Categories
Podcast

Implementing A Better Way: Working To Improve And Change Lives With Dr. Scot Gray

BYW S4 1 | Change Lives

 

Dr. Scot Gray knows that there is always a better way. Ever since he opened his own chiropractic practice, he has always worked towards finding ways to impact the lives of others, to make their lives better. Dr. Gray focuses on training people smarter than him so they can deliver services that impact others.

Join Dr. Gray as he is interviewed by our host, Dr. Gary Sanchez. They talk about how Dr. Gray got his start in the practice and how he learned to take risks and let go of the reins of his business so he can do what he loves: helping others.

Love the show? Subscribe, rate, review, and share! https://whyinstitute.com/

See acast.com/privacy for privacy and opt-out information.

Watch the episode here:

Listen to the podcast here:

Implementing A Better Way: Working To Improve And Change Lives With Dr. Scot Gray

Welcome to Beyond your Why. We go beyond just talking about your why and helping you discover and then live your why. Every week we talk about one of the nine whys, and then we bring on somebody with that why so you can see how their why has played out in their life. We’re going to be talking about the why of a better way.

If this is your why, then you are the ultimate innovator and you are constantly seeking better ways to do everything. You find yourself wanting to improve virtually anything by finding a way to make it better. You also desire to share your improvement with the world. You constantly ask yourself questions like, “What if we tried this differently? What if we did this another way? How can we make this better?” You contribute to the world with better processes and systems while operating under the motto, “I’m often pleased, but never satisfied.” You’re excellent at associating, which means taking things from one area or business and applying them to another always with the ultimate goal of improving something.

I’ve got a great guest for you. His name is Dr. Scot Gray. He is the father of two wonderful girls and husband to his beautiful bride, Jen. Dr. Scot is a serial entrepreneur and author. He has been featured on ABC, NBC, Lifetime Network, and other television shows. He built and sold a successful chiropractic practice, the Ohio Neck and Back Pain Relief centers in Marion, Ohio. Dr. Gray owns several medical offices in Ohio and Florida, a physician referral network called Konnect Relief, and has helped many doctors. Dr. Scot focuses on building teams of people smarter than him to run and deliver services in these businesses in order to change the millions of lives of patients and doctors. Dr. Scot, welcome to the show.

Thanks, Gary. Great to be on here with you. Good to see you.

This is going to be a lot of fun because there’s a lot more to you than that short bio. You and I are in a mastermind group together. I’ve gotten to know you there, but I’m anxious for the rest of our audience to get to know you. Take us back to where were you born and where’d you grow up? How the heck did you get into chiropractic?

I’m originally from Columbus, Ohio. Born and raised right in the middle of the state there. I’m a Buckeye fan, just like most folks there in Columbus. Honestly, the chiropractic thing was interesting. I knew from a young age that I always wanted to help people. I wanted to get into some type of medicine or be a doctor in some way. I didn’t know anything about chiropractic for years.

In high school, I started talking with one of my family friends. One of the friends that my parents went to high school with was a chiropractor and I started talking to him. I got in a car accident, of all things. I was going to school one morning, and I was on the highway, and I got rear-ended at about 55 miles an hour. I was sitting at a dead stop, so it basically destroyed my neck and my back.

Where did I go? My mom told me to go to a chiropractor. I literally had never been before. Dr. Glenn Ives over there in Dublin, Ohio was another big influence on me saying, “Scot, the way a chiropractor does things is a little bit different. We’re looking at the cause. We don’t like to cover things up with medicine or ‘That thing is fine.’ We look at the person holistically. Everything that’s going on, and look at how we can help that person improve.” I just love that model better. That spoke to me and connected with me. I’m a big believer of the power that made the bodies, the power that heals the body. When I started learning about it, it just connected and off to the races I went. That’s how I got into chiropractic.

Chiropractic school and building your chiropractic practice was not an easy thing for you. Is that right? It wasn’t like, “Everything was paid for. Everything was simple. You just fell right into a beautiful practice, and it was all roses from there.” Your story was a little different.

It was a little rockier than that. I was that typical kid coming out of school with a lot of loans, a lot of debt, and nothing to my name. My parents didn’t have money to open a practice or even help us through school and that type of thing. I had to how to figure out how to do it on my own. I went through school with my brother. My brother is also a chiropractor. We were together for years, literally every single day. Luckily, we get along pretty good, so that worked out well.

BYW S4 1 | Change Lives
Change Lives: In school, you get all the clinical stuff. You learn how to diagnose, how to treat, and all that, but running the business and how to get your name out there and share what you do with the world? You don’t learn any of that.

 

What happened was, after chiropractic school, I went to a program where you would call it an apprenticeship, a preceptorship, where I worked with another doctor. He showed me the ropes of how to run a business and how to see patients and all that stuff that you don’t learn in school. In school, you get all the clinical stuff, how to diagnose, how to treat, how to do all that, but running the business, how to get your name out there, and share what you do with the world, you don’t learn any of that.

I went with this group. What he decided to do is, he said, “Scot, we’ll do this program. When you’re ready to go, we will find a spot and I’ll help pay for your way to open your practice.” I go through all this. We go through the program. I’m getting ready to get my own place. I literally have a contract in hand in the new place. We’re going to sign on this thing and we’re going to open this practice.

He’s going to help me, and then I would pay him back over time. What happened though, was his business went bankrupt, and all their investors pulled out. Everything disappeared overnight. It went from, “I had a weekly paycheck. I was going to open a practice. Scot, there’s no money. You literally have no income. You got to figure out how to do it from here.”

My brother and I went through school together. We had decided, “We’ll open our practice. It is separate. Let’s not mix business and family.” When this happened, he was also in that program. He was in the same boat as myself. We decided, “Let’s figure out how to do this together.” It’s the only way. We both have a lot of debt. We didn’t want to work for somebody. We knew we wanted to have our place. We’re bound and determined to figure this thing out.

February of 2004 was when we were dropped from this program. We went from bank to bank. I was 24 at the time. My brother was 26, 27. A couple of twenty-year-old kids going in and asking for a bunch of money with a ton of debt. Most banks just laughed us out of the establishment, but we kept going. We’re trying to find out how to do it. It’s crazy. We did everything from. I would watch his kids while they would go and work nights just so we could pay the bills.

We lived together. It was my brother, his wife, two girls, two dogs, and myself in a two-bedroom apartment. That’s how we started. We did that for probably at least a year where I would watch the girls at night and on the weekends, they would go to work. We would do other things just to make money on the side so that we could get this thing going and profitable. What happened was, we ended up finding a chiropractor that wanted to move and start a practice and do something somewhere else.

We’re able to come in and secure a loan with a company from a small local bank for $50,000, enough to get us started to pay for payroll for the first few months. That was in June of 2004 that we got that started. From February through June, we were scared. We had no income again. We’re doing side jobs, and then, even after we started the practice, we still did those side jobs because the practice did not pay us enough to get the thing going. It was a struggle. We had our ups and downs.

By 2008, my brother decided to go off and do something else. He wanted to do a nerve conduction test, EMG, NCV, these different tests that were more neurology-related things. He went and got more education and went to do that. He still does some of that stuff to this day. I ended up buying him out of the practice and took it from there and went a different direction.

For the people that can’t see you, and even those who can, how tall is your brother?

Seth is 6’4”.

You need to make yourself redundant in your business so that you're not needed. Click To Tweet

How tall are you?

6’6”.

Seth is a 6’4”. You’re 6’6”. A wife, two little girls, and two dogs?

It was crazy. It was a wild place. You got to do what you got to do. We wanted to make it work. Rather than get a comfy job where we knew we could pay the bills, we wanted to take that risk to be able to have a bigger ceiling, an opportunity to help people and create change.

You now own this practice by yourself. What was it like when you bought it? How long did you own it? What happened? Take us on that journey with you.

It was an interesting time when I bought the practice in May of 2008 because I was just getting over an injury. I had a bad cough for several months and I pulled a rib away from my sternum. I couldn’t adjust for about 8 or 9 months. What happened is, the patient visits started going down. The business was suffering. I ended up buying it from my brother, and we’re seeing about 110 patients a week. I went nuts. I started to realize like, “I got to get out there, and I got to meet people. I got to go out and share what we’re doing.”

I was totally focused on the practice, focused with my team on growing this thing. We tripled the size of the practice within about twelve weeks after I bought the practice. A lot of that, when it’s painful, and you’re scared and worried, you go out and you do everything you possibly can. That’s what I was doing. We did that and created a successful practice, and then I started hiring associate doctors to work with me so I could grow it even more and start focusing on running the practice the way that it should be.

Running a practice takes a lot of time in and of itself, on top of the time you’re spending with patients. That allowed me to focus more on that. Eventually, we got two associates in there. I was out of practice. They were doing all the adjusting and I was just working on growing it and doing everything we could to help more people.

How long did that take you to go from buying it to then just running it?

May 2008 is when I bought it. I had this epiphany. I’ve got a mentor by a guy named Vinnie Fisher. He said something to me in October of 2015. This is seven years later. He said, “Scot, you’re never going to grow your business and affect the number of people you want to affect if you keep adjusting patients.” I realized that if I want to help more people, I have to stop seeing patients.

BYW S4 1 | Change Lives
Change Lives: My mentor told me, “Scot, you’re never going to grow your business and affect the number of people you want to affect if you keep adjusting patients.”

 

It was this weird idea that didn’t make any sense to me at first, and then I’m like, “That’s it.” I went back from that meeting that I had with Vinnie, and I told my staff that I’m done seeing patients. I’m going to work on growing the practice and helping more people. It took me a little bit of time, a couple of months. It was December 17th of 2015 that was the last time I saw a patient in the chiropractic office. It took me 7.5 years to get there. It worked out. My associate was with me for six years already.

I had a great guy working with me. He still runs the Ohio offices that we have. He’s just an awesome guy, that I love to be a business partner with, and does a great job. I worked hard to train him and get him to where he could just run it on his own. The beautiful thing that that did is I was able to move on to the next phase of my life and sell the practice. That was in 2017. This was about 1.5 years later. One of the things that the bank loved about it is that I had not seen a patient for 1.5 years. Nothing was going to change.

Gary, you know that with the mastermind that we’re in, one of the things that they always talk about is like you need to make yourself redundant in your business so that you’re not needed. That was one of the biggest things that helped me there to be able to do that and move that along to him. Also, it’s better for the practice because nothing changes and it’s just smooth sailing. It was that seven years. It’s funny. I have thought about it, but I never thought I would get there. I didn’t know how I would get there.

It was just certain things like that with Vinnie speaking that to me, and then it was our mentor, Randy. I had a bad day, a stressful day at the office. He asked me, “Scot, are you happy right now? Do you want to keep the office or should you move on to what you want to do?” That was that word to me of, “I need to focus on what I love, what I want to do to be able to help more people.” It’s created an amazing amount of freedom in my life.

I went through this same thing. If I’m a doctor, or a lawyer or a chiropractor reading this and I want to do the same thing, how did you do it? I understand the concept. I understand what you’re saying, but what did you do to go from being the producer to being the promoter? From being the one who does everything to one that builds everything? How did you change that?

I started to phase myself out. The first thing you have to do is get good people and train them. Spend time with them. I would train my team at least an hour a week. Different little things every single day. I went through so much stuff with Dr. Dave, who took over my practice. We would read books with them. We would go through different mindset things. We would talk about case studies with patients. We spent a lot of time. I put a lot of time into my team and the training into how you do something. You’re always training on, “How could you do this better than me?” because that’s what you always want to find.

I interviewed one of the founders of Pixar. That’s what they said the secret to their success was. It was just hiring the smartest people that were smarter than them even when it was scary that they might take their job or be better. That was the key. Find people that are better, who can do things better than you, and train them up, and you’ll see them surpass you.

One of the things with chiropractic, especially, maybe the same in dentistry, I don’t know, is that when someone sees you, maybe you’re the first person to treat them, adjust them, or meet them, they get used to you. What I wanted to do as fast as possible is have that first encounter to be with Dr. Dave and not me, so that they like being with Dr. Dave and not with me. That was one of the biggest shifts.

When I was able to get to where he would see all the new patients and start with everyone, I’m the odd guy out coming in if he’s out of town or whatever. It used to be, “All I want to see is Dr. Scot.” Now, it’s “I want to see Dr. Dave.” I would deal with that, but that was one of the biggest things. It’s the expectations, too that you have. I would get this question a lot. They would say, “Scot, how do you get your doctors who work for you to do so much?” It blew my mind that I don’t understand how they, “You don’t have them do a lot. You’ve hired them, you should be training them and giving them the most experience you can.”

A lot of docs will do this. They’ll say, “You’re with me for 2 or 3 years in this contract. You better not go out, try to start a practice, and take my patients.” They tried to put the handcuffs on them. I did the complete opposite. I said, “I’m going to teach you how to have a great practice. I’m going to teach you everything you need to know. If you want to go open up a practice somewhere and have your practice, awesome. Go do it.”

Everyone says they're too busy to train others, but the problem is you'll always be busy if you don't train them. That's the reality. Click To Tweet

My thought process was if he wants to leave, he’s going to leave. Why would I want to keep somebody there that doesn’t want to be there? That’s a toxic thing. I just said, “If you want to take this out and do it on your own, go ahead and do it.” The biggest thing was training, letting them have the freedom to want to learn, to want to do good, almost planning to have their own practice because if they don’t plan for that, they’re not going to try to achieve it.

I said, “If you want to achieve it, you’re going to have to work your butt off just like any of us who own a practice.” Having then the faith to hand that person off to them and trust that they’re going to do a great job with them because that’s the hardest thing. Vinnie told me, “One of the things you have to be okay with is that sometimes you have to be okay with the 70% version of yourself because no one’s going to treat your business the same way you do. It’s always going to be your baby. You’re going to have to be okay with maybe they don’t do quite as good.” What I found is that if you train the right people in there, a lot of times, they can do better.

It seems like most of us bypass that training part. Both of them, the training and the freedom.

Everyone says they’re too busy to train them, but It’s like the promise, you’ll always be busy if you don’t train them. That’s the reality.

How was that on your ego because you went from, “The guy. Everybody wants to see you. Now they want to see Dr. Dave?” How did you handle that, “I went to school. This is my place. This is my thing?” Now, it’s more, “I want to see Dr. Dave.” Was that tough on you or was that just an easy transition?

It was an easy transition. I don’t have an, “I need to be the guy.” Honestly, it’s funny, because I promoted the practice that way. I did a lot of videos. You could YouTube me and see that I’ve done a lot of videos. I’ve done a lot of TV stuff. I’ve written books, and it was always about, “Dr. Scot comes to,” and honestly, to get out of the limelight was awesome to me. I’m more of an introvert. I forgot if it’s Randy who says the situational extrovert. I’m that situational extrovert where, what I need to be, I can be extroverted.

Most times, if you were to leave me to my own devices, I’ll just sit over in the corner and be quiet, and I’ll be completely happy and content. In our group, I’m not the most talkative guy. I’m way more of an introvert than most people. The ego thing was nothing. I’m always focused on results. I want to have the best practice. I want to have the best team. I will have the best results. Whatever that looks like, that’s what I want to do. I don’t think that I have to be in the center of that for that to happen.

I feel like my superpower is more of having the vision of where we can go, and creating a better way. That’s what I’m always thinking of like, “How can we simplify this? How can we make this better? How can it be a better experience for the patient? How can it be a better outcome for the patient?” I’m always trying to think of that stuff.

When I’ve got all the providers treating the patients, I can be back doing what I’m best at, what I love, and have a fun time, too. I was going through pain management literature just to see if there’s something that we could add or tweak that would be beneficial to our patients. How can we make it simpler? How can we make it better and more effective?

I’m thinking, “We’re working on the system that we have to connect people with doctors across the country to get pain relief and other relief that they need.” I’m that guy. I’m totally happy being behind the scenes doing that stuff. I just like to see the results that patients get and the jobs we can provide all that stuff. That’s the more fulfilling part for me.

BYW S4 1 | Change Lives
Change Lives: One of the things you have to be okay with is that sometimes, you have to be okay with the 70% version of yourself because no one’s going to treat your business the same way you do.

 

You had one practice. You were running that instead of being the doctor in it, and then how did you grow from there? Take us on your journey through that to where you are now.

This was not planned at all. What happened was, I sold my chiropractic practice in 2017. I had another practice that was doing regenerative medicine in Ohio. I was just behind-the-scenes vision, had a great operating team, great medical doctor and nurse practitioners. They’re running the whole show. I didn’t even have to show up. I was just doing the things in the background that I needed to do so that we had great company and things are moving along well.

Scot, for those that don’t know, what is regenerative medicine?

Regenerative medicine got big when people started talking about stem cell therapy. With the way the FDA is changing things, we don’t do stem cell therapy in the US anymore. There are great people that we can connect you with within other countries like Mexico that do stem cell therapy. This is using stem cells from, sometimes, your own body. Sometimes they use them from an umbilical cord. A mother will donate the umbilical cord.

Basically, there are two things they’re going to do with it. Either they can donate it or it’s going to go in the trash. What’s going to happen is they can donate it and obviously, goes through all kinds of testing and sterility to make sure it’s clean, good and usable. After all that, they can take those stem cells, those Day 0 cells, that are just amazing.

What they can do for the body is they can release all these cytokines and growth factors and things that help regenerate tissue in the body. There’s this amazing regenerative function in the body, and people see amazing results. When we first started doing it, stem cells in the US were becoming a bigger thing. We’re part of that movement. What that changes now, we can use tissue allografts to where we can help people. We can use tissue that has stem cells in it, but we’re not doing stem cell therapy in the US anymore.

Our offices are based more on insurance-based things like hyaluronic acid, PT, and different things like that. There’s still is a regenerative medicine aspect that we can do but it’s not the old stem cell therapy that we love so much. We still send people down to folks in Mexico that have great programs. Regenerative medicine has just been great.

I’m skipping around here a little bit because I got to be careful. I don’t want to make claims and things and act like it does more than what it does. We want to be careful how we talk about it. You can look up studies from all around the world and what it does, and how it helps people. In other countries, they’re treating things like rheumatoid arthritis, Alzheimer’s, lupus. They treat all kinds of crazy stuff down there because they can do things differently than we do in the US. Here, we focus on helping people with joint pain, back pain, knee pain, those types of things. Regenerative medicine is an amazing thing. I wish we could do more of it in the US, but things have changed.

I know you’re dancing around it. I don’t know if I can ask you this question or not. Why has it changed so much? I know a few years back, it was okay to do “stem cell therapy” and suddenly, it’s not okay to say that you do stem cell therapy. Why the change? Is that something you can talk about?

I feel like a lot of it is abuse by doctors that go out there and said, “This thing was a silver magic bullet that was going to heal everything in your body.” There are crazy people out there, doing crazy stuff with it, saying stupid things, so the FDA has to come in and regulate it and say, “We got to talk about what we can and can’t say here.”

Marketing and advertising are really just psychology and math. It's understanding people. Click To Tweet

Even when people say stem cell therapy, there’s way more to this than just stem cells. They’re saying, like, “You are talking about it wrong. You’re making claims that aren’t true. We don’t have double-blind studies.” The FDA basically gave us a window and said, “We can test this out and see how it works, but at the end of that, we’re going to have to come in and set up regulations around this as to how we can use it, what’s being said, and what products you can use.”

They came out on May 31st of 2021 and changed things up. They said, “This is what you can say. This is what you can’t say. This is what you can do. This is what you can’t do,” and no one was talking about the risks involved in it. Anytime you get a surgery, anytime you get any procedure, any injection, there’s a consent form. We did that all along.

There are bad players out there. There’s always going to be players like that in the market where FDA had to come in and say something to do something. Unfortunately, it hurts a lot of other people that were doing it right and had good processes down. One interesting thing about that, though, is that what we did here, we can manipulate the cells. What we mean by that is you may have been able to get like 10 million, 20 million stem cells here. In Mexico, they can expand those out to 100 million, 200 million cells.

What you’re able to do in those other countries is even better than what we were able to do here. It may not even be a bad thing. We just love being able to do it. We love helping people. We never made claims. We always told people, “This is experimental. There are no double-blind studies, and there are risks involved with it.” We went through the consent form and we did those things. Like anything, there’s always going to be people that blow it up to say it’s stuff that it’s not and it creates a problem and then regulation has to come in.

You went from one chiropractic office to multiple chiropractic offices, and then to multiple regenerative practices. Is that the path?

I have the chiro office, and then I had the regenerative office at the same time, so just those two. I then sold a chiropractic practice and had the regenerative practice. At that point, it was basically running on its own. I didn’t have to be there all the time. I had the opportunity where I could come back and be there every once in a while, do stuff on Zoom, and all that before everything was really big on Zoom.

My wife and I decided we wanted to move to Florida. We moved to Florida on a whim. We said, “Our girls are young enough. Let’s do it before school. Let’s see if we love it.” We’ve been talking about moving to Florida for 3 to 5 years. We just love it down here. That’s where I am. I’ve said, “I could do some regenerative medicine down here. Let’s see who I can team up with and build a team down here because I didn’t want to just sit around and not do anything.”

I obviously was working with the team in Ohio. I was like, “I could do it here at the same time.” I met with a doctor down here and said, “Can I rent space from you? We could do something together.” Long story short, we ended up partnering together. We have six offices down here and building that out. What started as regenerative medicine is something totally different now. It’s changed through the changes that we had to make but that came out of nowhere. I wasn’t even planning it.

It was a great opportunity to work together and help more people. I bring my assistant down here and do what we do so well. Once we got that going, then in Ohio, they said, “Let’s do some more offices here.” We’re opening our fourth office in Ohio. That’s how it happened. We have great teams that love to do this. They love what we’re doing. They love the mission. We just keep expanding and working to help more and more people.

One of your specialties that I know of is marketing. You have learned from some of the best and you’ve implemented many of the things they share with you. You’ve taught me a lot of stuff. How did you become proficient in marketing?

BYW S4 1 | Change Lives
How to Win Friends & Influence People

When I first started, I realized, “These patients are not knocking down my door to come and get adjusted.” It was a rocky start. I started reading. It was out of necessity. It was, “How do I do this?” I bought a program from this guy named Ben Altadonna. He was big in helping chiropractors learn how to share the message of their office. I started doing some of what they call direct response marketing of sending stuff out, sharing what we can do, and having people respond and find people that need us that we can help.

I just loved it because one of the big things why I went to Louisville, Kentucky, is it’s where I did that program, my preceptorship, my apprenticeship. I’m an introvert, so I started reading a ton of books on communication because I didn’t know how to start a conversation with people. I’m not like the life-of-the-party guy to be able to just strike up a conversation with everyone. I got to learn how to do this. I got to learn how to talk to people. I’m trying to think around here. I still have it. I have this old program called How to Start a Conversation in 90 Seconds or Less. It’s like this little audio thing. They’re trying to learn how to talk to people.

I started loving the whole concept of communication, which is what I feel marketing and advertising is, is how do I communicate with people on a super high level to help them understand what we do and how we can help them and understand them, what they’re dealing with and what frustrations they have. I just fell in love with it.

I’ve got hundreds of books. I’ve probably spent over $1 million just in courses, going to seminars, being in masterminds, and learning from the best people in the world how to do marketing. When I say marketing, I feel like it’s communication with people and it’s being able to create a community and get the message out that helps more people.

What is the best book you’ve read? If you were going to tell the audience one book they just can’t miss they got to read it on marketing, what would that book be? What’s had the biggest impact on you?

If I take it back to communication, probably the most profound book to me was just the old classic, How to Win Friends & Influence People. That one changed my understanding of how to talk to people. Before that, I just didn’t know what to do. If I could cheat and give a couple more, I would say, The Ultimate Sales Machine by Chet Holmes was one of the best books I’ve ever read on how to run a business. That includes marketing and advertising.

One of the things that people have said is that marketing and advertising are just psychology and math. It’s understanding people and then it’s making the math work to where, “If I spend this much on marketing, I’m not going to go bankrupt. I’m going to make money on it,” because you can’t just keep spending money if you’re not getting any money back in the business. Those are the two big things.

The reason I say that is because one of my favorite books is the Influence: The Psychology of Persuasion by Robert Cialdini. That book was, you talk to any marketer, it’s just understanding basic concepts of human psychology. I was such a novice to this. Those early books were huge to me, and to some people, it may be simple concepts, but to me, it was earth-shattering.

You recommended a book to me that we’re utilizing quite a bit called The Conversion Code.

By Chris Smith. That was good for understanding the psychology of, nowadays, a lot of people are doing online advertising. This is from the guy that was probably the most successful with my understanding. He worked for Quicken Loans. His job was to handling incoming leads off of Facebook to Quicken Loans. He goes through what it takes to connect with an online lead and how to handle that, and understand the psychology of that.

It’s different from someone that read a newsletter or saw you on an infomercial. Understanding where people are when they come in, and raise their hand and say, “I’m interested in what you’re doing,” the way you speak with them, what you say to them, and how fast you respond to them. There’s a lot of things that go into it that a lot of people just don’t understand. It’s like simple concepts. You just got to know it. You got to read about it. You got to learn it, and then you got to implement it.

There is a better way to fix your pain. There is a better way to get relief. There's a better way to be healthy. Click To Tweet

I could read The Conversion Code and say, “That was a great book,” and then go read another book. I’m notorious for I outlined books when I read them. I read a book with the intention to implement everything that I read in that book. That makes sense to the business. When I read The Conversion Code, I literally have a whole presentation that I gave to my team. “This is how you use it.” One of the things I do also is I used to hold quarterly seminars, and I would train doctors on how to run their practice in business. I would take these and put them into presentations and transform them.

You talked about a better way to take something from somewhere and puts it somewhere else. I do that all the time. I take this concept from Quicken Loans. How do we do that in medical practice? Anyone that ever sees anything that I’ve done will find out quickly that I’m a huge Disney fanatic. Gary knows this. I try to take every concept of what Disney does and what Walt Disney did and put that into our practice. How do we give people a better experience in the practice? The better way thing, when you started describing that, when I first met you and learn about all the why. It’s like, “That’s me in a nutshell.”

That’s why we connect is I see the same world you see. It’s got to be a better way. What you’ve done, I love that, how you outline the books and then give a presentation to your team so that you can implement everything. I can read a book and then jump to the next book. What’s the next one I got to read? I love the way you’re implementing. It’s the whole thing.

Yes. Here’s the thing, too. My video library is fast. I literally have a university for my team to watch. One of the things that a lot of people do is they’ll teach that stuff, but then they have to keep teaching over and over again and reiterating it. We do have to do that in business as the leader is the visionary. They say in the Bible when the vision is gone, the people perish. There’s got to be a vision. You’ve got to reiterate it. Most people forget about it within 30 to 45 days and your company, if you’re not going over your vision every month, everyone’s lost. They’re just doing day-to-day stuff. They’re not on point.

What I’ve done is document it so that everyone new coming in can see that and you’re creating clones for lack of a better term. That’s what I do with Dr. Dave. My whole point wasn’t just to say like, “Dr. Dave, look at this cool concept.” It’s like, “No, how do I teach this?” Have that person do it and have it become part of their routine. If it becomes part of their routine, it becomes part of our system. Anyone new that comes in, that part of the system is now there. It can be taught. They can take it and put it into practice.

How do I learn it? How do I disseminate it down? How do I get them to then do it? Now, I’m hands-off and I don’t have to do that again. They can just take it and then, what do we want them to do? We want them to train the next person so they can move up so that they can train. Of course, when they train, they get better at it. There’s a whole system that I focus on to take it and implement it and help other people implement it.

That’s my goal is to get other people to implement it because that’s the only way you’re going to get the leverage that you need, which is a big word that we focus on. How do you leverage your time? When you see successful people who can have multiple clinics and multiple things going on, I could never do that if I had to see every patient. If I had to manage all the staff. I had to know its leverage. How do I train this so that they’re basically becoming a clone, doing these things as part of the system? It’s making yourself redundant in the business and you’re just leading the way.

It’s interesting because this all came from pain on your side. The pain of not having the practice, of not having the ability to just go out and buy it. Maybe a better word would be resourcefulness.

I wouldn’t have been that resourceful if I had the money. I had to figure it out. Once you do that, then you start to have more confidence like, “I can do this. I can start a business. I built a business. I can build another one. I trained that person and sold that business.” Stuff that you never thought you could do. All of a sudden, you’re starting to build chops and build your confidence up as you do these things. That’s one of the things where money can be a killer because it can kill your resourcefulness. Look at most immigrants that come over here that become successful. Talk about resourcefulness. They couldn’t even speak English. They have $1 to their name. Resourcefulness is the name of the game, not money.

What’s next for Dr. Scot Gray?

BYW S4 1 | Change Lives
The Ultimate Sales Machine: Turbocharge Your Business with Relentless Focus on 12 Key Strategies

I’m trying to help a billion people get relief from their pain and their suffering. I’m building a network of doctors that will have approved, certified treatments that we approve of. We help certify their team so that we know that people are getting great care. Another thing that a lot of people don’t know about me, I served as president of the city council for a couple of years in my town. Unfortunately, in my town, we had a big opiate and heroin problem. I became aware of how huge an issue this was, how it was destroying families. It was destroying people’s lives. It was just killing the people of Ohio.

Unfortunately, we were on the national news because our state was so bad. Our town was literally one of the worst in Ohio. We were in the pit of this thing. People went around and put signs up in my town and said, “Heroin is our economy.” It was that bad. I started to see this and I became passionate about pain relief.

I feel like the way that we treat pain right now is like caveman days. I feel like we’ve done this for years. We’ve been brainwashed that when there’s a problem and a symptom, there’s a pill to fix that problem or that symptom. Just take the pill and go about your day. That’s completely inaccurate. My goal is to educate the world, educate people to understand there’s a better way.

It goes back to that, that there is a better way to fix your pain. A better way to get relief. There’s a better way to be healthy, especially in these times where health needs to be at our forefront. There are viruses. There are things out there that are dangerous. People need to understand that the healthier you can be, the better your ability is going to fight off anything that you get, too. If we’re on that morning cocktail of medications, what is that doing to our immune system and our ability to fight things off?

I could get on a big soapbox here, but that’s what’s next for me is building this program called Konnect Relief. I want it to be like the home advisor of pain relief, where we’re almost like a WebMD in information where you can get great information, but in the new way of taking care of your body, your mind, your spirit, all those things that you need to do. Putting the medical side into it and what’s available, but things that aren’t dangerous.

Things that aren’t going to destroy your immune system. Things that you can do quickly to get out of pain and dealing with some underlying symptoms and issues, not symptoms but issues that are there causing you to have pain. My passion is to be out there, connecting people to the best practitioners to find out why they’re having pain and to be able to get rid of it. If not, anything to reduce medications and opiates and things like they’re on so they have a better, healthier, happier life. That’s my mission.

If there are people that are reading that want to follow you, is it KonnectRelief.com? How do they connect with you, follow you, and see what you’re doing to keep up with you?

You can go to KonnectRelief.com, or you can go to DrScotGray.com. I always tell people that the hardest eight-letter name to spell in the world. I should be putting all the things up there that I’m doing. I’ve got a podcast as well. That is going to be moving over to that page. We’ve interviewed one of the founders of Pixar. We’ve interviewed all kinds of great people like the founder of the Orlando Magic and all kinds of good stuff. We talk a lot about this thing. Gary, you and I are like-minded in this stuff. We love talking about it. We love figuring out how we can help the world with our information and what we do.

The last question I got for you is, what’s the best piece of advice that you’ve ever received, or the best piece of advice that you’ve ever given?

The time is now. I’ve lived by that since that day, October 2015. That’s when I heard those words spoken for the first time. That’s when Vinnie said, “If you want to have the impact you want, you got to get out of practicing.” I went back and I stopped practicing. I stopped seeing patients, and when I realized I needed to sell the chiropractic practice, I made the decision and I sold the practice.

People need to understand that the healthier you are, the better your ability is going to be to fight off anything that you get to. Click To Tweet

When I started thinking, “Maybe we could move to Florida. The time is now. What am I waiting for? I’m not getting any younger. I don’t know what’s going to happen tomorrow. I want to live in Florida. Go do it, Scot.” I did it. Amazing things have happened. I just live by this. It’s one thing to hear it, but again, I’m a guy that I like to hear it, then I like to do it.

I say, “The time is now.” Whatever that one thing is that you’ve been waiting to do, that you’re making all kinds of crazy excuses as to why not to do it, I’m telling you, do it. I’ve made that decision over and over again. It’s just been such a blessing to myself, my family, and the people that we’re helping. With all the clinics, I’m helping way more people than I ever could have helped before. The time is now. Take action today.

Scot, thank you so much for taking the time to be here. I know we see each other every quarter, at least, but there’s a lot I learned about you that I didn’t know. I’m glad we got a chance to talk. I love that the time is now because I’m going to use that myself. I’m stealing a lot of your better ways stuff and applying it to my better way stuff.

That’s how we do. We got a swipe and deploy.

I love it. Thanks so much for being here. I look forward to staying in touch as we continue on our journeys.

Thank you, Gary. I appreciate you.

Awesome.

It’s time for our last segment, Guess the Why. For this segment, I want to use Michael Jordan. What do you think Michael Jordan’s why is? I’m going to take a stab at what it is, because if you remember, he was the guy that tried out for his basketball team as a junior. He didn’t make it, went back and practiced and practiced and found the right way to do things. He then made the team and became a superstar. He went off to North Carolina and became a superstar there. He went to the NBA and became the best of all time.

He was always that guy that was willing to have a tantrum. He was willing to go out on a limb. He was willing to do what was necessary in order to get the results that he wanted. I’m going to say that Michael Jordan’s why is to do things the right way in order to get results. Practice over and over the same shot, the same layup, do the same things over and over because they’re going to get results.

People with the why of the right way follow processes and systems that work. They stick to things that work. They’re willing to get in people’s faces, yell at them, have a tantrum, have a fit if they’re not getting things done the right way. I see this in Michael Jordan. What do you think Michael Jordan’s why is? In the comments, let us know what you think Michael Jordan’s why is.

I want to thank you for reading. If you have not yet discovered your why, you can do so at WhyInstitute.com. You can use the code PODCAST50, and you can discover your why at half price or share that with your friends. If you love the Beyond Your Why show, please don’t forget to subscribe below and leave us a review and rating on whatever platform you’re using or listening to so that we can bring the why to 1 billion people in the next five years. Thank you for reading. I’ll see you soon.

Important Links:

About Dr. Scot Gray

BYW S4 1 | Change LivesDr Scot Gray is the father of two wonderful girls and husband to his beautiful bride, Jenn. Dr Scot is a serial entrepreneur and author. He has been featured on ABC, NBC, Lifetime Network and other television shows. He built and sold a successful chiropractic practice, The Ohio Neck & Back Pain Relief Centers in Marion, Ohio. Dr Gray now owns several medical offices in Ohio and Florida, a physician referral network called Konnect Relief, and has helped many doctors start clinics in multiple states. Dr Scot focuses on building teams of people smarter than him to run and deliver services in these businesses, in order to change millions of lives of patients and doctors.

Categories
Podcast

The Why Of Mastery: Why You Should Ask Better Questions With Ben Baker

BYW 40 Ben Baker | Why Of Mastery

 

Ben Baker knew he had to shift careers fast, so he asked himself the question “Is there a better way?”  

Ben’s Why of Mastery led him to find the solution to save his marriage. Today he helps companies streamline internal communication to expand their unique value.  

Tune in as Ben talks with Dr. Gary Sanchez about living your Why of Mastery. Shift your mindset to be a learner. Because masters don’t think they’re masters. They’re lifelong learners! As a learner, you always ask vital questions. Keep doing that and you’ll live your Why of Mastery to the fullest.  

Watch the episode here:

Listen to the podcast here:

The Why Of Mastery: Why You Should Ask Better Questions With Ben Baker

Welcome to Beyond your WHY Podcast, where we go beyond talking about your why and help you discover and live your why. If you’re a regular reader, you know that in every episode, we talk about one of the nine why’s and we bring on somebody with that Why so you can see how their why is played out in their life. We are going to be talking about the why of mastery, which is the most rare why. If this is your why, you have an insatiable thirst for knowledge but not at a superficial level. The thirst is all about exploring the depths and intricacies of a particular subject.  

Masters never think they're a master. They consider themselves lifelong learners. Click To Tweet

You’ll pursue this goal until you are viewed as an expert in your subject area. You find enjoyment in the sheer act of immersing yourself in something new. You are fearless when it comes to learning about new subjects or ideas but often cautious when it comes to expressing your thoughts and feelings. You love to peel back the layers of the onion. Always going deeper and looking for subtle differences on any given topic. Short answers to questions are a challenge for you because you know you won’t get to the depths needed for someone to truly understand the subject being discussed. We’ve got a perfect guest for you on the way of mastery. His name is Ben Baker.  

Ben has been helping companies and the people within them understand, codify and communicate their unique value to others for more than a quarter of a century. He is the President of Your Brand Marketing, an employee engagement consultancy. He’s the author of Powerful Personal Brands: A Hands-on Guide to Understanding Yours, and Leading Beyond a Crisis: A Conversation About What’s Next. He’s the host of iHeart and Spotify syndicated YourLIVINGBrand.live Show with more than 250 episodes behind him. Ben believes that if companies understand, live, and build cultures around their purpose, employees will engage, stay and want to grow with the company. This takes great leadership, communication, and awareness of the brand.  

Please welcome, Ben Baker. 

That introduction gets longer every time I hear somebody read it. I want people to say, “Here’s Ben Baker.” Gary, thank you for having me on the show. I am excited about this. 

This is going to be fun. Ben, take us back in your life. Tell us the quick version of your life story. Where are you from? Where did you grow up? How did you get into developing your branding process? 

I was born in Minneapolis and moved out of there in 1974. We decided that we wanted to thaw a little bit. My mom was originally from Winnipeg. Her sister, her husband, and the kids all moved out to Vancouver. My mom wanted to be near her sister, so she said, “Let’s move out to Vancouver or out to the West Coast.” Back then, the Canadian dollar was worth more than the US dollar, so we ended up moving to Canada. If it had been the reverse, we probably would have ended up in Seattle. Back in 1974, we moved up to Vancouver and I went through elementary, high school, and university up in Canada.  

Through all that, I did a lot of traveling. I went to the University of Victoria. I lived in LA, Seattle, Toronto, and New York for a bit through university. I lived overseas but Vancouver is always been home. I’ve always had a box of my stuff somewhere in somebody’s basement. It’s like, “Can you hang on to this stuff?” You have a few choices. We have books and knickknacks and stuff like that but that stuff ended up back at my house in probably about ‘96 when we got married. I’ve been back in Vancouver since about ’95. What happened was when I came back to Vancouver in ‘95, I was brought back on a contract.  

I was still in the high-tech industry. I was brought back because one of the major companies in the distribution area had a problem with a client. They said, “Can you take over the account and be able to help us resurrect it?” I said, “Sure. No problem.” It was a $100 million account. I spent probably about 1 or 1.5 years flying across North America, meeting with people, changing things, challenging things, and bringing things back to normal. About a year and a half later, I met my wife and we got married. We both realized this was a divorce waiting to happen. I was in the air 200 days a year. I was gone 250 days a year.  

Circumstances changed, so I went up to my boss and said, “You have two choices. You can either double my salary to pay for the divorce or you can cut myself my travel days in half.” He said, “Why don’t we buy you out?” I said, “I’m listening.” He says, “Stick around for 30 days. Help us hire your replacement. Fly them around for 30 to 45 days and we’ll pay you a six-month override.” I said, “Done.” He says, “Do you need to check with your wife?” I said, “No. Trust me.”  

They said, “One more thing. We’ll pay for you to take the What Do You Want to Be When You Grow Up training,” because they knew that every job that was comparable to the one that I had that was good allowed me to make the same money. I was going to be doing the same amount of traveling. It didn’t matter if I was working for Intel, Epson printers, Hewlett Packard, or whoever. Everybody was going to want the up on a plane. They realized this was bad for me, so they were generous enough to sit me down with an industrial psychologist, run me through the Myers-Briggs and all those types of tests and come up with some solutions. It came up with two different things.  

One, you’re good at helping people tell their stories. Number two, work with large corporations. Don’t work within large corporations. They realize that what I’m good at is finding the solution, fixing the problem, and leaving. That’s what I do well. See what their problem is, understand the challenge, help them fix it, and leave them to be able to move on their own. I don’t want to be there. That’s the person who’s there for the next 10, 15, 20 years doing maintenance on it. I’m the fixer.  

That’s where my new career began. I ended up in direct mail. I ended up working for a large direct mail firm and we ended up doing an enormous amount of $500,000 to $1 million piece runs. I killed a lot of trees. What it came to the realization was that a lot of my clients were in the grocery, the casino business and they were reactive. They were like, “Our competitors are like this. We need to put something in the mail right now.” I’m like, “Let them chase you instead of you chasing them.”  

That came down to understanding brand, strategy, vision, market and getting to putting together a year-long plan for them. Every time they drop something in the mail, somebody else had to react not them reacting to somebody else. It worked well up until 9/11. We were a Canadian company working with US clients. Good, bad, or indifferent, the US companies decided, “We want to deal with American folks.” Because the Canadian dollar was getting stronger and there wasn’t as much value, the factor of the American first wanting to deal with Americans, that business started to go away. I started to look and say, “Where can we go from here?” That led to promotional marketing, tradeshow development, social media development, and your overall branding.  

How do you brand a company? How do you understand what their story is? Where did they come from? Where are they now? Where do they want to go? Who are their clients? Why do their clients care about them? What differentiates them in the marketplace? Being able to help my clients tell their stories through various types of mediums. In 2008, at the beginning of the crisis, I left the company I was working for and started out on my own. It’s a perfect time to start a company but my clients were large and substantial enough that they said, “We don’t care who you work for. You take care of us.”  

They have supported me and that’s what got me through those first three years of chaos. It was looking at my clients going, “You guys don’t have $1 million to spend anymore. You have $500,000 to spend. How can we take that $500,000 and get the most out of it? How do we enable you to tell your story as effectively on a smaller budget where everybody else was saying, ‘You guys spend more. You guys spend more.’” I’m going, “No. They only have so much money to spend. Let’s take what they have and be able to figure out how to do more.”  

BYW 40 Ben Baker | Why Of Mastery
Why Of Mastery: Most companies are good at telling their story externally, but they’re horrific at telling their story internally.

 

That led me to work with clients and understand their philosophy and what they are. A few years ago, I came to the realization that most companies are good at telling their story externally but they’re horrific and telling their story internally. Their internal clients and employees don’t know the brand story. They don’t understand the genesis of the organization. Why was it started? Beyond the dates and the times, they don’t understand what the impetus was of who, what was the original problem these people were trying to solve, and how did it move from where it was to where it is to where it’s going. For the last few years, my mission is to help clients communicate more effectively inside, get rid of the silos, break down barriers, have more effective communication across different divisions, and allow them to be more successful because they’re not wasting millions of dollars through ineffective communication. 

What was that moment when you realized that companies don’t tell their internal story very well? What was going on? What were you seeing and how did you come to that conclusion? 

Here’s a perfect a-ha moment. I used to work with a lot of government clients and a lot of health authorities. We did a lot of work with smoking cessation, alcohol awareness, and drug addiction programs. One of the health authorities that I belong in and work with is 200 or 250 square miles. They spread out all over the place. I was doing by tour de force, going out and you’re checking on the track line and talking to a whole bunch of different divisions and having a bunch of meetings.  

At the end of the day, I started realizing I went, “I’ve had this conversation before today.” I realized that there were three different groups that had a similar problem, slightly different audience but the same thing that they were trying to achieve basically and none of them knew each other. None of them had the budget on their own to be able to solve this problem. They are all saying, “What can you do for cheap?” I’m like, “We don’t want to do cheap.” What I did is, I got all three groups on a conference call together. 

I introduced these people and I went, “You’re all talking about the same problem.” We’re like, “We’re going to have to change the logo and we might have to change the message a little bit but we can buy in bulk and be able to create something that’s going to work for all three divisions. Gain it all together and make it work effectively.” Ninety-five percent of the message was exactly the same. They were able to take the three budgets, put them together, and do something better than any one of them wanted to do. None of that would have happened because none of them even do the other teams existed, let alone they were working on a similar problem. That happens time and time again, Inc. Magazine says companies that have 100,000 employees or more wastes an effective $62 million a year because of ineffective communication. The number is staggering. 

Ineffective communication means that everybody gets into their group, does their thing, and doesn’t get outside of their department to find out what’s happening? How do we look at the big picture, instead of our little picture? 

The left hand, not knowing what the right hand is doing. Here’s the perfect example. You have a job that goes from ideation with a sales team through marketing, product development, into the hands of operations, and out through distribution. Do these five groups ever get together and look at this thing as a unit and say, “What is this going to take to get this out the door?” You have packaging people that are not talking to your production people that are not talking to shipping people. What are the little things you need in order to make this thing work? How many of these boxes are going to fit on a pallet? What are the things that we need to do to make sure that the box isn’t going to crash when we ship it along?  

How do we make sure that these things are being able to be done on a production line versus having parts of it hand done? Because the different departments are not talking to each other and finding out what the other department needs, I hand it off from one division to the other division to the area division. That can happen in accounting, legal, and finance. It can happen anywhere. It’s people not understanding what other people need. When I give this to you, am I giving it to you in a way that you can use it or do you have to totally repurpose it to make it work with the systems that you’re already working on within the same company?  

What about this problem that you’re solving? Why is this interesting to you? What is the excitement over solving those problems?  

The older you get, the less you know. Click To Tweet

For me, it’s all about watching companies become more effective and profitable. I’m a lousy chess player. I wish I was a better chess player because I don’t play the game as much as I used to. I like watching the whole board. I’m that 50,000-foot person that likes to see how the different pieces come together. How do you make sure that you can look three moves ahead and make sure that things work effectively? It drives me crazy when you see ineffective policies, process procedures, and miscommunication because a lot of it’s due to laziness.  

A lot of it’s the fact that you’re too lazy and embarrassed to ask the question you think you should know better, or you think you do know better, which is even worse and therefore, things that should go smoothly. Things that should go effectively, things that should cost X end up calling X times ten by the time they get out the door, and nobody’s stopping to realize this, oh, okay, cost $100 instead of $10, where it could have easily cost $10, if people took the time to reverse engineer things. 

If they had more detail and depth and that they knew more about it. When your why came up as mastery and you read about mastery like what I read to you, how did that feel to you? 

It truly made sense because the one thing that you were telling me about a master that you didn’t mention is a master never thinks that they’re a master. I consider myself a lifelong learner. I consider myself always sitting there going, “Is there a better way? Is there a different way? Is there somebody that I should be aligning myself with or consulting with or talking to that may know more about a specific part of this than I do?” I may understand things from a grandiose point of view but when it comes down to the weeds, the nuts, and bolts, I want to talk to the person who’s doing that.  

When I was in the printing business, if I wanted to know the challenges of putting something on a press, I would talk to the pressman. If I need something about how do we convert something from a great big piece of paper into a box or into a package or something like that? I talked to somebody who’s writing the converting line or the dye maker. They’re going to have insights into things that I didn’t even know what questions to ask, let alone know what the answers are. Maybe being over 51 years old gives me a little bit better ability to not have the ego to think that I know everything. The older I get, the less I know. I don’t see that as a weakness. I see that as a, “How do I find the answer?” “How do I find somebody who knows the answer and bring them on board for us to be more successful?”  

You started helping companies communicate better. How did you get from doing that to podcasting? I know you have your own show. You help people tell their stories. How did you get there? 

I’ve been podcasting for years. I’ve had my own podcast, the YourLIVINGBrand.live Show. I’m over 250 episodes or I might be over 270 episodes by now but I’ve been on podcasts for a couple of years before most people even knew what a podcast was. People were inviting me to be on their podcast to sit down and talk. I know some of the grandparents of the podcasting industry. People sit there and go, “You’re an old man of the podcasting industry.” I said, “You don’t even know.” These guys have been doing this for fifteen-plus years or longer.  

A few years ago, I got into my podcast and during COVID, a couple of different things happened. I speak around the world. February of 2020, I had speaking gigs lined up in Australia, Europe, the Caribbean, and across the United States. Three days in March, it was wiped out. Everything was gone. Not only the years’ worth of speaking gigs that I had but probably the next year of speaking gigs because you go to one gig, somebody taps you on the shoulder there and says, “We’ve got an event coming up. Could you come and speak to us?” I sat there and said, “I have two choices. I can either grab my knees and rock back and forth or I can figure out what’s next.” What I realized is that there’s a lot of large organizations that are either trying to do podcasting and doing it poorly or they have no idea where to start. 

I created the podcast host for hire program. What it is, is for the most part, these are internal-only streams-only on a secure platform podcast. Allowing companies to have an internal communication message that’s asynchronous and allowed to have communication across multiple divisions, multiple people, multiple projects, and allow to have better insight into the company. I help them with strategy. I voice the podcast for them and help them with the entire distribution channel, the editing, and everything.  

That became a COVID baby but it’s starting to become fairly successful. There are companies that are reaching out to me going, “What would this look like? Can we try a six-month trial to see whether it works?” People asked me three months ago, “Three months isn’t going to give you enough time to understand whether it’s going to work or not. We need to do it in six.” There’s a lot of companies out there where productions and conversation with a variety of different people doing test markets for them to see how this works for them and how this is making it better for them. So far, the information that I’m getting back is fairly positive. 

Give us an example of a company that would want to have its podcast. 

I can’t mention names because everything I do is under NDA, nondisclosure, but we’re talking about hundred million to multibillion-dollar corporations that are across different cities, different states, different countries, maybe they have multiple divisions. They probably have 1,000 more employees and they have multiple projects going on simultaneously because we’ll work on things like change management, culture and purpose issues, diversity and inclusion issues.  

If you’ve got a new division, project, or a new thing that you’re trying to get out into the marketplace, we’ll work with you to build a launch strategy for that through podcasting, so everybody knows. Everybody is on board and sales prepared to sell this thing when it goes out the door, so those are the types of issues that we deal with. Bangalore main has no idea what LA is doing and they readily admit it. That’s where we tend to get involved. 

They bring you in and say, “Ben, we need to create our own podcast. This is the goal for it. We need you to help us set it up and to get the right equipment.” If you’re reading and you want to set up your own podcast for your own company or how about if you want to help someone start their podcast business, would you be somebody that they should call? 

BYW 40 Ben Baker | Why Of Mastery
Why Of Mastery: Many organizations are either trying to do a podcast and are poor at it, or they have no idea where to start.

 

Not if they want to start their own podcasting business. If you’re looking to start your podcast, there are two different ways. If you’re a small to medium-sized business, I’ve got an online course called YourSuccessfulPodcast.com/launch. That’s a course designed for small to medium-sized businesses to teach themselves how to podcast effectively. It’s everything that they need. There’s a resource page, what do you need to do every day for your first 30 days to make sure that you’re successful. I host a monthly Zoom chat for anybody who is a client that they can come up and ask me anything. I have an email that people can email me if they’ve got questions. It’s designed for that.  

The next level is the companies that are sitting there going, “We want to start a podcast. We’re not do-it-yourselfers. We don’t want to do this. We want somebody who can grab us by the hand and help us through this.” That’s where the magic is. It’s to help them. Either I can host the podcast for them. I can co-host a podcast and teach somebody how to become a podcaster or I can train the person and give them the tools that they need to be able to be on the air themselves and be successful moving forward. My goal is to enable your company to shine on your own and for me to be there in the background like that security blanket. If you need me and how you need me, I’m here for you. I’m not going away but use me as it makes sense but let me help you set it up properly and get you up and running.  

That would have been so great when I was setting mine up for the first time. I had no idea what I was doing. I was winging it and doing a bunch of poor ones at first until you started to figure it out but I know there’s something about you that our audience doesn’t know, which I found fascinating. I’m going to ask you this question because I know you have an interesting answer. Why would I choose you for somebody to help me with my show because I know what you’ve been doing the last five years as far as being on other people’s podcasts? 

You would use me because I’m the person who’s going to have the details. I’m the person who’s going to be looking ahead. I’m the one who realizes that there are 2 million podcasts out there. In 2018, there were 500,000 podcasts and now there are over 2 million podcasts. Seventy-five percent of those podcasts fail within ten episodes. The reason for that is, people don’t understand why they’re podcasting, who they’re podcasting to, tone of voice, strategy, what they’re trying to achieve from the podcast, and how to set it up for success.  

For me, I’m all about the process and understanding you as a person or you as a company and no two podcasts are going to be the same. You and I could talk about the exact same type of things on a podcast. We could have the same audience, and your audience and my audience are going to get different insights out of the same information. We can even talk to the same guest and we’ll interview that person differently. That’s the beautiful thing about podcasts. You’re not in competition. What you’re doing is providing long-tail communication, building trust, and relationships with your audience, that eventually you’re going to sit there and go, “We should talk to them about the project that we’re working on. This isn’t advertising. This isn’t an immediate call to action thing. This is about know, like, and trust.”  

How do I know that you know all these details? That’s what I’m getting at because you told me something that surprised me. I was like, “You do that?”  

I’m trying to remember exactly what it is.  

You’ve been on 50 podcasts a year.  

That’s what you’re getting at.  

I was like, “Who goes on 50 podcasts a year to find all this information out?” Why are you on those podcasts? 

It’s true. I go on somewhere around 50 podcasts a year. My goal is 50. I made 57 in 2020. During COVID, it was a little easier but my goal is to find out what do people do, what people do not do well, what are the new and innovative things that people are doing like different intros, exits, and cadence that people have. They have a different tone of voice. People have different questions people ask and all that stuff gets built into a repository in the six square inches between my ears. It enables me to sit there and go, “Do this but certainly don’t do this. This will work for you but it won’t work for somebody else.” I’ve got somebody that we ended up putting the strategy behind the podcast and it’s a rock and roll podcast.  

It’s all upbeat heavy music and all that but that’s his audience. I would never listen to this thing in a million years but once we realize who his audience was, his audience is the young Turks. They’re the guys that are out there storming the walls in the business community. The guys want to work 80, 90 to 100 hours a week. The go-getters, the wannabes or call them whichever you are but that’s who this guy speaks to and that’s who his audience is. That’s who he relates to because he’s one of them. 

For me, it’s a podcast for these people, so the podcast needs to reflect that. I knew the perfect piece of music and perfect intro for him. I knew what we should be talking about who the first five guests should be. A lot of that came down to the fact that because I’ve been on 50-plus interviews a year besides my show, but plus the shows I do for other clients, it gives me insights into things that most people don’t have. 

In our case for you and I, when I knew I was going to have you on the podcast, you sent me an email and said, “I was listening to one of your show and you need to get a new microphone.” I’m like, “What?” You’re like, “It sounds like you’re underwater.” 

I felt bad about that. I never liked giving that advice to people because I’m certainly going, “I’m costing somebody money,” but I’m going, “If you’re doing one interview, you had a bad mic but not having good sound on a podcast is horrific, because nobody listens to it.” If people are fighting through the sounds of being muffled and stupid and nobody can understand what you’re saying, people are going to tune out. Nobody cares. You can be as brilliant as you want to be but if it’s not easy for people to listen to, they’re going to go find somewhere else to be. 

For the readers, Ben was going to be on the show and he sent me the email that said, “You need a better microphone.” I have a good microphone. The one I’ve been using all these years was at that time when I got supposed to be one of the best ones but he said, “That’s mid-level. You need to get a better one.” I ordered a new microphone, so I’m using this new microphone right now and I waited until I got it. In fact, I postponed our interview until I got it so I could have the good mic, so I wasn’t going to get a post podcast interview email that said, “I wish you had a better microphone for our interview.” I got a nice one here and hopefully, we sound better. 

Here’s the thing. You didn’t pay $500 for that. You certainly didn’t pay $1,000 for that mic. How much did you pay for that?  

About $150.  

For $150, you sound 100 times better and it’s not about spending a fortune. The mic that I’m using right now is $150. The new mic that I have on order is about $450. I’m ready for that next level of mic, but I’ve been using this mic for almost a few four years now and it’s time for me to take that next level up but for most people, a $150 microphone is all you’re ever going to need for your podcast. That’s going to make you sound good, it’s going to be crisp, it’s going to be clean and it’s going to allow you to be able to sound good to your audience. 

What’s interesting is I have headphones plugged into the microphone so I can hear my own voice in my ears where I couldn’t do that before with my other. I could do it. But I didn’t know that I could do that, so I didn’t know how I sounded. I’m sure this microphone is still better than what it was when you heard it, I didn’t have it in the right place on the right settings and I didn’t know that. You had me buy this one and I realized that I could hook my headphones up to it to hear myself. That little tweak was valuable, so you’re the guy that dives in deep, looks for all of the nuances and little things.  

That makes a big difference. That’s the whole thing with the why of mastery because that’s the question I asked you. If you remember, I said, “Your why of mastery, give me an example of an area that you have a lot of knowledge about.” You said, “Podcasting.” I said, “What do you mean?” That’s when you started talking about the 50 podcasts a year that you’re on, so what works so you see the nuances because it’s the little things that make the big difference is what you told me. It’s super valuable. 

I don’t need to know everything. There are a million things I don’t know about. My son is brilliant at Physics. My wife is brilliant at other things. Neither were the things that they’re interested in are not things that I want to spend a lot of time working on because I know if I have a question about it, I know where to go for the answer. My thing is, the things I want to know about, I want to know a lot about and because those are the things that are not only going to help me but are going to be helping to help my customers and my customer’s customers and that’s where I focus. 

Ben has half of his screen and on the other half of his screen, he has his logo and it says “What’s Your Story?” Tell us about that. What do you mean, what’s your story?  

What’s your story logo came out of Your Brand Marketing real logo. It’s two people sitting there talking to each other. That came from the show YourLIVINGBrand.live story but the first question I asked everybody is, “What’s your story?” I may not ask it directly. I may not sit there going, “Tell me about what your story is.” A lot of people ask us, “Where did you come from? Where are you? Where are you going? What are the things that are important to you? What are the challenges that you’ve had? What are the insights? What have you learned along the way?” That’s your story. The more we can understand people’s stories, the more we can understand what they’re passionate about, what they believe in, what’s the hill that they’re willing to die on, and what are the things that are so important to them that they’re deal-breakers.  

It's time for you to take that next level up. Click To Tweet

If we can understand that about people, we can help them better if we assume that everybody wants the same things that we do. As we all may be part of one race, the human race, but each person wakes up every morning with their own hopes, wants, needs, fears, and desires. It’s our job to understand people on their own terms. We don’t have to agree with it. We don’t have to believe what they believe but we need to understand and empathize with them because if we can, that’s how we can help them. That’s what your story is all about.  

Is there a way that you like people to tell their story or is it however you want to tell your story? 

I let people tell their own stories. It’s interesting. I do a show weekly. I know the first question that I’m going to ask somebody and I know the last question we’ve asked them as they walk up the door. Between that, it’s a conversation. It’s like, “What did you mean by that? Can you elaborate on that? Where did that take you? How did you feel when that happened?” The more I can sit there and listen not to interrupt, not listen to ask my next question but to actively listen to care and to go understand what their internal motivation is, the better the conversation is.  

I have guests ask me all the time, “Can you give me some prepared questions?” The answer is no because I don’t know what the questions I’m going to ask are and I tell them that. I said, “I don’t have a clue what I’m going to ask you until I ask you. I have done the research. I’ll comb through your social media and your website. If you’ve done other interviews, I’ve done that. If you’ve got a book, I’ve read the precis.” I never come into an interview unprepared but I don’t care where the conversations are going as long as I understand where we’re going. To me, I understand where I want to get to, this is the angle, and these are the things that we want to discuss. How we get there or what happens along the way doesn’t matter as long as it helps us achieve our goal. 

The last question I’m going to ask you. What’s the best piece of advice that you have ever given or have ever got from someone else? 

I teach it at universities all the time and I find that these 3rd and 4th-year students are smart but they have no idea how to tell their own story. I tell them, “You need to understand who you are. Don’t worry about a job title, career path, or any of that stuff. Understand what you’re passionate about and what you’re good at and they are different. Just because you’re passionate about something doesn’t mean you’re good at it and vice versa. It’s got to be the combination of the two. If you can understand how you can solve people’s problems, listen, understand how to listen and understand people, and fix people’s problems, you will always do well, and your career will blossom regardless. It’ll go in directions that you never thought it will.” That’s the biggest piece of advice I probably give every 3rd and 4th-year student that I come across. The best piece of advice given to me is that a lot of what you see on stage is an illusion. Our job as speakers is to touch hearts and souls.  

If we can touch hearts and souls, they may not remember 90% of what we said but if they feel it, internalize it, it means something to them, they see how it benefits them, and see a clear path to success, that’s when you’ve got them. That’s when they’re onboarded and running with a check on their hand towards you. That’s what I do. Every time I’m on stage, it’s like, “How do I connect emotionally with this particular audience and how do I give them what they need to succeed?” Maybe not what they want, but what they need. 

Ben, if people are wanting to get in touch with you, they want to set up their own show, they want to connect with you, what’s your story, or the podcast host for hire, how do they get ahold of you? What’s the best way to connect with you? 

BYW 40 Ben Baker | Why Of Mastery
Why Of Mastery: The better you understand people, the more you can help.

 

The repository is YourBrandMarketing.com. Everything is there. There are 50 different websites that all push to one central location but the central hub is YourBrandMarketing.com. That is where my podcast is. That’s where all my programs are my workshops. Anything and everything that you want to know even free chapters of my two books are on there. People can download it for free. I don’t have a paywall. You don’t have to give me your email address or anything. You can even sign up for a free 30-minute conversation. I’m more than happy to talk to anybody. Find out what you’re trying to achieve and if I can help you, great. If I can’t help you, I’ll try to find somebody who can. 

Ben, I appreciate you taking the time to be here. I look forward to staying in touch with you as we continue on our journeys. I know that I was on your podcast, so that was exciting. I’m looking forward to staying in contact. Thank you for taking time out of your day to be here. 

Gary, I loved every minute of this. Thanks for being such a great host and I’ve enjoyed sharing the mic with you.  

Sounds great. Thanks, Ben, and thanks for my new microphone.  

You’re welcome but don’t send me the bill.  

Take care.  

Thank you all for reading. If you have not yet discovered your why, you can do so at WhyInstitute.com. The code for that is Podcast50. You can discover your why for 50% off. If you love the Beyond Your Why Podcast, please don’t forget to subscribe, leave us a review, and rating on whatever platform you are using. I’ll see you all. Have a great week. 

Important links: 

About Ben Baker

BYW 40 Ben Baker | Why Of MasteryBen Baker has been helping companies, and the people within them understand, codify, and communicate their unique value to others for nearly a quarter of a century.

He is the president of Your Brand Marketing, an Employee Engagement Consultancy, author of “Powerful Personal Brands: a hands-on guide to understanding yours,” and “Leading Beyond a Crisis: a conversation about what’s next,” and the host of IHEART and Spotify syndicated YourLIVINGBrand.live show with more than 250+ episodes behind him.

Ben believes that if companies understand, live, and build cultures around their purpose, employees will engage, stay, and want to grow with the company. This takes great leadership, communication, and awareness of the brand.