When a business is systemized, it can operate smoothly, generate consistent revenue, and even be sold more easily. Private equity firms, in particular, look for systemized businesses that can run efficiently without heavy reliance on the owner. By implementing systematic processes and streamlining operations, businesses can achieve higher levels of organization and productivity. Today on the podcast we interview David Jenyns, a successful digital entrepreneur, who decided to step back from day-to-day operations and successfully systemized himself out of his own business by hiring a CEO. This experience led him to become a systems devotee and establish SYSTEMology, a company aimed at helping business owners worldwide free themselves from the daily operations of their businesses.
Whether it’s improving lead generation or overall organization, embracing systemization is a valuable strategy for entrepreneurs to propel their businesses forward. You’ll kick yourself if you’re not listening to this episode!
When a business is systemized, it can operate smoothly, generate consistent revenue, and even be sold more easily. Private equity firms, in particular, look for systemized businesses that can run efficiently without heavy reliance on the owner. By implementing systematic processes and streamlining operations, businesses can achieve higher levels of organization and productivity. Today on the podcast we interview David Jenyns, a successful digital entrepreneur, who decided to step back from day-to-day operations and successfully systemized himself out of his own business by hiring a CEO. This experience led him to become a systems devotee and establish SYSTEMology, a company aimed at helping business owners worldwide free themselves from the daily operations of their businesses.
Whether it’s improving lead generation or overall organization, embracing systemization is a valuable strategy for entrepreneurs to propel their businesses forward. You’ll kick yourself if you’re not listening to this episode!
David Jenyns’ company: https://www.systemology.com/
Transcript:
Dr. Mike Woo-Ming: [00:00:00] One of the books that fundamentally changed the trajectory of my company’s was the E-Myth, more specifically the E-Myth Revisited by Michael Gerber. It’s been around for years, and essentially it focuses on that most businesses, that how they’re being developed is that they often fail. Most businesses actually fail 80% or more within the first five years, and instead of just focusing on creating the best product, which is certainly a noble goal more.
Probably more importantly, is to treat your business like a franchise where that you systematize operations in your business so it no longer relies on you. You’ve heard me use the phrase, working on your business rather than in your business, and having worked with many doctors owning their own practices, they’re no longer, they are [00:01:00] unable to work outside of their business.
The more patient that they see, the more money they make and they can’t get away from leaving their business or suddenly they’re gonna stop making money. And that phrase has reverberated around my brain for a long periods of time, and I always wanted to create a practice where I didn’t have to be fundamentally seeing all the patients, doing all the marketing, handling the customer support, handling the billing, and unfortunately that is very prevalent in what I see many practice owners do to some extent.
And that’s why I was really excited to get in contact with my next guest where he teaches business owners how to systematize their business. I actually met him several years ago when he was first starting his search engine [00:02:00] optimization company in Australia, where I used to do a lot of speaking overseas.
And since then he has grown and actually worked with Michael Gerber on his last book launch and we’re gonna talk about that, how he was able to connect. And now he’s teaching other people how to create systems in their business, and it’s a book that I encourage you to read. It’s called Systemology. I have the author here all the way from Australia.
I want to introduce to the program a old friend of mine. His name is David Jenyns, and he’s here to talk to us about systematizing our business on this episode of BootstrapMD.
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Hey guys. This is Dr. Mike [00:04:00] Woo-Ming. Welcome to another edition of BootstrapMD. This is the podcast for healthcare and physician entrepreneurs.
I say this, I always say I’m eager to talk with my next guest, but this one is really, I’ve been really eager. This is really turnabout because the last time we actually chatted was probably, we were saying just before the call, 15, 16 plus years ago. I mentioned that when I left practice my, in my medical practice back in 2004, I got involved in entrepreneurship, internet marketing, and helped start co found a software company that allowed me to speak not only in the US I got to go to Asia, I got to go to Australia. And that’s where I met my next gentleman at a seminar. And I think David, you probably were just outta college. You’re just getting started your company. But we’ll get into this. But at the time he was a, he was starting his SEO system, your search engine optimization company and he grew that to be [00:05:00] one of the most trusted digital agencies, which is known as Melbourne SEO Services, he became a CEO but then he decided to step back from the operations and he hired another CEO. And from that, he found out that he was a systems devotee and that he was able to find a process that worked for his business and he thought he could be able to share that with others.
And he founded System Hub and SYSTEMology, which is actually a bestselling book that I happened to pick up, which kind of started this whole podcast in introduction and conversation. Today he has a mission to free all business owners worldwide from the daily operations of running their business. Recognized as a high achieving entrepreneur, you’ll find many of his keynote presentations on YouTube, including TEDx WordCamp and Probe Blogger. I’d like to introduce you to the program, Mr. David Jenyns. David, how are you doing?
David Jenyns: Hey, Mike. Yes, an absolute pleasure to be here and a blast from the past.
Dr. Mike Woo-Ming: A blast from the past, but as I mentioned, it [00:06:00] was, I mentioned at the beginning, I own about different med spas and weight loss clinics here in Southern California. We’ve got 20 plus employees managing different locations. I thought I did a pretty good job in organizations, but I could always improve and I just happened to go on Amazon and I’m looking at books on operations and we got Gina Wickman and other books that I’ve read, and then your book came out and I go, I know that name. Where have I gotten known that name? And then I searched. I was like, oh, I met this young man back in Australia, and if I remember, I guess we could talk about it. You were, I believe, attending it or attending one of the conferences where I spoke at, and maybe, I think you’re just at the beginning of starting your agency.
David Jenyns: Yeah, I’m trying to remember which event it was. It might’ve been a Frank Kern event or an Ed Dale event, but yes, you were one of the original OGs in the internet marketing space. I always loved the work that you did, so definitely a pleasure to join with you again. [00:07:00] But since then, like that was kickstarted my career with the digital agency.
I ran that business for 13 years or owned it for 13 years, and I worked in that business for about 10 of those years. And it was that final transition as we found out we were pregnant. And I realized I’m turning into potentially being a workaholic dad unless I start to change something. And that was a real turning point for me.
And I stepped back and really looked at how do you remove a business owner from the day-to-day operations? And tested a lot of assumptions and misconceptions that I had as I hired the CEO and really stepped out. And that’s when I discovered my true passion is to help business owners do the same.
Dr. Mike Woo-Ming: Now, I mentioned in the call I have many people who listen to my program. Most of them are physicians. Some of them have their own practice or maybe they are a widely regarded employee in their practice. But for those who are the practice owners here in the states, someone who’s [00:08:00] starting up a practice, they’re physicians. So they’re seeing all of the patients, but then there also maybe doing some of the marketing. They’re doing their finances, they’re paying the bills, and I know you’ve been known for helping systematizing different types of practice in businesses. Where can they even start the process of actually taking themselves away? Because for many it just seems like a foreign concept.
David Jenyns: Yeah, that’s definitely the first question people say is what do I systemize first? Because quite often I’ll have the discussion with the business owner, and they all agree that systems and processes are important, and to build a business that works without you, you need them yet for whatever reason, people don’t make the space to do it.
Or they say, oh, I’ve tried to do that in the past and it doesn’t quite work, and they just haven’t made it stick. And that’s what traps them in their business ’cause a lot of business owners, like you said, if they’re the physician who knows how to look after the [00:09:00] client, and they’ve always done that. They don’t necessarily see the difference between knowing how to do the job or the thing versus running a business that delivers the thing.
And so there’s a difference to running the difference versus doing the job or running the business versus doing the job. And once we have that breakthrough and we both go, yes, you know what systems and processes are important, then it’s where do you start? And the process I’ve got is a thing I call the critical client flow, and it helps to identify what are the 10 to 15 systems that help you to deliver the core product or service.
And you do need to find somewhere to start because it’s very easy to get overwhelmed with the hundreds of things that go on in your business, and you wanna systemize everything and you wanna have checklists and processes for everything, and then you’re like, oh, now I don’t really know where to start.
But something to keep in mind is this idea that just because you don’t systemize it, doesn’t mean it’s gonna magically stop [00:10:00] happening in your business. It’s already happening. Your business is already running. So that kind of helps to take a little bit of the pressure off and then it becomes a game of the 80/20.
We just have to think about, what are the essential systems that we can start with? And oftentimes with this critical client flow exercise, it’s just about identifying the primary target audience, the primary product or service, and then the linear journey that client and the business goes through to deliver the product or service.
So how do you get their attention? What happens when the inquiry comes in? How do you then book them into the system? How do you, once they come in, what are they doing inside the waiting room? Once they go in and they visit the doctor, like that bit with the doctor, maybe there’s certain things where he’s taking notes on a patient. And how does he close out that consultation and they go back out to the receptionist and they book in their next appointment. So it’s about mapping out that linear journey and creating [00:11:00] systems and processes, or not even creating, it’s about capturing what’s already being done.
‘Cause again, a lot of the practices that you probably work with, they’re already running. They’ve already got clients. Things are already working. It’s just sometimes it’s very dependent on a particular team member, maybe heavily dependent on the business owner, or maybe there’s a receptionist who always books patients in.
And if she’s away sick on Thursday, then we’re not able to book patients in because no one else knows how to do it as well as Jenny does. And it’s just about identifying those critical systems and capturing what’s being done so that becomes the new standard or the base level.
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Dr. Mike Woo-Ming: How hard is it? Because I’m sure you’ve been there as well where you end up saying, you know what? It’s just easier for me to just do it on my own, right? I’ve had this where I’ve had a medical assistant and we have processes. When they have a question, they talk to the nurse that’s there, but what ends up happening is they end up calling me because the medical assistant says, you know [00:13:00] what?
She’s busy and it’s just easier for me to get an answer to you. How do you stop? How do you stop that processes, but also in addition to that, how do you feel like what’s just easier for me to just do it by myself because it just takes too long for me to give it to somebody else because no one can do.
David Jenyns: It’s definitely a process that happens over time. You don’t just wake up one morning and go, oh, I’ve got a systemized business. It ends up being a change in culture in the organization, and you each time issues come up. Once you’ve got the framework right, you are locking that process down further and getting those answers in a central location.
So at the start, it feels a bit like whack-a-mole and there’s always something popping up. You are trying to fix it at the system level so that you capture the way it’s done for next time. So there’s quite a few things that need to happen. You have to train the team to look to the system or the process first to try and [00:14:00] help solve their own problems.
That’s part of it. And as a business owner, you need to really encourage the team members to try and help to solve their own problems. And the other thing to remember is depending on the skill of the team member, especially when you’re getting started out and you’re just putting some of these processes in place, you capture, it’s almost like the blue skies version of if.
If nothing goes wrong and the client says exactly what they say need to say, or exactly the way that we would like it to go, then here is the process that captures that. And new team members train on that very basic process, and that’s just how they cut their teeth. And then any times there are variations to, that’s when it gets escalated to a more senior team member who can help to solve that.
And that’s the process where that new team member then starts to learn how to handle [00:15:00] exceptions, and the process is just a great way to get someone started and then we start to build in some of those variations into the system. So it very much is an organic process that grows over time. There’s a lot of persistence required here, and most of that resistance also comes from the initial staff because it’s, if you are introducing this new idea of systemizing and they’re like, we’ve always done it this way. Why do I need to change the way that I’m doing things? That’s where that resistance comes. But as you start to get some of these processes in place and you get over the hump, when new team members come on board, that’s all they ever know.
They just know that the first thing before they go to Mike, or before they go to the boss or whoever it is to ask the question, you first need to consult the systems and see is there already an answer there? And it’s training that early on, which is critical, and that starts to change the culture. [00:16:00]
Dr. Mike Woo-Ming: What advice would you give because it’s certainly probably easier if you are the CEO or the owner of the company, but for many, they may just be an employee. They might be a high ranking employee, let’s say at a hospital and they see some inadequacies in the way that they are doing things. Perhaps they get a appointed to some type of committee, but just like you said, maybe they’re at a hospital that’s been doing this for 80 plus years. David just let you know, in the medical industry we still use fax machines, so it’s very slow moving.
In some of these dinosaur type industries, what would you say to them in terms of persuasion into identifying, here are the problems that we’re having that are costing you money and time.
David Jenyns: A great book, obviously SYSTEMology, but another one in the medical space that they’ve got quite a few is that Checklist Manifesto. And there’s, I think the first thing that needs to happen is you need to [00:17:00] get some of the key people in leadership to go, yes, I want to do this. It doesn’t necessarily mean that they’re gonna be the ones doing the documentation. In fact, oftentimes your high skilled team members are the most busy, and it’s not the best use of their time to be documenting the process, but they do need to believe in it, support it, create space for it, lead by example with it.
So I think that’s first thing you need to try and get some key team members on board. And helping them to understand that all problems in the business or in the hospital or practice or whatever are actually systems problems, like at the root of it. That’s just a mindset and the way that I think about business, and it just helps me to realize that the problems are solvable.
What is it that has gone on that has occurred this problem, or made this problem happen, can we [00:18:00] trace it back? And then can that system be re-engineered to solve that problem once and for all? So it’s trying to get that thinking and helping them to understand that the systems improve everybody’s situation.
That’s probably the other big thing. Oftentimes when business owners introduce the idea of creating systems and processes, people think, oh, am I gonna lose my job? Are they looking to replace me? Are they trying to capture what I’m doing? Whereas it needs to be reframed so that the team knows that this makes your job easier.
It means that you can go away on a holiday and have a week off and know that the boss isn’t gonna be calling you up every second day asking you where that client patient profile is, or whatever it might be. The idea of having systems and processes means that team members can step in and out so that you can have a restful break, and when you come back, you can hit the ground running.
Or for other team members, you need to let them [00:19:00] know by building a systems culture here. This helps you to move up in our organization because you can capture some of the key tasks you are doing and then start to delegate down, which then creates space for you to work on higher value tasks.
So a lot of it has to do with getting the buy-in from the team and helping them to understand how it benefits them individually, and then trying to get some examples together of how it works. If I was a staff member and I was wanting to try and do this, and maybe I’d try and get SYSTEMology or the Checklist Manifesto into the hands of the right people. And then I might start to solve some of my own problems with systems.
So that I can showcase that and say, wow, we had this problem. This is what I did. This is now gonna solve this problem once and for all. Hey, we should now try and do more of this around the business.
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Dr. Mike Woo-Ming: So somebody’s listening to this and say, Hey David, this sounds great, but let me tell you, in my company we’ve got Margie here and she’s been doing this for 20 plus years. And I’ve asked her to do a few things and she’s not budging. You gave us some examples of, Hey, maybe this is part of the team, this is [00:21:00] part of the mission, but is there some things that you also identify? Does it mean is it a new title? Is it, does it re require them to get a raises or is it identifying people who like, you know what, whatever we do, they’re not really with the program, and maybe it’s time Margie has to say goodbye?
David Jenyns: Yeah, you definitely want to give the team members as much chance as possible to jump on board and support them, and you say, Hey, this is what we are doing.
If you are looking to change the culture, though, some people will start to self-select out and in the early days, that might mean maybe a team member isn’t the right fit. As I said, moving forward, it makes it easier when you’re recruiting new people because you can project this stuff right up front. You know when someone looks at a job ad maybe you link to a system or a process and say, these are the types of things you’re gonna be doing.
Or maybe in the interview process, you ask the questions that help them know that you’re a [00:22:00] systems driven organization so that moving forward, this will cease to become a problem, but it’s, it is the ones that are already in the organization. It’s that Margie who’s been doing that role for however long, and you have to think about how to support them through.
It starts with helping Margie to know how this improves her situation. And there was a little window there. It’s less there, but it is still there. It’s never been easier to actually change the culture in an organization than right now because everything that happened with Covid. You can just blame it on Covid, which is we have to change the way that we are doing things because there’s a chance that you might need to be off sick because, or carers leave because someone in your family gets covid. And I wanna make sure that keep running smoothly so by the time you come back you can hit the ground running.
So there’s a couple of ways and techniques like that you can put forward. This idea that this change is necessary and you give them every opportunity to jump on board and [00:23:00] support it. There’s other little techniques like you wanna make it easy on the team members. ’cause sometimes great team members are really busy. In fact, usually all great team members are busy. So you wanna make the process of documentation and capturing what they’re doing as easy as possible.
We have a thing we call a Systems Champion, where we suggest a business identifies the systems champion who really drives this initiative, who naturally is a very organized person, systems driven person, and you have that person work alongside the knowledgeable worker. You have her or him work alongside Margie, and you record Margie doing her tasks, and then they’re the ones who do the documentation.
And then Margie, all she has to do is proofread and double check. So there’s a couple of little tricks like that to lighten the load and make it easier and help Margie see this is a good thing. But there have been times, and I’ve worked with companies that have just found team members that have been so resistant [00:24:00] that they’ve moved on.
But if you head down this path and you make things very transparent and open so the whole team can see, like when you’re assigning tasks and you’ve got a system or a process attached to it, and then if things aren’t being followed, it actually makes it much easier to enforce ’cause you say, oh, we have a way of doing things here and this is what it is.
And I don’t care if you have the system or the process open or not if you’re executing flawlessly. But if you’re not executing flawlessly, then you need to have the system or process open until you’re following our particular way. And then once you’ve got that way down, it’s okay. And we just do that for consistency.
So it’s just building up the muscle because at the start there will be some challenges and resistance and you just have to get good at dealing with it. But I feel like business owners are, as long as they get this and they get bitten by the bug and they keep sticking with it, they’ll get the result.
Dr. Mike Woo-Ming: Technology has certainly changed. [00:25:00] Talk about 2006 to now, right? Things have changed. We’ve got ChatGPT, video streaming, Zoom calls like this and perfect quality. I’m talking to you in Australia, great quality, it’s amazing. But with technology, it gets a little bit more confusing, more intertwined.
And I guess specifically what I’m looking at is the way that we interact with different employees. Case in point with my staff, as I mentioned, we got multiple locations. We were using Skype for a lot of our communication. Then it turned into texting, and then it turned into well email and Skype and texting, and now we’re using Slack and there’s some already pushback on Slack.
What is the role that technology plays into systemization? Is it a curse or is it a benefit for us?
David Jenyns: I think the best way, and I often go back to my SEO days to think about how Google would systemize things. And the way that they did it, they would start off, they’d come up with this hypothesis and say, oh, we believe that if [00:26:00] we make this change to the algorithm, then it’s gonna improve search results.
And so once they’ve come up with the hypothesis, they then write it in and they start running some tests. And then they have humans on the other end of that who review the result and then go, oh, is this good? We’ve got the quality search guidelines, and we make sure that things still meet with that. And it’s delivering a great result.
And. Okay, this is looking good. Let’s now program this into the algorithm and fully automate it and roll it out for everybody because our hypothesis was proven correct. So as Google is probably extremely systemized as we would imagine, and they’re driven by a lot of tech. They still start off with human automation first.
Human comes up with the idea, they roll it out and they do the manual checks, and all of that happens before they roll it into the technology. So I always suggest with people, systems and processes are almost like that. That version one and [00:27:00] you don’t need a where you can, you don’t need to roll in too much tech to start with.
Just make it as lo-fi as possible. And then over time you can introduce technology solutions where you might go, Ooh, this chunk can now be replaced with this software tool. So that’s just one premise that I keep in mind, but I think technology is great and we see obviously a lot of changes you mentioned with AI and we see it in our space where we focus on systems and processes and using ChatGPT can help to accelerate the documentation of process.
We do a Loom recording and we take the transcript and we feed it into ChatGPT, and it can help to create version number one of a system or a process. The human still comes in afterwards and polishes it up and makes sure no steps are missing and gets it saved into the right location and all those sorts of things.
So a lot of the, those tools are, they just make your [00:28:00] best team members even more efficient, but they’re not necessarily a replacement. It just means that your best team members can work on more things. But I, yeah, I definitely think they’re is once you figure out your way, there’s a lot of huge benefits that can be gained by replacing chunks of work with software that can streamline the process.
Dr. Mike Woo-Ming: In your experience, and again, I’m gonna talk about, you talked about Covid and with Covid came the Zoom meetings, right? Everybody was doing Zoom and it seems now, I’m on a Zoom call every single day. We’re in a systematology can that, can it help with that or do you encourage more meanings? How does that work? Because I know about you. I seem like I’m on, my whole day is full of Zoom calls all day.
David Jenyns: Mine too. Look, there are a few things that can make the Zooms more [00:29:00] effective. Like one of the tools that we use is we wanna make sure that it’s very clear what action items come from a meeting and who’s responsible. It’s almost like taking minutes and some of the new technology can help to speed that up. Transcribing a call that you might have, feeding it into ChatGPT and asking it to pull the action items and who’s doing them.
And then having some sort of summary so that way we’re making the most of those calls. And then the way to think about it is developing a process off the back of that. So that way you can have an admin assistant or someone step in behind you that follows a process to make that as easy as possible for the higher skilled team members who might be on those Zoom calls.
But we definitely struggle with that Zoom fatigue and running meetings all the time. And you have a certain amount of time booked in, and oftentimes the meeting will [00:30:00] expand to the space that you give it. So I think having a clear agenda on what it is that you’re there to talk about, and oftentimes shortening the meeting down is better.
Like rather than going, oh, we dunno how long this is gonna take, let’s book out 45 minutes or an hour. Sometimes you’re just better off going for shorter to be more efficient. But yeah, I don’t have a magical cure all unfortunately for that one.
Dr. Mike Woo-Ming: Yeah. Yeah, it seems like it, when you have systems and processes, hopefully you don’t always have to be on the meeting, and not everybody in your organization needs to be on it. That’s what I’ve learned. It’s like, why am I on this one? Now, I know you’re very busy, you work with a lot of these top businesses and, but I did want to end just on a personal note, is that, one of the ways that I started my practice was I read the E-Myth and the one thing if everybody remembers from the E-myth is that the one phrase is you gotta work [00:31:00] on your business, not in your business. And in your books, SYSTEMology, you talk about your meeting with actually meeting Michael Gerber and then actually working with him. Can you talk about that? ’cause it’s a fascinating story.
David Jenyns: Yeah. I look back now and it just feels like the universe was smiling on me or something. It opened this huge opportunity for me. I was in the digital agency and I’d just realized that we were pregnant and I’d taken a bit of time off. We focused on systemizing and I’d plugged a CEO in. And I was in that sort of transition after our first was born thinking about, oh, what am I really gonna focus on here next?
And then completely outta the blue, I get an email from, Liz Delia Gerber and I didn’t know the first name but I knew the surname and Liz Delia Gerber is Michael’s wife, and she reached out and she said, oh, call me. And she just had a phone number. Now this is completely random, out of the blue. [00:32:00] I had zero contact with them before that.
Like you, I knew the E-myth and had been a big fan of Michael’s work. So I called, it was first thing in the morning for me, which was their afternoon ’cause they’re based in California, Carlsbad. And I got through to her straight away and she said, oh, do you know my husband? You might’ve heard of some of his work.
And I’m like, yeah, I’ve heard of Michael Gerber. And she said, he’s launching the last book in his series called Beyond the E-Myth. And normally we go through Harper Collins, but for this book we wanted to completely maintain the rights and have full control. So we’ve decided to self-publish and she said, I happen to come across your book, which is the first book I’ve wrote called Authority Content.
Oftentimes when I have a business, I’ll write a book which captures some of my core ideas, and she read authority content, watched me do the book launch from afar on the other side of the world. She said, I don’t even really know how I found you. I think it was on some YouTube video or [00:33:00] something. And she said, I loved what you did, and I was wondering if you’d like to do the same for Michael.
And I said, I don’t really launch books, but I would love to work with Michael and I thought I’d focused on systemizing my business and I had the CEO. I went all in on this book launch for Michael. I wasn’t working in the day-to-day of Melbourne SEO services at that point in time. And I had just over three months to launch Michael’s book and pretty much burnt the candle at both ends. I was chatting with Michael and his team and Liz Delia, and it was amazing to see how quickly doors would open when I just mentioned Michael Gerber’s name. Oh, Michael’s got this book launch that’s coming up and I lined up a truckload of podcasts for him and helped to orchestrate a lot of the launch campaign for it, and it was a huge success. The book was his first book to get a number one bestseller in 24 hours. And as part of kinda like the final [00:34:00] celebration, he invited me to the Dreaming Room, which was, an event that he runs. And I’d flew myself and a couple of the team over that had helped me do the launch.
And I went through the dreaming room with Michael. And at the end looked earlier, said, oh look, we’ve got a mastermind ’cause Michael’s a little over 80 now, and he’s thinking about the legacy of the E-myth and what they’re going to do with it. And he said, oh, would you like to stay on for a mastermind?
We’re talking about the future of the E-myth. And of course, here I am in Carlsbad, California. I said, I’d love to. And then at the 11th hour she said, oh, we’ve been trying to get Tony Robbins to facilitate the room, but he, we just can’t make it line up and we don’t really have an emcee. And she just said it as an aside and I said, oh look, if you don’t have anyone to emcee the room and you get stuck, I’d be happy to emcee the room. And she said, oh, leave it with me.
And then the next morning she comes around, she [00:35:00] goes, you know what? If you’d like to do it, you can ’cause I were quite impressed with the book launch that, that I did. And here I am standing in, we’re in this super swanky hotel and he had the presidential suite. And I’m sitting in his room and they’ve got these cameras all lined up and everybody’s sitting round on the couch and I’m standing in front of the room with a flip chart as we’re mapping things out and masterminding, and I just remember almost like having to pinch myself and thinking three months earlier I had zero contact with the Gerbers, and here I was standing at the front of the room guiding this mastermind.
And it was just like a magical carpet ride. And at the end of the day, Liz Delia said, look, we’ve been so impressed. Would you consider running the E-Myth companies? ‘Cause Michael had been winding down and I was just, my mind at this point, smokes coming out my ears. I just, I couldn’t believe just this crazy rider was on.
They didn’t need me to move to the states and I just couldn’t get that over the line with my wife, [00:36:00] so I had to decline. But it’s just been great to keep those doors open and chat with Michael and he ended up writing the Forward to Systemology and I told that story and it’s just been a bit of a game changer for me as far as not only getting to work with Michael I, that was quite an experience, but then alsojust him giving SYSTEMology the blessing ’cause it’s almost like the how to guide of the E-Myth. Like the E-Myth. Like you impacted me quite heavily and I felt like the E-Myth told you the how, like the why to not the how to. And I feel like I wrote SYSTEMology to say, and here’s how it’s done. So that was, yeah, most definitely one of my wildest stories.
Dr. Mike Woo-Ming: It is a great story. It’s a great book. I encourage you all to pick up SYSTEMology, wherever you go. I found it on Amazon and it’s been tremendous. David, again, thank you for your time. Any last minute thoughts? Any advice you [00:37:00] have for maybe the struggling, physician practice owner out there? Maybe what’s the first thing that they can do to get started and maybe organizing their practice a little bit better?
David Jenyns: I just hope that we lit the fire inside the physician to go. This is possible and you might have tried to systemize in the past and it hasn’t quite worked. Maybe it was the approach that you followed, but everybody, even if you don’t see yourself as a systemized person, you can still own a systemized business.
There’s just a framework and a process that you have to go through, and it’s definitely worth it. It is challenging, but to build a business that works without you to step out from the day to day operations, to grow and scale just like Mike has. You need to have systems and processes. You’ve gotta nail this.
It’s that important. And we’ve got a framework that works. I’m hoping that’s enough for someone to go, Ooh, I’m gonna give this another look and I can do this.
Dr. Mike Woo-Ming: Exactly. And just to top on it too, it’s like when you [00:38:00] have a business, the ultimate goal of the business is to sell a business. And having spoken with private equity firms, they’re looking for systemization, right?
That’s what they want to do. They wanna make sure that if they’re in it, that business can run, generate revenue without the owner. David, once again, thank you. Thank you for your time, and it was definitely a pleasure to have you on the show today.
David Jenyns: Pleasure all mine. Thanks, Mike!
Dr. Mike Woo-Ming: And thank everyone for listening. As always, as an entrepreneur, you’re gonna have your ups and downs, but if there’s one thing you could do in your business, whether it’s start getting more leads, getting more organized in your business and keep moving forward.
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