communication, leadership, and effective management.
Hosted by Dr. Paul Etchison, author of two books on dental practice management, dental coach, and owner of a $6M collections group practice in the south suburbs of Chicago, we provide actionable advice for practice owners who want to intentionally create more time to enjoy their families, wealth, and deep personal fulfillment.
If you want to build a scalable practice framework that no longer stresses, drains, or relies on you for every little thing, we will teach you how and share stories of other dentists who have done it!
Dental Practice Heroes
Big Time Numbers Without Burning Out w/ Spencer Greer
The secret to higher production? Better leadership, not just more patients. In this episode, Dr. Spencer Greer shares the biggest lessons he’s learned from scaling multiple practices, optimizing production, and keeping teams motivated—even when you're leading remotely. He reflects on the mistakes he made, what he’d do differently, and how partnering with a DSO has helped him step back from ownership stress and focus on a new chapter in his career. Learn what you can do to increase production and become a better leader!
Topics discussed in this episode:
- How sales skills translate to dentistry
- Balancing leadership between multiple practices
- Why your team isn’t motivated (and how to fix it)
- Common mistakes in remote practice management
- Transitioning to DSO partnership and work-life balance
- The power of coaching and professional investment
Find out how you can work with Dr. Spencer Greer at Big Time Dental Producers!
Text us your feedback! (please note: we cannot respond through this channel))
Check out www.relevanceonlinemarketing.com if you want to get the same great marketing results as Dr. Etch. Mention DPH and get your first month FREE!
Take Control of Your Practice and Your Life
I help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams.
Join the DPH Hero Collective and get the tools, training, and support you need to transform your practice:
- Team and Doctor Training for every aspect of Practice Management
- Comprehensive Training: Boost profit, efficiency, and team engagement.
- Live Q&A Sessions: Get personalized help when you need it most.
- Supportive Community: Connect with practice owners on the same journey.
- Editable Systems & Protocols: Standardize your operations effortlessly.
Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.
Do you ever feel like your dental practice has more potential than what it's achieving? Or you struggle to get your team motivated to do those little extra things that add up to big results? Or maybe you wonder if you'll ever be able to step away without everything falling apart at the practice. Well, in this episode today, we've got Dr Spencer Greer, the big time dental producer himself. We got him back on the show and we're diving into leadership and mindset shifts that can take your practice to the next level in production and profitability. We're also going to share in his biggest mistakes and lessons learned along the way to success.
Speaker 1:Let's get to the interview. You are listening to Dental Practice Heroes, where we help you create and scale your dental practice so that you are no longer tied to the chair. I'm Dr Paul Etcheson, author of two books on dental practice management, dental coach and owner of a $6 million group practice in the suburbs of Chicago. I want to teach you how to grow and systematize your dental practice so you can spend less time practicing and more time enjoying a life that you love. Let's get started. A life that you love, let's get started.
Speaker 1:Hey, what's up? Welcome back to Dental Practice Heroes. I'm so happy that you're here with us today and I've got a very special guest because he was the guest on the number one most downloaded podcast on Dental Practice Heroes of 2024. And I just had to have him back on because it's just so much information, such a great person and brings so much value. I got Dr Spencer Greer. He owns two dental practices in Washington and he's the founder of Big Time Dental Producers and just an overall BA dentist man. What's up, spencer? How's it going, dude?
Speaker 2:I appreciate that intro.
Speaker 1:So if the listeners didn't listen to a previous episode, I think it's important if we touch on this, we don't have to spend too much time on it, but talk about your background in sales, that you know it helped you in your practice ownership journey and just what you learned and you took that into owning a dental practice.
Speaker 2:Yeah, dude, I wasn't really that great of a salesman. I was just kind of average. You know, I wasn't the worst, I wasn't the best. There were definitely people out there who were doing double, triple what I was doing, but with my sales experience, all it was was reps Just making sure that I was getting the reps in, because even though I wasn't totally succeeding it's a numbers game, right Even though you might go into your first exam as a dentist and you've recited all the things into your head and you're like I'm going to nail this, you're still going to trip all over your tongue, you're still going to make mistakes and just walk out of that exam just rolling your eyes at yourself, thinking man, I was such an idiot, why did I say that? But let's say year two, year three, you feel pretty dang good about yourself and you're just getting your stride because you've done all those reps. So that was why sales helped me so much. I think because I failed so often.
Speaker 2:I kept going for it. I would have door after door after door slammed in my face, but I knew that one out of 30 people that I knocked on the door would say yes. So I had to get through the people who said no. To get to, the people say yes. I've taken that lesson a lot into dentistry. Just because people tell me no doesn't mean that I'm going to drastically change my approach or I'm going to change exactly what I say to people or how I do things. I'm going to make small tweaks but I'm still going to stay consistent. I'm still going to be kind, I'm still going to be brief in my exams and not talk all over the place. I'm going to show empathy and I'm going to show them that professional confidence that, hey, I'm the guy who's going to take care of it. As long as I give them that nice little formula right there, I get a lot of yeses. So just got to keep on keeping on.
Speaker 1:Yeah, it's interesting. I used to sell cell phones at RadioShack and if listeners are like what the hell is RadioShack? It doesn't exist anymore, but I used to sign people up for cell phones and they would provide a lot of training from the corporate level. Much of it was very, I guess, like hard sales. It was just very aggressive and very dual alternative closes Like okay, did you want the red one or the green one? They're like oh, I didn't say I wanted either. What are you talking about? It's very salesy. But what it made me learn is that a lot of it was confidence. A lot of it was like how I was feeling when I had days where I went in there feeling really good and I was just having a good time and I was like in flow, being myself and just going through the process. I would sell more cell phones, but it's helpful to do those reps and you learn more and more and you see that there is a process to selling. So I think that's kind of what you learned as well.
Speaker 2:Yeah. So what they're teaching you, there was the option close. The option close is where you say do you want a bridge or do you want an implant? Yeah Right, because either way they have to tell you yes. It's just like I've learned from my mentor. He says it's like when we tell our kids would you like to walk to the bath or you want me to carry you to the bath. Either way, they're going to say yes to a bath. So with that, we don't have to go with the option close. That's so blatant, where it just spells out do you want A or do you want B? Basically, what they're teaching you is are you going to walk them to? Yes, because there's always a good option. There's always a good option.
Speaker 2:You have to figure out what that option is and guide them towards that, because you know that that's a good option for them. So that's the beautiful thing about dentistry is a lot of times people come in for an exam and they don't know that they need three crowns. Okay, I'm going to lead you to this destination, which is fixing these three teeth with the best product possible. Yes, it's called a crown. Yes, I have to drill in your teeth and numb you. But let's not talk about that. Let's talk about the solution and where you're going to be and how it's going to be amazing for you. So that's what they're teaching you. Like you said, confidence, but also just like get towards that yes, because that yes is right there in front of you and you just have to figure out how to navigate to it.
Speaker 1:Let's talk about your two practices. Now You've got two practices. Talk about opening the first one. When did the second one come and how did that all start?
Speaker 2:yeah. So 2017 was the first one, 2019 was the second one, and so I did go in with somebody else, but then in 2020, I became the sole owner of both of them. You know it. Just recently I decided that it was time to partner with the dso. So I'm really grateful for that great experience that I had, because I understand that it's not always great for a lot of people, but I've had a super positive experience, just like you've always shared you did. It's been great, but I really loved being the sole owner for those four years five years and it was a great experience.
Speaker 2:It took its toll on me mentally, just because of how much was entailed into owning practices and so any owner known we all know what we're getting ourselves into and it takes its toll. So finally, I decided you know what this has taken a little too much toll on my mind, and that is extracting the joy that I can bring as a dad and a husband, and I saw that as being my number one priority. So I made fantastic money being a dentist for several years, but I realized that I brought the practices to a great valuation, took some chips off the table, so now I can focus on just being a solid everything of where I am a dad, a husband, a partner with the DSO, a coach to other dentists to teach them just how to produce, like you said, big time dental producers. I'm not like you in which you give them a lot of systems, a lot of just. You are all encompassing.
Speaker 2:I'm pretty niche. It's just like hey, do you want to up your production, let's go. I can get people within three hours to increase their production by 10K a month. One guy doubled his production in a month because he attended my three-hour course. He then attended my four-week course and it's just like he keeps getting all-time highs. You, on the other hand, it's a super benefit where every time that you're talking about yours, I'm just like dude. Paul knows what he's talking about. He knows how to train the team, he about. He knows how to train the team. He knows how to teach these people how to make systems. You're all encompassing and that's awesome. So being a partner in a DSO, like I said, has allowed me to just kind of focus a little bit more on coaching, which is great.
Speaker 1:What would you say to grow your practice? If someone listens and they're like man, I really want to do that. I want to grow my practice to a high valuation. What were some things that really got your practice off the ground and got you to where you could sell it for a large sum of money?
Speaker 2:First off, you've got to have the grit to just. I mean, there's a hunger right.
Speaker 1:What kind of hunger did you feel when you were a new owner? Oh yeah, I was all in, 100%. I mean, I gave everything, yeah.
Speaker 2:How much hunger could you have for that right now? And so there's a lot of hungry docs out there. They just want it, they want to grow it so bad, and so they've got to have that hunger and they've got to have humility. Those are the one, two steps that you've got to have if you want to learn from people like you and me, because if you have a humility of you don't know everything yet, there's still a lot that you can learn from my experience, from Paul's experience. For whoever, those two things like if people are humble but not hungry, they're not going anywhere, and I guarantee you those types of people aren't listening to your podcast either if they're not hungry. People who are listening to you want more. They're looking for answers, they're looking for inspiration.
Speaker 2:Right, I was listening to a dental podcast on the way home from a basketball game about a week ago. It wasn't yours, but I am an avid listener to you, by the way. So I was listening to another one and my 11-year-old is in the car and he interrupts me the podcast and he goes. This is really interesting, this is really good, really. And so at the end he goes Dad. That guy really sounded like he knew what he was talking about. He was very interesting. He sounded like he knew what he was talking about. He was very interesting. He sounded like he had a lot of credibility.
Speaker 2:However, an 11 year old says that and I really liked that. And I said Gavin, is it weird to you that I listened to this type of stuff every single morning? He's like you do. I said, oh yeah, I want to constantly feed on these people who are just out there, who can teach me something. So, even though I have these practices, we're at a level similar to you. I think that you say that you're a six or $7 million practice. Six. We're pretty similar to you. Like, we can still learn right, we can still grow, even if it's not in a number sense Maybe it might be, but it's in a personal sense or a leadership sense. So we title this leadership. By the way, should we talk about this being a leadership podcast?
Speaker 1:I think we should, but we won't put it in the title. We want people to listen to it.
Speaker 2:Mass production is amazing and the profitability is yours.
Speaker 1:Parentheses, leadership. Let's go back to like getting a practice to this level, because I think that's what we all want to do. Is we all want to grow a practice to a level that? I mean, maybe we don't want to sell, but it's nice to have that freedom to do so and pull that trigger, if you want. What do you think like were the biggest challenges to getting? I mean, you grew these practices without you being the dentist in them. I mean, at some point you pulled yourself out. What point you pulled yourself out? What was the biggest challenge of getting to operate like a true business rather than a solo doc office with you?
Speaker 2:First off, I didn't become a dentist in order to become a non-practicing dentist. I'll just put that out there. That was not the intent. I, as a two-practice owner, knew I needed redundancy and so I thought how can I make sure that I'm not going to be a sole producer with two practices? That just doesn't make sense. There are people out there who have to do that. I didn't want that to be me, so therefore I had to make sure that each office had a full-time associate to take care of that production.
Speaker 2:The biggest struggle to getting it to this point, man, I feel like this constant level that I've got to meet every single day, and it doesn't matter how good yesterday was. Today's the new day and I've got to hit that level. I don't care if I produced $35,000 in an office yesterday. I still am not going to take today lightly. Right, that is not common among people that I talk to as dentists in my community or just among the nation or on Facebook groups. No matter how good yesterday was, today is still so crucial, and that takes consistency, that takes a constant fire. I had a really hard time detaching. I had a really hard time vacationing. Even when I go to Hawaii in a few weeks. It's only going to be for like four days because I haven't really been that person to be like you know what. Let's take 10 days and go on vacation, because I'm just constantly mindfully in the practice. Detaching from that has been really tough.
Speaker 1:All right. So you're talking about like staying motivated, staying on top of it, never accepting enough. I know that as a dental practice owner and a manager of a team. Often it's really hard to get the team to stay motivated where you're not just like burning them into the ground, they're just like, man, you're adding more production. Why is it always about production? Why are we doing this? Why are we still putting our foot on the gas? Can't we ever chill the hell out? How do you keep your team motivated? Because if you can't get your team to want to produce like that, it makes it really hard to do it.
Speaker 2:as the doctor, I get that question so much I'm motivated to produce more. How am I going to get my team to do the same? And, sadly, I have to say, maybe they're not the right team members for this new level of thinking, but there are people out there who will match that. So level them up or level them out, because eventually you'll get the level that you want, but you have to have the mindfulness that maybe these people won't work out. But don't bring your level lower in order to accommodate those who work for you. They work for you, they work for you. So therefore, we have to get them to level up with us.
Speaker 2:And Justin Short was my coach in 2020 and he loved to say like hey, on my ads, I love to say in this office, we work hard and I got to put that out there from the beginning, from the get go. So people who don't like that, people who like those lax offices where they just see one patient at a time they're not even going to apply. So set the tone right to where it's just people are going to come in with the understanding like we work hard. This is a place where I'm not going to run you crazy, but I am going to make sure that I make my day super efficient. We can make it busy without making it crazy. Don't you love when the team tells you that they're just like, wow, today is really busy, but it didn't feel crazy? Yeah, that's a great feeling. That's a great, and I've had to filter through a lot of different employees to finally get to the teams that I have in order to really make sure that that is a sentiment.
Speaker 1:Yeah, and I think it's like staying consistent, like I've noticed that working with a lot of coaching clients is that the way we show up every day becomes the normal. It becomes the culture. And when I work with a lot of clients, we're often trying to change a culture, especially when somebody comes and works with me when they just took over an acquisition and I just keep telling the same thing Be true to what you want this to be and you will find your people. And it just takes a time and it takes consistency. But be true to what you want to be. Now, talk about having two separate dental practices, because often we're talking about culture and when you're in the practice every day, it becomes very easy to project that culture to the team. But as you pull yourself out, this becomes more of a challenge. Did you experience that at all, like bouncing between two practices or just being kind of absent in some of the practices?
Speaker 2:Yeah, I learned that there's two different types of leadership when you're a multi-practice owner. There is on-site leadership and there's remote leadership. It's a real difference. You really have to learn how to be an off-site owner and an on-site owner, because everybody's going to button up everything. When you're there, they're going to walk faster, they're going to sit straighter, they're going to take less breaks, right, and so how are you going to make sure to manage from afar? It's not the same skill level and that's what I had to learn.
Speaker 2:It was really hard to own multiple practices at once, especially when I was producing full-time in one and an associate was producing full-time in the other. Definitely I was the higher producer. That's how owner doctors usually are. My team, where I was present, was bonusing higher, the culture was better, it was more consistent. I was getting less complaints. So it comes with a fine line when you own multiple practices and that's a danger that I think a lot of aspiring dentists don't understand. That they're going to get themselves into. I don't tell people not to, but it is going to be a hard thing for them to go through.
Speaker 1:Sometimes I wonder if you just have to have the lower expectations about offices that you're not going to be in all the time.
Speaker 1:And I hate having the answer be lower your expectations.
Speaker 1:But I've experienced when I pulled myself out of practice is that I would hate that when I would show up and people would be like people just they do better when you're here, they work harder when you're here. And I'm like why? Like, what am I doing? Why am I the only one that can I mean I'm not like walking around intimidating and yelling at people Like what am I doing? Why am I the only one that can I mean I'm not like walking around intimidating and yelling at people Like why do they perform better when I'm here? And I can't say that I ever figured it out, it's just I had to get them to perform good enough when I'm not there and I just accept that they're going to perform better when I'm there. But can you think about I mean, you said you learned a lot of things Does anything come to mind as a specific situation where maybe you feel like you didn't handle it the greatest and you might have handled it differently, knowing what you know now management wise, as you turned over the team?
Speaker 2:Wow, great question. I will say first, before answering that question, I did lower my expectations at the time. I was just like you. I just think, huh, I think I just need to have a lower expectation, I need to have a lower threshold of what is not going to twist my stomach on that office versus this office, and that helped my sanity. But at the same time, you just got to understand you're not going to be at two places at once. So just be realistic. Be realistic. Yeah, I can think of a situation that I made a mistake.
Speaker 2:So on my practice management software, I logged into both offices and at the office that I was absent I saw something of concern. I'm like ooh, red flag, and I wrote a note on the schedule. Hey, dr Spencer Greer is going to say this that it was kind of like a encouragement, but you can never control the tone of written word. And after I did that a few times it really rubbed people the wrong way Really, because I was just like well, you know the feeling of he's not here, he doesn't know what's really going on, he doesn't know what the patient interactions are like, he doesn't know what the no-shows look like. Like maybe I'll say like hey guys, we're only scheduled at 8,000. You can do it, let's push, let's get that 12 or whatever it was.
Speaker 2:That could come across as just out of touch. This guy, he loves his other office more, that's why he's over there. He doesn't really get it. So that was a big mistake that I learned that I'm not doing anymore. Now, if I'm gone and I see a great day, I put a note on there. I'm just like oh my gosh, you guys are so amazing with blank, way too many exclamation points. I will do that, but that's all, nothing less positive than that.
Speaker 1:Was it the content or was it just the mode of communication that was problematic there?
Speaker 2:The mode of communication. That was problematic. So my friend is a is kind of a lead getter for an attorney here in town and he goes around to chiropractors to find people who have had car accidents and so he wants to get as many leads for this attorney as possible for for their car insurance. So he sent us a screenshot of this attorney boss's text that he sent all the reps. He goes hey guys, we just had an all-time high 267 for the month. Today's the 30th. Let's see what we can do to hit 300. And I got so pissed off. You know why? It's because that came out of nowhere. The number 300 was so arbitrary. So be cautious in how you're pushing people, because what's incentivizing you? What does this guy want to do? He wants his P&L to be awesome, to look great. He wants his accountant to see how good it is. He wants everybody in his network to know like, oh my gosh, we're hitting all-time highs. Look at these numbers. Nobody's going to benefit. Who are actually doing the work?
Speaker 1:Yeah, it's like we want to give that encouragement, we want to be. I mean we want to see our team win. I mean we want everyone to win. But I've noticed when people take things the wrong way, it's often because they think there's a different motivation of intent behind it. Like you are being there saying, hey guys, you're doing great, I know we can pull this off and we can hit goal. Saying, hey guys, you're doing great, I know we can pull this off and we can hit goal. And the team's probably reading that, saying like he's not here, he just wants more money, he just wants us to hit goal to make a money. And you're there saying I want to encourage my team because I believe in them. So it's like does the intent come off? And that's what I always tell people especially. I've had a number of coaching clients like send texts, deal with difficult conversations via email and text. I'm like, dude, you have got to pick up the phone and talk in person, you're going to lose the intent.
Speaker 2:Right. I mean, paul, as you were talking and you're saying, does the intent come across as right? Most of the time, paul, we do want more money. That is our intent, right? True? So therefore, we have to be cautious.
Speaker 2:Even if my intention is good, my intention still comes from my own personal goals of wanting high financial metrics hit. So how do I deliver that? How do I deliver that message? And it's a fine line, and I think a lot of people are doing it wrong and they're learning the hard way and we're going to experience turnover, we're going to experience trauma, you know, like just drama with the team. So the way that we lead really needs to be purified in us in order for us to hit our goal. I don't talk about production a lot with all of the team members. I do with the head of scheduling, who feels that ownership of production, but I don't get in front of the whole team and be like all right, guys, we're going to hit 20K today. That doesn't rub wrong with certain people. So people just need to be cautious in how they do that if they're really production driven.
Speaker 1:Yeah, great advice, man. Now you mentioned part of this DSO partnership led from some things. I don't want to say personal things, but like life-work balance. Where you were, you know five kids and where you were at your life, did you find that it was a struggle to balance life and work with two practices, and what did you learn through that and how have you improved?
Speaker 2:Dude, I had so much time with my family I don't want to take that away. I was home at a good time. I worked four days a week. A lot of the time my mental energy was not present though, so even though my physical presence was there, I really struggled with the fact that I was not mentally, emotionally present. Anytime my phone would buzz, I would look at it. What if it's urgent? What if somebody needs urgent? What if somebody needs something? What if something is wrong with their paycheck? I was always in that mode. They could text me at 11 o'clock at night. First thing I would do is check my Slack messages, check my email. I got in such a bad habit, paul, to where my alarm would go off. Such a bad habit, paul, to where my alarm would go off. Tell me if you relate with this. I would pick up my phone. First thing I would do, open email. Second thing I would do is a quick scroll through to see if there are any resignations. How unhealthy is that?
Speaker 1:I've never done that, but I've had, like, anytime somebody's like I got to talk to you, I'm like oh God, here comes a resignation. Yeah, I think.
Speaker 2:I had gone through enough trauma. You know, it just takes a couple of times for it to be like, oh crap, okay, I'm good, yeah. And then the next morning, groundhog Day, oh crap, okay, I'm good. And then I would slowly go through the emails, emails. But that just showed how business ownership just kind of possessed me a little bit. You've really got to start with the end in mind. Okay, what am I building? Who do I want to be?
Speaker 2:When it hits the point that I want it and my kids were starting to get acne and armpit hair, and so I said, hey, the time has kind of come to where I need to be more present before they leave the house. So therefore I decided you know, I think that I've made enough money in the dental practice. I can continue to make money elsewhere, I can continue to make money as a partner, but I want to give a lot of this stress to somebody else who wants the stress. So therefore, it was a great time for me. I was 41 when I partnered and I feel like it's my first retirement in my life and I'm super excited about it.
Speaker 1:Yeah, that's awesome man. Congratulations for that too. It's so cool. What this reminds me of is I've never looked for resignations, but I so relate to that because I was looking for similar things and I remember one time it was like a Monday morning I woke up, I went to go use the washroom and I came back and my wife goes how are you? And I go, I can't wait. It's Monday morning, can't wait to see what's going to piss me off today. And she goes oh, what happened? And I'm like, oh nothing, I didn't even open my phone yet, but I'm sure something's there. So yeah, I could totally all have that. You know that it's almost like this cynicism or just negativity that just creeps in, and I think it comes from success. But I still see it in people that don't have big bustling practices as well. I think it's just practice ownership.
Speaker 2:Yeah, and you know you do have people who are listening to this podcast, who want big bustling practice, and so to them here's what I say Remember, every seven years it's proven that we kind of have major shifts of who we are, our identity, our faith, our viewpoints. You know just, there's always major shifts every seven years. So if you are in that mode of just go, go, go make hay while the sun's shining, do it, go for it. Plan for the time that it doesn't feel that way anymore. What are you going to build towards? Right, it's those little nags that we've gotten over our careers, paul, of those emails or of the text or the comments where they say, hey, can I talk to you for a second? It's been that constant poke, boom, boom, boom, constantly hitting us that finally we have a breaking point. So, people who are cranking so hard, just remember that's also one of those things where you're going to have a breaking point. Plan for the future of what you want this to build towards. Don't make this a hamster wheel to where it's just like every day is the same. I have my goal it's 10,000 a day, whatever it is. 18,000 a day, whatever it is 18,000 a day, whatever it is. At one point you're going to be sick of that goal. At one point you're going to be sick of producing for a goal. So where are you building towards? That's my advice for today.
Speaker 2:I think that your podcast is so great because everybody that I listen to is a go-getter. Everybody that I listen to is either doing something big or wants to do something big, and that's why this podcast is super special. If I can say really quick, I met this dentist who was mentoring me and I thought he was so special dude. I thought he had everything going. I'm like man, I am so lucky that I get to learn from him. Then I bought your book, dental Practice Hero, and as I listened to it I go oh my gosh, he learned everything from Paul's book. Everything is in here, I kid you not. I learned pearl after pearl after pearl, and it was all from your book.
Speaker 2:So you have a wealth of knowledge and people can just pay a couple bucks to have access to it, which is amazing. But are they hungry and are they humble and are they willing to execute? You have to put money where your mouth is. You have to get people to keep you accountable, right? That's the most powerful thing is when you hold your people accountable. Who are in your coaching program, paul. They grow so much faster. Yeah, right. But for those who have visions of doing something really big, how do you see that practice serving you? And where do you see yourself? Because you've got to make sure that you can keep transitioning into different roles until you hit that peak role, like with what you're doing with real estate and coaching, right. Do you see that as kind of being your optimal position of where you want your career to be? I think so.
Speaker 1:Yeah, it's like you mentioned, dude. I love watching my clients just kill it. It's like almost like vicariously living through them to some extent, but it's fun to watch things grow and a little bit goes a long way. You know what I mean. It's like just a little bit of knowledge, a little bit of implementation and people see a huge difference.
Speaker 2:Massive, massive difference, and even though the price point might sound like a lot in comparison, it is just completely dwarfed. It is so in the shadows. I mean think about people who take an implant CE and then go on placing implants for the rest of their life Same thing. So I really applaud what you're doing, paul. You've been a great example for me of how I've gotten into this mentoring coaching realm in my own life. It's turned into something super fulfilling for both of us. You know, growing the practice has been really great proof, and then showing how it can be done just through associates now is even further proof.
Speaker 1:I love that man. Thank you so much for that about sharing that story as well. Last thing, talk about your program Big Time Dental Producers. I love the name and I love what you're doing. I sent my associate to it. She was awesome we had. She increased her production daily. I mean, she was sitting there and it changed the way that she approached her day.
Speaker 2:Yeah, we don't know what the potential is unless we put ourselves out there Every day in the practice. It's just us, we're the big dog. There's an emergency, get doctor. There's something that needs to be done, get doctor. It's not until we put ourselves into a bigger situation that we can understand. Oh, I just thought that doing $60,000 a month was normal. I didn't know that people were doing $300,000 a month. So putting yourself out there and seeing what your potential is, that's step.
Speaker 2:Number one is showing people what they're truly capable of, because they've just gotten used to what is their norm. So I teach people kind of where they can go. I teach people how to actually increase each procedure that they're used to doing. I give them the confidence of how easy it can be to do some new procedures that they're not quite doing yet. It's amazing how many people just aren't doing some really basic things, that they are just giving that money to specialists left and right Crazy. And so it's just learning the basics of those things, making sure that people understand how to manage the flow of their practice, manage the flow of having, like, a higher production level.
Speaker 2:My production goal used to be $9,000 a day. I thought that was ambitious. Now in each office it's $15,000 for one associate, $18,000 for the other associate. They consistently hit those, and so where can we go from there? And that's what I show people how to do, that I do mentoring and coaching through all sorts of different methods. If people want to see the different methods, it's on bigtimedentistcom. Why did I name it that? Because when I'm in the office I want to be big time. I want my production numbers to be big time, and so anybody who learns from me, I want them to hit big time numbers. It kind of is a name that makes me laugh, but it's actually something that I think is legitimate for people who take my course. They laugh at it after the fact. They're like dude, I am doing big time numbers now I'm like absolutely so. It's a very simple way of committing to just a few sessions or ongoing sessions. It's very flexible. So I love how it's helped a lot of ambitious docs to get to their next level.
Speaker 1:Awesome man. Well, dude, thank you so much. I love when you come on here. We got to do it again. I love interviewing you. It's just such a wealth of knowledge and I love the way you reflect on your experience. I think that's so helpful to share, and more people need to be more vulnerable and share that sort of stuff. So, ladies and gentlemen, spencer Greer, thanks so much, man, thanks bro.
