Hey, chiropractors. We're ready for another Modern Chiropractic Marketing Show with Dr. Kevin Christie, where we discuss the latest in marketing strategies, content marketing, direct response marketing, and business development with some of the leading experts in the industry.
Hey, docs. Welcome to another episode of The Modern Chiropractic Marketing Show. This is your host, Dr. Kevin Christie. I've got an interview with the fun, exciting, great, charismatic speaker, Gregg Friedman, someone who can take the topic of notes and documentation and actually make it interesting, which is quite a feat in itself. I brought him on today, not to necessarily dive into all of the details of notes, but to really start talking about the conversation of how to streamline and make it simple and let it be something that serves your practice. Obviously, you have to do them. I always liken notes and doing patient notes and charts to taxes. Right? [0:01:08.1]
None of us like taxes, but we have to pay them. Right? We have to pay them and that's the same thing with notes. None of us like doing it, but we have to do it. There's just no way around it and he's got a great training program and goes around all over the country talking about how to put in your notes what you need to, but not too much. How to streamline it and make it a lot more efficient and I wanted to bring him on to discuss that. So we can stop being kind of inundated with notes and it basically effective our personal lives, you know, getting done with patients at 6 and staying at the office until 7:30, doing notes at home, doing it on the weekends, really, it's a problem in that regard but it's also a problem with you being productive in other aspects. I talk to a lot of chiropractors that need more patients and stuff, and I was like, "Okay, what are you doing during your 2-hour lunch break where you could potentially be doing community outreach or shooting a video or writing a blog or posting on social media, meeting with a doctor, whatever." [0:02:07.8]
Instead, they're like, "Well, I have to do my notes." And they just really, fills up all of the gaps in their schedule so they can't do anything else. That's what I want to start that conversation on and that's what we dove into today. He's actually going to be in the first quarter of this year, of 2020, having three of his seminars in Florida. I'm in Florida. I'm going to send my associates to the one…well, he is going to do one in Fort Lauderdale, West Palm, one of the two. Definitely one in South Florida and then two others throughout the states. Take a look at those. We discuss where you can find that information as well. Without further ado, here's my conversation on how to avoid the notes becoming a real problem in your productivity and your personal life with Dr. Gregg Freidman.
Kevin: Alright, Dr. Gregg Friedman - I really appreciate your time today. I'm excited to dive into a topic that is near and dear to your heart, and something we all have to do. It might as well not be too painful. Introduce yourself, both personally and professionally and we'll get into it. [0:03:10.8]
Gregg: Well, thank you for having me, Kevin. My name is Gregg Friedman. I've been in practice for … you know, I just celebrated my 33rd anniversary of graduating from chiropractic college. Isn't that amazing, which is literally impossible because I'm only 35 years old. I was one of those prodigy kids.
Kevin: That's awesome.
Gregg: I graduated when I was 2. It was awesome, yeah.
Kevin: Good stuff. Well, congratulations on your anniversary.
Gregg: Thank you very much. I'm a second generation chiropractor. My father practiced for about 60 years, if you can imagine that.
Kevin: Man.
Gregg: I still see patients about three mornings a week, like eight or nine hours a week, not a day, a week. The reason I keep it limited is because I travel between 24 and 30 weekends a year, between 75 and 100,000 miles a year, speaking at my own seminars and conventions on the subject of documentation and I also do work with insurance companies and attorneys and chiropractors and I consult and I review records and do IMEs and everything involved in that whole documentation arena, but I still like to see patients. [0:04:25.3]
I really like seeing patients. So I didn't want to give that up. I just kind of keep it limited. I do it on my own time. I dress very formally in my office with patients. I typically wear shorts and a tee shirt and tennis shoes like 10 months into the year and then sometimes I don’t shave.
Kevin: You can do that in Arizona, right?
Gregg: Well, yeah. Right now, we're having our cold weather. It's in the 60s a little bit. So I might wear long pants sometimes. My patients give me crap about it.
Kevin: Well, it sounds like you…
Gregg: You know, the patients I see right now are like…I have cash patients, PI patients, a few insurance patients. It's all over the place, but I just enjoy…I enjoy doing this, so I don’t want to give that up. [0:05:09.5]
Kevin: So, when did you kind of transition out of say full-time patient care into part-time and obviously doing so much with the documentation?
Gregg: Gosh, it's been at least 15 years and I used to…You know how it started? I used to teach 6-hour seminars on Thursdays for another company a long time ago and they did everything for me. So, they would get … I would just have to fly out on a Wednesday, speak on a Thursday and fly home on a Thursday night and there was… it was great. I'll never forget, my favorite week ever was one week my family was going…we were going to San Diego. So, my wife and kids drove to San Diego from Phoenix. I flew to, I don't know, Indianapolis or something on a Wednesday, while they were driving to San Diego. [0:06:04.0]
I taught Thursday and instead of flying back to Phoenix on Thursday night, I flew to San Diego on Thursday and then I spent the next week at a condo on the beach in San Diego and I remember I was also reviewing some records that weekend and I was sitting on the balcony of the condo on the beach, drinking wine while reviewing some records and writing a report and I thought ... and then at the end of that week, my family drove back to Phoenix and I flew to the next city and I thought, that was a perfect week. I need to do more of that. That was awesome. I started…so I kind of… yeah, I've been really doing other seminars at the early 2000s. I've always been…I've enjoyed speaking in public for many years to compete in speaking competitions and I acted, I was a musician, so I love an audience. So it was just kind of, and it all just kind of fell in place for me from there. I just figured out what to do and that. [0:07:05.9]
Kevin: Were you nervous when you kind of made that transition or did you, were you ready to go?
Gregg: I was a little nervous because although I'm comfortable speaking, I had no idea about booking seminars, so I'll never forget the first few hotels I booked, they would ask me on the phone, they would say, "So, you know, how big of a room do you need?" And I said, "Well, I don't know." "Do you need a room for like 50 people?" And I said, "I guess." I had no idea. So I was just getting killed on these expensive big rooms that I wasn’t even close to filling and then one day, I was on the phone with some hotel somewhere in the country and their price was so high that I must have audibly groaned, and the woman said, "Oh, is that out of your budget?" And as soon as she said that, I thought, oh crap - this is negotiable. And I said, "Well, yeah. It's out of my budget." [0:08:04.8]
And she said, "May I ask you what your budget is?" I said, "You bet you can." I said, "My budget is whatever number you're about to tell me, my budget is lower than that." Ever since then, I'm like, this whole thing is…that was a big lesson. So that took me awhile to figure out and how to promote. It was…that's the hardest part.
Kevin: Yeah, definitely. So, you know, I wanted to have you on aside from just chatting with you, which I always enjoy doing, because I've been talking to quite a bit of chiropractors about their marketing and networking, getting out in the community and optimizing that so they can actually grow their practice. One of the common themes that I get is that, "Well, I don’t have a lot of time, you know. If I've got a two-hour lunch break, I'm doing notes" or "If I get done at 6 p.m., I'm doing notes until 7:30. Like I don’t know where I'm going to find the time to do anything else other than treat patients, do notes and then obviously, personal life stuff." [0:09:04.2]
So I wanted to have you on to start discussing some strategies of how a chiropractor can really decrease that overwhelmed with the notes.
Gregg: Sure. In fact, you know the biggest thing, Kevin, I think is most chiropractors don’t really know what they need to document and what they don’t need to document. So they're just throwing everything at it and then someone like me comes in and says what are you doing? You're wasting your time here. So the first thing to do is understand exactly what's required. So I would that there's the must, there's the should and there's the could. So certain things you must document. There's just no way around that. It's just required. Other things, they may not be required, but you should document them because it's helpful. It adds context perhaps and then there's stuff that you could document that is a complete and utter waste of everybody's time. Don't do it. I don’t care how much you like it. Just don't do it. [0:10:04.1]
So we have to get through that and then we can figure out what's the best way to do that and I'll be the first one to tell you that most of the very, you know… more and more chiropractors are going to software, whether DHR, EMR or things like that and I'll tell you right now, most of these software companies have absolutely no idea what we're supposed to document - the musts, the shoulds and the coulds. So they just put everything in there and these doctors are stuck trying to navigate through software to document a whole bunch of stuff that is irrelevant and meaningless. So not only is it wasting their time, but then they come to find out that it didn't even help them. So we have to narrow this down to what actually works and how we can do it in the least amount of time and with the least amount of effort.
Kevin: Perfect. I love it. So can you give us a few of the musts?
Gregg: Okay. So here are the…now, keep in mind, you know, this whole thing starts with Medicare. I don’t care if you never see Medicare patients. It doesn’t matter. Medicare is a federal agency and they drive the train. [0:11:05.5]
Everyone else eventually follows Medicare. The state boards follow Medicare. The other, Blue Cross and Aetna follows that. Everybody follows it. Even, I have friends in medicine, medical doctors, nurses and they say, "Oh yeah, Medicare drives the whole thing," and they whine about this whole thing too. So the first thing to understand from a chiropractic perspective, from Medicare, they require just two things from us, just two things and that is an assessment of pain and an assessment of function. That's it. So problem number one is most chiropractors are really only talking about pain with their patients but not assessing function and this is why when I review PI cases, worker's comp cases for insurance companies - I'm going to tell you this, Kevin, I cut off and I'm not biased at all - I have no biases. I am looking specifically for certain things in the documentation, but I will cut off 99.9% of all chiropractic records that I review after only four weeks of care or less because everybody's missing this certain thing. [0:12:14.8]
They're missing the function and these are requirements. It's not just a Medicare thing. It's all these various guidelines and regulations they try to throw at us. The first thing is you've got to assess function and the first thing I'm going to tell you to do is the use of outcome questionnaires. That should be mandatory for every chiropractor, for every chiropractor, for every patient. It should be standard operating procedure. It should be like blood tests for medical doctors and if we can figure out how to do it efficiently, it's so powerful because it gives us something that's measurable and it's already been validated. I've had a few doctors make up their own questionnaires; those don’t count. There are plenty of questionnaires out there for musculoskeletal areas in particular. They've already been published and validated and they're accepted and they're magnificent. I mean, some of them are only seven questions long. How long does that take a patient to fill out? [0:13:08.9]
Kevin: I guess that's part of my question too is that I think a lot of chiropractors, when they hear that, as far as the outcomes and all the questionnaires, they think actually it's going to add a whole lot more to their plate and more time and be cumbersome. Is that true or is there some ways around that to where it's actually more efficient or is it just something, because obviously, you have to do certain things to document appropriately and obviously get paid appropriately and then there's other things to try to be efficient. Can you do both with the outcome assessments?
Gregg: Yeah, you can. I mean, you could go both ways on this thing. There's some outcome questionnaires that are long and tedious, and I'm like, don't give those to your patients. They're going to hate you for that. For example, so a lot of chiropractors like to use Oswestry for lower back and the NDI neck disability for the neck. Well each of those are 10 questions long, not that big of a deal but you know what? I don’t use those. I use the Bournemouth neck and the Bournemouth back because they're only seven questions long. [0:14:12.9]
That means they're 30% shorter and they're 30% faster. Honestly, it takes the patient like under a minute to answer those seven questions. There's a questionnaire that one of bigger ones I like. I usually like the shorter ones, but there's one for headaches that's spectacular but it is a little longer. It's 26 questions. That might take them a couple of minutes but it's so powerful for that and then there's extremity questionnaires but you have to keep it simple and quick and don’t overload people too much. Don't give them 10 different questionnaires. I'll be honest, though, like a PI case, when they've got six different symptoms, I don't know, that's going to take them a little while, so I'll warn them about it. But I like to explain to them at the outset why it's so important because that's going to really be able to establish… I had a patient the other day who is a cash paying patient from, originally from California, and she's a cash paying patient and she… I know I gave her, I gave her a questionnaire to fill out and I explained to her at the beginning, with excitement in my voice, not dread in my voice, I said, "Yeah, this is what we do, establish a measurable baseline of function, that way we're going to remeasure after a few weeks of care to see if we're on the right track or not because if we're not on the right track, I don’t want to waste your time. I want to know that we're doing our best for you." [0:15:31.0]
She was like, "That is so awesome. I love that. I've never heard that before." I'm like, "Finally. Somebody…"
Kevin: Well, that's part of it.
Gregg: Go ahead.
Kevin: Yeah, I mean, that's part of it too where we talk a lot about the patient experience and optimizing that and making sure that you're giving that patient everything that they deserve and it really will help out as far as patient retention, which then helps out with your results but something like that could really help enhance that patient experience as well.
Gregg: In fact, I even say to use the outcome assessment as a report of findings instead of doing a sales pitch and that kind of thing. Instead of me saying… it's like a blood test. Look, this is normal. This is you. Where do you want to go? Well, can we get to normal? I think so. Let's start with a 2-week trial and then we'll reassess and see where we are. [0:16:20.9]
Kevin: I was having this conversation with a doctor recently where we talked about, you know, patient communication doesn’t end at the report of findings. It happens during visits and it happens at reexams or final exams and those are key times to really communicate well with them and it'll cement that relationship with that patient, which will give them.. you know, a higher chance that they'll return for things and not forget about you.
Gregg: Right. Right. One of the other things, Kevin, to consider is when we are assessing pain, which is one of the other ones that Medicare requires, they want us to use a rating system, like a zero to 10 kind of a thing. And that's fine but understand that don’t be giving patients the option of choosing a number between zero and 10. That's too many choices. [0:17:12.0]
Kevin: Okay.
Gregg: It's like a told this story at a seminar in Spokane last weekend that you know, you know what restaurant I hate more than any other restaurant? Cheesecake Factory.
Kevin: Oh, yeah?
Gregg: I hate it. It's not because their food is bad. I hate it because their menu is like a million pages long and by the time I get to page 18, I have completely forgotten what was on the first 18 pages. I just want maybe five options. Let me just…so when you give somebody, you know, give me a number between zero and 10, oh my gosh. So instead, I say this, "Would you consider your neck pain to be mild, moderate or severe?" Because people sort of understand that and they would say, "Um, well I call it moderate." And I'll say, "Okay, so moderate is between a four and a seven. Give me a number between four and seven." That's easier for them to come up with a number. [0:18:00.0]
Kevin: Yeah, that's good.
Gregg: Yeah, the problem is solved. That's a must is documenting the intensity with a number.
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Gregg: Now I'm going to give you a should. A should is that number could be limiting because isn't it possible that they could be stuck at a seven for a while…
Kevin: Yeah.
Gregg: …and your notes look the same. So a should, in other words, it's not required but it is really helpful is documenting the time, the frequency, and I don’t mean occasional, intermittent, frequent and constant because those are crap. You want to document the increments, like 5 or 10% increments, like 50% of the time, 75%, 20%, 15% - 5 or 10% increments because that way the pain could be a 7, 7, 7, 7 but the frequency went from 100% to 95% to 90% to 80%. Even though it's just a small amount of change each visit, it is showing change. So that is a way that we could document that. What I do, you know, in my EMR is I actually track those and I calculate each time how much, what percent of change there is from visit to visit because that happens to be another Medicare requirement. We have to actually document how is each condition responding since the prior visit and nobody is aware of that really and the best way to be able to track that is with the use of metrics. There's like the whole Medicare profession revolves around metrics. [0:20:02.5]
We have just missed that. How do we know when the patient is improving? How do they know when their cholesterol is lower? Because of the number. Or their blood pressure goes down - because of the number. When their weight is coming down? Because of the number. We just don’t know, as chiropractors, what metrics to use so the ones that seem to be the most common and the most commonly accepted would be pain intensity, pain frequency, and then outcome questionnaire scores and then perhaps range of motion measurements and that’s, I'm going to use that as an optional one... actually measuring it, not eyeballing it and making up a number. That's an outcome one. If I could get chiropractors to document intensity and frequency for each condition on every visit, and outcome questionnaires every 2 weeks, Kevin, I'm telling you that.... 90% of the way there, 90% of the way there. The only other 10% is if you're going to be doing personal injury, I would say you want to add range of motion measurements to that equation as well. But everybody else? Holy crap - this is so easy to do this. [0:21:03.9]
Kevin: So, perfect. Basically we are subtracting a lot of the stuff we don’t need. We're adding in some of the outcome measurements, which will help expedite things and there's a lot of benefits to that obviously just as proper documentation too. And so then when you do that, take away the crap, add in what you really need to, you've actually decreased the say time and quantity of your notes. Correct?
Gregg: Exactly. So, I wanted to…I tell doctors, "Quit talking so much. You're talking meaningless stuff." In other words, I won't ... don’t say that, but I do want you to say this - this stuff, you've got to document, you have to do it properly. In fact, the big thing that I look for when I review records is is the patient improving with your care or not? And that's why we got to document the metrics because that's how we're going to show, we're going to be able to track this stuff to determine if they are getting better or not. Without that, I'm going to cut you off at four weeks, and it's not just me making that up. That's from all these various guidelines. [0:22:05.3]
If we can…and then if you're ever audited by or if somebody tries to challenge you and you actually show that measurable improvement, you let me know and I'm getting involved. That's how we can fight this.
Kevin: Perfect. So improve quality, decrease quantity of verbal vomit. Correct?
Gregg: Exactly.
Kevin: Alright. Perfect. I wanted to transition a little bit. So obviously you probably run into a lot of chiropractors that tell you, yeah, I do my notes at home at night, on weekends, in the morning before I go to work - it's just like basically interfering with their personal life where they are doing notes 10, 20 days later after the date of service. What are some…I don’t want to have any kind of fear tactics on getting people to do the notes, but what are some of the strategies you would have for a doctor to actually get the notes done timely and not let them drag on for days or creep into their personal life? [0:23:07.5]
Gregg: Yeah. That breaks my heart when I hear about doctors doing that. That's awful. Nobody wants to do that.
Kevin: It happens a lot.
Gregg: Again, the big thing is once I can get you to quit talking about crap that's irrelevant and only talk about the stuff that is relevant, now that limits… that reduces the amount that you've got to document. If you can do that…You know how long it takes me. So the first visit is going to take the longest because putting a lot of that stuff for that and that might take me, I don't know, between 7 and 10 minutes, depending on how many symptoms there are. After the first visit though, it literally takes me an average of 7-10 seconds to document a note and that is exceeding all Medicare requirements and every other set of guidelines and regulations, 7-10 seconds - I can afford to do that. That's okay. And then, maybe in a couple of weeks I'll do a reevaluation and I don’t mean the ortho neuro exam. That's usually probably above what we need to do. I'm going to give them a new outcome questionnaires to fill out. [0:24:04.0]
That takes them about a minute. It takes me, I don't know, about 3 seconds to document that on my SOAP notes. So, we got to be… and this is where, you know, we got to look at technology. Does technology make us more efficient or not? And to be honest with you, even though we're approaching 2020 right now, I am much more interested in efficiency than I am in technology. For example, wouldn't you agree that technology does not always make us more efficient?
Kevin: That's for sure.
Gregg: Yeah. So, if it's technological but not efficient, I'm not interested. I am only looking for, I'm only interested in technology if it actually saves me time - if it actually improves the quality of my life. So that's what I'm always looking for. Sometimes people ask me about software. I'm like, you know what - that right there? You're better off documenting that on paper or that right there? Yeah, that might be better on software to do that. [0:25:00.0]
So, we have to be able to figure this out because honestly, it shouldn’t take you more than a few seconds to document a typical daily visit. I want 99% of your time with a patient to be with the patient and in patient care, not documenting this crap. You know, many of the doctors have a bit more of a challenge because they have more variables that they have to worry about. We have the two basic variables - the pain and the function and function does not have to be assessed on every visit. Medicare tells us this. They said they want pain assessment at every visit and they want the functional stuff assessed every 30 days or sooner. But then you've got other guidelines that say, well, but if you don’t show measurable and functional improvement on a patient in any two successive 2-week periods, referral is indicated. Alright - what the hell does that mean? Just deal with the outcome questionnaires. Do it every 2 weeks. Just take a look - are they getting better - yes? Keep going. Are they not getting better - no? Change something. That's all we're talking about.
Kevin: Is there anything you recommend? I mean, I'm assuming good softwares have this but to have a system in place to remind, okay yeah - it's been 2 weeks or it's been 30 days. How do you recommend doctors keep track of that? [0:26:09.6]
Gregg: So, I do it two different ways. I use an EMR for my documentation and then I use a separate program for my billing and my scheduling and in the billing program I use, I can set up alerts that pop up all the time. I can say assessments on such and such date. So my staff can enter that in and then it pops up on every visit. I could do the same thing in my EMR for my documentation where I could set an alert so that literally every visit, a reminder pops up so that I can kind of see, oh yeah - it's time to do that today and all that. You need to schedule them. If you don’t schedule it, you're just not going to do it.
Kevin: Yeah, no doubt about it. So that would be something to have in place for sure. Alright. So the doctor should be able to get this note done during the patient encounter. I mean, I think that's one of the things that is happening is people get busy. They're, you know, patient after patient after patient and they actually don’t get the note done or they may do one small part of it and they go to the next patient and the next thing you know, they've got eight notes in there from the morning session and they just can't keep up. So keep it simple. Get it done during the patient encounter and you shouldn’t run into this having 25 notes that are from yesterday type of scenario. [0:27:26.6]
Gregg: Absolutely and on the first visit, since it's a longer note with all the history, review of systems, all that other stuff in there, what I did was I designed an intake form that matches the direction and flow of my EMR so that way … and we send this to the patient ahead of time. So when they call to make their appointment, we can either email it to them or they can go to the website and pick it off from there and then we tell them, "Make sure you complete this before your visit and bring in the completed paperwork to your appointment." And then we gently warn them if they're not able to do that, to show up for their appointment 45 minutes early. [0:28:04.9]
Then when they come in, the CA will ask them for their paperwork and they get it and then the CA would look through it, checking to see if they skipped anything. If they skipped anything, they give it back to them, thanking them for what they did do, but asking them to finish the other stuff, which may just take a couple of minutes. That's when the patient will come in and see the doctor. Then as the doctor, all I'm going to do is literally read it back to them, but since I'm still the doctor, there's going to be a few holes in there that, you know, some things are going to come up based on certain things that they put in there. I'm like, Oh, well tell me about this. So I'm going to ask a couple of questions here and there, but 99% of it, they did it for me on paper. Then after that visit, if you want, your CA could actually input that into the software easily. That way, the doctor only has to go into the subsequent visits and just change the metrics and maybe change some data findings, but you know, that's like my software, it does the assessment for me, for each metric and for each condition and it also calculates the treatment goals for each metric, each condition based on the guidelines that we use for that. So if I could just document my metrics in the subjective, a few daily findings, the rest could be done for me. That takes like seconds to be able to do that. [0:29:17.1]
Kevin: Perfect. You know, it's one of those things where it's freedom by discipline and it's kind of like...at my Strategic Coach meeting a year ago, I was listening to the coach and he was talking about, he's like really, really…he's just so in tune with his schedule, not his patient schedule, but his calendar. He's got blocked off from when he's going to go to gym to white space to quiet time to everything known to man is on his calendar 3 weeks in advance. He talked about how, by doing that, some people would think, oh, it's … you're tied to your calendar and you know, you're all blocked up and everything like that. He actually was like no, it actually allows me a lot of freedom because I schedule in the freedom and do that and it's really helped out and it's helped me out in the same regard. [0:30:06.4]
With the notes, it's the same thing. A lot of people might be listening and it's like, oh, if I do every note during the patient encounter and get all my notes done, you know, morning notes done in the morning, afternoon notes done in the afternoon, all my notes done for that day or at least really close to that, then it's going to just take away a lot of my freedom and blah, blah, blah. Actually, it's the opposite. By doing that and being disciplined in doing it, you'll be amazed that when you have a 2-hour lunch break or a morning off, you're not doing notes and you're actually going to meetings with attorneys and doctors and you're shooting a video or...you're not spending Saturday morning on the notes. Instead, you're having…you're watching cartoons with your kid or something. So I think that's a huge take-home for chiropractors to really grasp from this.
Gregg: Yeah. You know, the big thing is a lot of these doctors are just saying too much and it's just…it's meaningless. It's irrelevant. It's not helping. You've got to know what you do need to document, do that and get the hell out of there and live your life. Spend time with your family. Do stuff for your business and all that. [0:31:08.8]
I want you, if you're supposed to be done at noon to take a 2-hour lunch, I want you out of there at noon. If you're done at 6 o'clock, I want you done and you're leaving at 6 o'clock and go hang out with your family. Go to the kid's games and recitals and stuff like that. It's so liberating to be able to do that.
Kevin: And that's what I like…I've heard you speak multiple times and I love that about what you talk about because you're one of the few that actually telling people you don’t have to do as much with your notes. You're actually teaching them what they need to be doing. With that being said, there are rumors flying around that you may be coming to Florida.
Gregg: Yeah. I haven’t been there for awhile, but I'm like, I need more miles, Kevin. I need to get more miles.
Kevin: You just want to …
Gregg: I think for 2020, I'm planning on doing seminars in the first quarter because the weather is good in Florida in the first quarter. [0:32:07.6]
So yeah, I'm thinking about doing South Florida, like Fort Lauderdale or West Palm or something and then one in Tampa and then one in Jacksonville, all before the end of March so you guys can get your CE credits. That's my plan.
Kevin: Perfect. This show will come out in early January. So when … or sorry, where can they go to find out more about the seminars?
Gregg: I'll be having my…I'll be posting my schedule probably in the next couple of weeks or so on my website, which is GotDocumentation.com. So the first word is got, like g like George, o, t like tango, documentation.com and then just go to the seminar page and I'll have at least part of the year posted up over the next couple of weeks or so.
Kevin: Perfect. I know I'll be sending my doctors to go attend that because it's vital information and everybody that goes just raves about it. [0:33:05.4]
So, I highly recommend doctors doing that. You will teach them how to do things right, take a lot off their plate and then also let's just kind of wrap up by telling us how your software also does that for chiropractors. Give us a little bit of information about that.
Gregg: I developed my own software. It took a couple of years to do it; I hired my own programmer. By the way, if you have kids going to college, get them into programming. It's a good field. Anyway, so I have a programmer and I asked my programmer, well how do I communicate with you, right, because I don’t know how to code. My programmer said coding is two things - numbers and logic. So everything you want to do, try to put it in terms of numbers and logic and I thought, oh, okay. So that's where I got the metrics involved and I don’t want to overdo it with metrics. [0:34:02.1]
So I just use the metrics that we need to do, so the intensity, frequency, outcome questionnaires and then range of motion measurements as an option. Then again, we do that really quickly and then I have the software actually doing half of the work for us. So it'll actually calculate the assessment based on Medicare's requirements showing change for each condition since previous visit. It'll calculate automatically what percentage improvement there was in neck intensity - what improvement there was in the neck frequency - what improvement there was in the outcome questions and stuff like that. Then it will also calculate automatically treatment goals, which are another requirement - that's a must - based on basic standard percentage of improvement that they're looking for in a 4-week period of time. So why not have technology do that for us? So we just do our part, change the metrics, put in a few daily findings and then let the technology take us to the promised land. It's so easy to do that. I had a doctor from Anchorage email me today and he was like, man, he said, "This is the best software I've ever seen in my 30 years of practice." [0:35:06.4]
Then I had another guy in Kentucky email me today - today's a good email day - the guy said, he said, "This is like the best thing ever." He said, "I added an attorney. I had a PI case and the attorney told me, this is the best documentation he's ever seen." You're able to do it like in seconds. So it's not like it's taking me all this stupid amount of time to do. So, anyway - I'm excited about it because I'm giving chiropractors their lives back. They can do the stuff that they want to do and not be bogged down with this crap of documenting but at the same time, have exceptional documentation, hitting all the requirements and all the musts and the should and leaving out the coulds.
Kevin: Perfect. I like it. It's just one of those things where we could talk about this for two or three hours. Obviously, you could talk about it for a whole weekend; that's why you have your courses. I can't stress enough for chiropractors to get really clear on this and figure out a system and have the proper knowledge and software to get the notes not to be ruining your day and your life in so many ways. Right? It just doesn’t have to be that way. [0:36:15.9]
Gregg: It doesn't and we have been fed just a bunch of crap over the years and part of it is not our fault. Part of it is just technology evolves but we're at a point now where we can really, we can really do this in very little time. So I don’t do these podcast interviews to promote…I don’t do it to promote my seminars and software but I appreciate you mentioning it, but if somebody wants it from my website, they can. In fact, I'm in the social media groups and people know me. I won't talk about it. People will ask me and I'm like, just DM me if you want. I'm not going to speak publically like that. My website for the software, if anybody wants to go to that is TheBulletproofChiro.com. So the, like t-h-e, bulletproof chiro c-h-i-r-o dot com and then if anybody wants to email me, just shoot me an email at drgregg, which is d-r-g-r-e-g-g at TheBulletproofChiro.com. I'll answer any questions. I'm not trying to sell anybody. I don’t have to sell anybody anything because it's just kind of sells itself. [0:37:17.5]
Kevin: Absolutely. Well listen, I really appreciate your time. I'm looking forward to seeing you in …you're going to be in Vegas again?
Gregg: You bet I'll be in Vegas - are you kidding me?
Kevin: Alright. I'll be there. I'll be there with you. So I'll see you then and I'll see you at your, whichever city you pick in South Florida.
Gregg: Alright. Beautiful, man. Thanks. Take care.
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