ShowUp Podcast
ShowUp Podcast
Local Leaders: John Gonzalez, CEO & Founder of Rehab1 Performance Center
John Gonzalez, CEO & Founder of Rehab1 Performance Center talks about his experience opening a new franchise and getting the team aligned towards a vision. He speaks on how organically his business was able to grow and cultivate the work-culture that it has now.
My guest today is none other than John Gonzalez, owner and CEO at rehab one performance center. For those of you unaware, we have one specializes in chiropractic physiotherapy, massage therapy, and so much more using a personalized one-on-one treatment center and innovative treatment techniques. John, thank you so much for joining us today. And why don't you tell us a little bit more about yourself and what it is that you represent. Appreciate you
Speaker 2:Have me today, man. And, uh, yes. Um, I'm really excited to be here actually. So let me think, man, myself. Um, my name's John I'm from st. John new Brunswick. Um, I'm a family guy, a heart centered guy, man. I lead with my heart. I try to do as much as I, as I can in my life that just, uh, represents what's inside of me. Uh, I got a lot of energy that people are sometimes envious about. Uh, sometimes it doesn't mean good. Sometimes it does mean bad, but, um, besides that I'm a physiotherapist I've been working at Monkton for about 14 years and, uh, I opened up a clinic called rehab one performance center three and a half years ago. And it's going pretty good. Now
Speaker 1:She's just about to open up about that was just sort of like wire did the beginning of rehab one start? Were you always like into the physiotherapy massage clinic? Uh, like, was that kind of always a focus for yourself? You know, what were you doing before opening up rehab one?
Speaker 2:Yeah, as soon as I graduated from physio school and were, when I was in physio school, I always knew it was gonna be a business owner, but I started off, um, you know, four years at the Moncton hospital. And, uh, there was I, then I worked in a private practice and I worked for other people. And then I did open up a clinic with a partner of mine, uh, in the North end of McDaniel. I owned that there for about five years and then, um, I was bought out, sold out, so that was cool. And then I ran off a fitness center, maritime CrossFit did that for about four or five years. And, uh, the space for rehab one where we are currently our Monkton location is that opened up in 2016 and we, we just jumped on it and, uh, that's how we all kind of started rolling. So after reopen up rehab one Monkton, uh, a year and a half later, because the brand was growing so strong and a really great opportunity came available. Uh, a wonderful practice was a lady was selling her, her practice and, um, renew that Riverview could handle another clinic like us. And we knew that we brought a lot to the table for the rear view community. So we went with it and thank God we did because the Riverview clinic is doing really, really well. And just this year in may, so about six months ago now, five months ago, uh, we opened up our st John location and that's where I'm from. So I always, the goal was always to move back to st. John. Um, my mom is there and my sister's there and allows me to go back. I go back two days a week and I get to see my family more often. So yeah, life is really good with three busy clinics, you know, 25 health professionals and administrative staff. Um, that's what we're doing. Now. We have one
Speaker 1:Now with your experience working as a physiotherapist at the Monkton hospital and knowing what the workplace was like, sort of, you know, how they treated their employees and how your work was laid out, did that kind of establish sort of a building block or, you know, plant a seed in your head of how you sort of envision things being run when you were establishing the culture rehab one,
Speaker 2:Um, working in different private practices is kind of where it came from. That's not so much the Monkton hospital. It was more so working in different private practices. And then reflecting on my first five years of owning a clinic and how we were with our culture and stuff there. I knew what opening up, uh, our Monkton location, how we were going to do it different, you know, how are we going to be a little more energized to be a little more in tune with the pulse of the vibe of what's going on within our walls? And, uh, yeah, just really communicating and, and, um, just talking a lot with our, our, our, our team for what they want and what they, what they looking for, what kind of makes them tick? What makes them really happy at work? Yeah.
Speaker 1:Yeah. It seems like something that could be a little bit difficult to try and get everyone on board with. I know, you know, physiotherapy is not much like a regular business to business day operations where you don't have everyone in the office clocking nine to fives and stuff. It's, you have a lot of people doing independent work and different schedules and, and working on different things. How do you kind of keep everyone aligned and, and how do you keep everyone kind of motivated and happy during all this? It must be tough. I think it's,
Speaker 2:It was really cool that you actually even brought that up. A lot of people don't think about that. Uh, Monkton is of our three clinics. Monkton is the only one that operates, like, let's say eight to eight where everyone does have overlapping schedules. And, uh, but at Riverview, in our st John clinic, um, the teams go in together like everyone is today. Everyone is a 12 to eight, you know, they, so they start and finish their day together. And when we grow, it's going to be like Monkton. But I mean, at the ma at the same time, right now, our culture is a little bit different in our Riverview clinic than it is our Monkton. They're very close knit in that review because they, they start and finish every day together where in Monkton, sometimes we kind of redo overlap and we don't always see each other. But, um, I think, I think you can build a culture that, that supersedes that, that, that, that is stronger than just seeing each other that, you know, when you still go to work and I don't necessarily see my coworkers, we're all working for the, for the common good and for the, for the vision of the company and, and trying to bring the vibes that we want in house.
Speaker 1:Yeah. I think it's something too that you can kind of help build where you said, like, you know, the Monkton culture kind of is already established and it's your bigger of the three, you know, but in the view, one, for example, you say that everyone's kind of starting and ending together, which kind of helps build, you know, friendships and co-worker relationships and to the point where they can grow together. And then as it grows it, and you get more and more employees, and they're not able to do that anymore. You have already kind of fixated and created a culture and a niche within them that they're able to sort of just, you know, grow with. So even if they're not coming and going at the exact same time, they know what to expect, you know, they know what they're getting back from their coworkers. And I think that's something that's pretty cool that you were able to build right off the ground.
Speaker 2:Like I said, man, I think it's cool that you even understood that, or even realize that for us, because, um, to me, I'll think of even where I'm sitting here now, um, dove co like, I always think it's, I think it's really cool does that you guys have like lunchtime workouts and it's not something that we could ever really do. Like, it's tough for us. Right. Um, even though the Riverview crew, they start and finish their day together. Um, they can't, they unable to do that. It'd be a clients coming in all times and sometimes they, it overlaps into our lunches. So, um, the one thing that allows us to do is like, you know, after work, you can go for a drink or, you know, um, where the, if today they, they get the team started from 12 to eight. And so they can do a morning, uh, volunteer session at the, you know, at the humanity project or giving blood, donating blood at the, at the Canadian blood services, that sort of stuff.
Speaker 1:That's really, really cool. Do you guys kind of orchestrate team events for them to get to know each other? And if you do or are they kind of brought independently through your locations? Like, is it your Monkton clinic or your marketing center that's kind of hanging out together and then your revenue center has their events, or is it sort of a greater Monkton event for the whole?
Speaker 2:The one thing that we're trying to do for our team is really, before we go too big, and right now we're, we're at a perfect size we feel is that we do have a community leader for all three clinics. Like we don't want review just doing stuff on their own, if there's a big event, um, like, uh, Riverview has a lot of community events and Riverview clinic will sponsor it. We want the Monkton people coming over across the bridge and we want them supporting it. And we want them attending and shaking hands with the community and, and doing fun, stuff like that. So, uh, we don't have a, uh, manager in each location. We have a manager or a leader that takes care of community events all throughout. That's really cool.
Speaker 1:That's another cool thing too, is just using the word leader instead of a manager, right. Cause you're, you're, you know, manager assess at that old mindset of thinking where you're like, I'm controlling these group of individuals, employees, and it's just where the leader is, you know, you're, you're trying to lead them. It's like a captain when you're playing hockey or in any other sport you're, you're, you're trying to motivate your other, your other teammates to do as good as I can. I think it's an important distinction that, uh, a lot of, a lot of new workplaces are catching on, you know, here Eve always stresses for us to, to not have titles. See, you know, you can call yourself whatever you want, as long as you're getting whatever your job is that you're getting done. That's cool. Um, yeah, I think that is really kind of important for us. Um, what is one of the biggest challenges that you had focusing on when you guys were growing? So going from five, six, seven, eight employees to, you know, 20 employees, you know, w what's that biggest challenge in getting everyone kind of caught up? Uh, is there one, or is it just something that you've, you know, you've built such a good foundation with your employees that you've had that once you guys keep growing it's, it's nothing really, it's not really a big deal.
Speaker 2:Yeah. A lot of the work was done at the start, right. Building the foundation. Um, and, and there was trials and tribulations with that. That's for sure. But when adding new team members or adding new family members to our group, they're like, we're able to express that this is what we stand for. This is what we do. Are you on board? This is something that resonates with you. And that's pretty much all at the interview process. And now, you know, when we're trying to bring people on hiring people, um, that is a very big part of it is like, do you already align with us? Yeah. So going into
Speaker 1:Your hiring process just a little bit, are you kind of looking more for skills and values within someone? Because I know in the physiotherapy degrees, uh, you know, you're probably coming from Dow likely, especially on this East coast, um, Dow has a university and you know, you, you, you have your degree, so that right there, you're on par with everyone else. So what, what separates someone that is like, okay, you are rehab one employee, you totally could totally fail here. You know, sort of what makes that person,
Speaker 2:That's a cool question. Because when I, when I interview people, I pretty much say like, I've already gone through it. You wouldn't have had this interview. If I, if your resume wasn't good enough. So we're not even talking about resumes anymore. I'm kind of, I want to have a casual conversation about you. So I can kind of find out about who you are as person. And some of the things I'm looking for really are that, um, cause our, one of our main values is family. You know, uh, we want family, I want to see that there's, um, this person that says they're so respectful and that they can work well on the team and that they understand that, uh, the coming to work is not about the paycheck. It's about what we learned and went to school to do is make people better. You know, if they, they, if I can see that and I can feel that in them, then they, they, they get the, they get to hang out with us for four months. Cause we hire everybody on a four month contract. If they make it through four months, then we extended. And then we're here a year after that,
Speaker 1:Any rigorous testing at the end of those four months to really try and push any buttons.
Speaker 2:No, it's, it's just, uh, I greet everybody based on, uh, we have a, we call it the five CS. It's our principles. It's what makes us us, it's what we're all striving to do. And I kind of grade them and say, this is how you are based on, you know, zero to five. This is all I think you've done in the area of, um, you know, care for the clients, you know, uh, collaboration within the team. What's the other C come on, man culture, adding to the culture, um, community involvement, you know what I mean? Not just doing sports, it's like your volunteer work or it's what you do. If you're a CrossFit coach, like you come to the table with a community aspect to your, to your life. And, uh, the main one really is, uh, is, is, uh, is courage. So what's your growth mindset, you know, are you someone that, um, pushes yourself, pushes your boundaries gets uncomfortable so that you can grow? Cause that's what we want to see. Cause that inspired. I want people like that on our team because those are the people that inspire. We have a lady right now who, uh, this time, last year, you know, she watched all of us, she came onto the team and she didn't have that, that courage aspect when it came to like say your fitness, that, that wasn't a big deal for her. And I thought, that's totally cool. I, she had, she showed me her courage and that she was a archeologist and she just didn't feel it as fulfilling. And she wanted to try something fulfilling. So she became a massage therapist and I said, wow, you dropped everything really high paying job, doing so great for the government set for life because you're going to get a pension and all that. And then you went to being a massage therapist for them. That's so cool. So I said, man, you got courage down, Pat. And then over the last year, uh, we use the wonderful app, uh, porpoise that's, you know, obviously based out of here. And, uh, the porpoise app, uh, inspired her. She kept seeing how we were all smiley face, working out smiley face work and not like these guys are like killing it. So she started and now she's like probably are our most dedicated to fitness employee team member there yet. You know what I mean? So that's, so I'm going to actually, we have a team meeting this Friday. I'm going to definitely highlight her and I'm going to give her lots of kudos for, for inspiring all of us. Like now, now it's time now she's inspiring us as you get more fit, you know?
Speaker 1:Well really, I mean, that's such a jump, right? Like that's such a leap of faith to just be like, and it's something that not a lot of people would do. Right. I mean, a lot of people would take that financial gain and just kind of run with it. Right. And I mean, it really goes to show you where her values lied. Like she obviously cared more about her mental health and her mental wellbeing than her financial one. I know, I love that. I think that that's something that's so important and it's, it's funny. Like I know even for myself, like, you know, you, you can likely make more money elsewhere. There's always more money somewhere else, but it's somewhere that you have to get that perfect. That really nice balance where you're happy with what you're doing. You're fulfilled. You're not coming home stressed and you're not really, you know, overtired and dreading and, you know, hating getting up on Mondays to go into work and something that, that is worth its own financial gain right there. Yeah. And that is, that is super cool. And I was actually just about to ask too, like, you know, how do you recognize your employees for such great work, especially with, you know, you had your Monkton center and then now opening up Riverview and then st. John as well. How are you able to recognize everybody for, you know, a job well done?
Speaker 2:So we have, we do have we Slack them. So I know a lot of companies use Slack and on Slack we have our, our kudos channel and people are always posting stuff and it's, and you know, I, to, we really want no one does. We want everyone recognizing each other right. For individual efforts, but also like efforts towards the team vision. So we that's how one way we do it, another way we do it is, um, like this weekend at our quarterly, I'm going to be, you know, comb my thoughts over the past quarter and think of what the people that were inspiring and, and highlight them, tell their story a little bit and then make sure everyone gives them a Pat on the back. But those are the kind of like the main ways, you know? Yeah.
Speaker 1:Yeah. It's a lot of reinforcement. I think that's really important. You know, a lot of people would take that reinforcement from someone that they respect and someone that brought them into their community over, you know, a gifts gift certificate to the mall or an Amazon gift card or something like that. Like that whole idea of the perks versus culture, you know, you're, you're instilling a great workplace that people are feeling rewarded, encouraged, uh, and they're getting recognized for their job well done. I think that means more than, you know, giving somebody a gift, uh, because a gift isn't a gift of it comes with intent and that intent is to work a little bit harder. So I think that is something that's,
Speaker 2:We've never, we've never rewarded anyone like with money or a gift certificate. No, it's always just people. I know people really do love being recognized on the channel, on the kudos channel or yeah.
Speaker 1:There's something special about it. Just getting a job well done. Like even when we were downstairs and I was waiting, I was just waiting on you to come in, you know, easily just congratulating me on a job well done and getting these things off, going and meeting with all these different people over the course of, you know, last week and this week and next. And it's something that, that means more to me than if he was like, Oh, Hey, like, you know, here, here's a Starbucks gift card, go, go get yourself a coffee and a donut. And you're like, okay, like, thanks. I guess, whatever. You've just had that line around your office somewhere, just wanting to hand it off to me. Um, so is this something that you've placed a high priority on, you know, developing these cultures in your workplaces or did it kind of just come naturally for you? You know, you, you obviously are a very animated and a very excitable person. Is that something that just sort of like follows through whenever you're setting up shop in a new location, or is this something that you kind of are dedicating your time towards creating this, like this awesome culture?
Speaker 2:It just feels right to want to have a, to have a business and want to have the culture and the people you work with every single day and the vibe and when you will come to work to be awesome. Right. Um, we spend so much time at work. Why wouldn't we, why would I want to create that for myself, but also for the team. And, uh, once we have that awesome culture, which I believe we have now, I know that we can in the future recruit the best of the best. And I can pick, I can, I can pick from whoever I want to because everyone's going to want to work for us. And, and that's kind of actually we just saying that the other day was, it's kind of the way we just hired a new physio in a new massage who started this weekend. Um, I know I got the best of the best. I had an opportunity to choose from the best.
Speaker 1:I, I think, honestly, you, you just said something that it's like so important cause, and I was just going to speak to it as well as the new talent and, uh, employee retention is so important right now. It's being such a focus on, you know, their, their stats all over the place where, you know, millennials especially are, aren't looking to stay at any job longer than three to five years. And they're always bouncing around again, a lot of it's for that financial gain. And, you know, I think employee turnover is, can be very costly to a lot of these businesses when there's kind of setting up shop, especially, and you just said it perfectly, you know, creating this culture and creating this workplace that people want to come in, you're going to be attracting the best talent. So you're know you're going to be getting the best, you know, the best employees that you can, especially within their field. And if you're attracting all this good talent and you're able to keep them happy, you're able to keep them there longer. You know, you're, you're lowering your turnover. You're, you're keeping everyone happy. It's just, it's, it's a recipe for success really. And it's something that I think more and more companies are taking focus of, especially a lot of these new age companies. Um, a lot of it's, it's a lot easier to when it's a smaller workforce, something that you're able to kind of focus your energy towards, you know, when you get a thousand employees, it's very difficult to have a thousand of the very best employees that everything, unless you're Google, it's very difficult to, but again, the one thing that everyone says about Google is, you know, how awesome their work environment is. They've got ping pong tables and, and, and you know, everything else that they've got going on in there. So it is something that I think is very, very important for the workplace
Speaker 2:It's to like, uh, in our, in our field, private practice or private healthcare, you know, physiotherapy, massage therapy chiropractic, uh, go into a dentist, um, are most places I'll say 99% of clinics that you're gonna find in Canada. At least it's all fee for service. Like the physios that worked for me, if they worked somewhere else, like they, they get paid based on how many people they see. If they saw a lot of people, they may make a lot of money if there was a holiday, uh, that sucks. They don't, they don't, they don't, they lose a day of seeing clients making money. And, uh, you know, we recognize that from the very start and we eliminated that day one and we made sure that, uh, everyone had a, uh, a paycheck that allowed them to make sure the bills are paid. The loans are paid because they're just coming out of school and, uh, let's take money out of the equation so that we can focus on care, you know, means we can focus on people. Cause I don't want them to money. Can't be a stress. That's, money's such a big stress on people, but we eliminated that. And so if you have a great couple of weeks, are you going to get bonus? If you don't get, if you had a bad week or if there was a holiday, if you want to take a vacation, don't worry about it. We got you.
Speaker 1:That speaks a lot to the mental health, to the employee. And also, you know, not rushing through people to be like, Oh, if I take, you know, 20 minutes less, you know, with all of my employees, I can get in an hour with all my customers, I can get into an extra person and then maybe get an extra little paycheck. So it also kind of adds into that care element where, you know, you're able to focus on your phone. You're able to focus your time fully on that individual that you're there with. And I know personally, like I was just there for my knee. I was there for about six weeks with Moe in Monkton. It was unbelievable, the amount of care and attention, like it was something I'd never seen before. And you know, I've been playing sports my whole life and have had tons of injuries. And, and so it's something I'm very, very, very familiar with. And it was just such a really cool experience. And it was very welcoming and even just everything from the environment, the lobby, when you walk in, it was just like a very nice decor and light. And then the, the receptionist was extremely kind. And I think you just, you build it, like you build it from the ground up, like every single level of it has to be done the same way or else it's going to feel.
Speaker 2:Yeah. So we have a concrete commitment to only a two clients maximum per hour where, um, where I've worked before, it's been three or four and it's really tough. Like, I mean to see that many people, um, people who clinics, we see three or four, I get it, they have assistants and they have kinesiologists, but I mean, um, you guys, you guys pay, use your insurance money and you pay your copay to see me to see the physiotherapist, you know what I mean? Or to see the chiropractor or the massage. So why would you want to, you're not paying to see assistance and I, yeah, I think it's a little more, hands-on, it's a little better. And uh, I know that the clients appreciate it and I know that the staff appreciated, they understand that that's the reason we're getting rave reviews is because we're with them a hundred percent of the time.
Speaker 1:Absolutely. I mean, the staff probably appreciate it too, because they're not running from room to room trying to figure out what's going on and getting their head right. Every single day. I mean, it's gotta be so overwhelming. Yes. As opposed to the alternative to what you guys got going on. So is that kind of what separates you guys a lot from other, you know, performance centers around the area in the city?
Speaker 2:Yeah. When I give my talks and I get my lunch and learns, or I just, today over lunch, I met with a family physician and I do that weekly at least once so that, uh, they kind of get the Bible what's going on with us. So if they knew us and they didn't, but, uh, I, that is a separator. It has to be a huge separator. Um, I kind of make sure I'm trying to gauge like referring physicians. Like they should, you should really care about what you're sending your clients. Right. Because I care about where I'm going to send my clientele. If I say, you know, I think orthotics is best for you. You need orthotics, you need a knee brace. I only want to send you to the best in town. Right. So I care, but I know that, um, when I talk to physicians, that's why I said, if you teach, does that sound like you let me know? He's like, yeah, well we're pretty darn darn good. Cause you're gonna, they're gonna get the best care. I promise you. And not just because we spend more time, but because we created a culture where everyone's happy, we ain't bringing baggage. We understand we leave that as a door, you know? Um, that sort of thing. Yeah.
Speaker 1:I was going to say, even, even with your guys is social, like your social game is so good. It's so much different than any other. And it's hard to think because you kind of think of these places, like physiotherapies like, or at least the ones of old, you kind of almost relate to them to like a doctor's clinic. And sometimes they can be like intimidating or you're like, Oh, okay. Like my knee is really sore. Like it'll probably go away in six months. I'll just, uh, ice it and take some hot showers and, uh, just kind of hope for the best and then put down the road. But it was even really interesting to know to even when we were just doing the introduction right before we went on you, you said, you said it's center, not clinic. And I think it was an important distinction just to be like, we're, we're not at your, your, your stereotypical doctor's clinic that you're walking in and, and people are in lab coats and you're, they're looking at you, it's a center, it's a performance center in order to get you the best help that you can was personalized one-on-one treatments. And I think that, that was so cool, you know, even, uh, in my own experience there just that one-on-one first session where he got to like, know my background about what, you know, possibly could be going on with my knee. I got a little bit to know about me and then kind of was like, okay, let me put together a plan and then see what we can go forward with that. So I think that that's a kind of a cool distinction and something that's important to note in separating yourself. Was it difficult kind of coming up as a, against the norm? You know, when, when people are looking at physiotherapy clinics, they were probably looking at the ones of old, was it kind of like a shot at the left field being like, we're going to go bright colors. We're going to go super vibrant, very active on social and in the community and such.
Speaker 2:Yes. So, um, it, wasn't difficult for setting up the space. Like that's, that's kind of in the hands of our branding, we use brainwork razor, and, uh, they were wonderful. Um, but I mean with previous places that I've worked and like, let's say my last place I worked, you know, in five years I was working there. We only met as a team once, you know, things. I there's things that I knew that, that you shouldn't do, that you should be more in touch with the team as a whole, like each other, like not just me as a leader. I mean, everybody should be in touch with each other on a social level, but on a professional level. So that's where we meet quarterly. I know some clinics in places in teams, they meet more frequently, but I think that's, that's above average. Well, above average, I think we probably are the best in that, that we meet very often and we make sure we capitalize on our three hours together that we're going to have lots of laughs. We're going to get stuff done. We're going to have our education session and we're going to connect on a personal level and we're going to make sure we get the shutouts and that sort of thing. You know what I mean?
Speaker 1:Yeah. I think it's important too. I mean, it's not like a, you, you can over meet you. You can have meetings that go on too long. So if you found your, your, your kind of your niche at, at the quarterly meetings, and I think that's something that as long as your teams rallied around it, I mean then, then that's what it's needed for, right?
Speaker 2:Yeah. And that's what, like, um, you had mentioned before, like what were people always asking you might ask later? I'm not sure, like what advice would I give to other business owners, like trying to develop a culture or how do they, how do they harness it? How do they bring it up or improve theirs? Uh, you gotta just start lay the first layer. And our first layer was the meeting. I was something I knew that had to change. And once you got that, you got to cut that you get the energy and what's that energy you can build on the momentum with that. So you gotta have some momentum, you got to start somewhere. You can't come up with every, all of these different things. So that's how we really started was our first few meetings. Then I kinda got a gauge. This is where we're at. And then you start implementing things. And we did, it was a time where our admin team met every single Monday morning, but it got to be too much. So we take that out immediately. You know what I mean? It's you try things and then if they don't work, you take it out. And the same in the same breath. And this is kind of what I've learned from, uh, that Davidson. I'm sure you're very familiar with that Davidson from Meryl. She was a wonderful person and she taught me a lot about community. And one of the things she taught me about community was, um, the first defining feature of the community was like, defining your boundaries and then as a, as a community or a collective or a culture and, uh, protecting them. So, you know, I actually, wasn't perfect at that when we first started rehab one and I just, I started to learn about that really quickly because when I didn't protect it, I would have people on our team. I had people, I had energy within our team that was against what our five was supposed to be. And so in order to protect, it means sometimes like letting people go or having a serious talks that you, you know what I mean? So, uh, that was a huge, that was a, that was a game changer with me. When, when talk, I was with Nat Davison where she talked to me about, uh, talk to, she gave a presentation about community because to me, I was like community to me, translates to the culture within the company, uh, to the collective with one common goal. And so when she said it, she's like, uh, number one, protect your boundaries, define your boundaries and protect it. What do you stand for? And don't let anyone get in your way. Second thing was reciprocal benefit. Like each individual within the member within the team should give to the team as much as the team gives to that member. It's, it's a, it's a vibe exchange, you know, and then the final thing was, um, uh, shared remarkable experiences. So that made sense to me, shared remarkable experiences like in a CrossFit community where everyone, every single day has this great experience of like finishing a workout or the runner who they run with a group for four months. And then they do that big legs for literacy race. And it's just a remarkable experience. And you're, you're bound together by that. So we have to create shared remarkable experiences within our team, within our community, within our culture. So those are like the team outings, or those are the times we volunteer and we do something really great for someone in the, in the community, you know? So those that's how so her talk really sculpted that and that her talk wasn't until eight months, nine months until our, our company being. So, you know, we learned over time. Yeah. That is,
Speaker 1:I mean, that's quintessential advice right there. Yeah. Those are literally the foundational building blocks of building and establishing your, your, your culture from the ground up. Right. You said it, the very first thing you said, just lay that first layer, make sure that layer is, is, is, you know, concrete and that it's solid. And then just build off that and keep going and keep going. And I think you, you kind of said it too, with the micro refinements, you know, if something's not working, don't be afraid to change it because if you don't ever change it, and then you're just kind of gonna be complacent with, with failure or complacent with something that isn't working, then you're never going to find out what does work for you guys. That's really, really cool. That was literally actually going to be my next question. What's your advice for struggling companies coming up? Um, cause everybody wants to know that, right. You see, I mean, Monkton right now seems to be a hotbed for just people, you know, starting up their own organizations. And a lot of them are becoming, you know, very successful in branching off and franchising out. And, uh, you know, everyone's wondering, you know, how can I do that? Well, I think a lot of them, especially, you know, the ones who I've gotten to speak to they're branching out and they're becoming so successful because they're establishing these great cultures and peoples can see that. And it's a vibe that you can feel as soon as you walk into a place and you want to be there, you want to support those people and you want to support local organizations. So it's something that is really, really cool. Um, so where can people find you guys online,
Speaker 2:Online? We're at rehab, uh, www.rehab, one.ca and then you get all our team there and all our clinics and all of our services because we have we've, I think we've almost added 10 new services in the past six months, like hydrotherapy for people who need more, you know, to be in the pool where it's a little bit less weight bearing and that sort of stuff. We added occupational therapy and having an occupational therapist adds 10 services because they can do concussion management, job site analysis, ergonomic assessments, and whole bunch of stuff like that. They facilitate return to work, all that fun stuff. We have social work, a social worker and counselor now who does walk and talk therapy. So that's the reason we brought her on because she, she really aligned with us from the fitness point of view and the active point of view in that her, her sessions are done where they walk, they walk in, they talk and they talk and cause people, I guess, studies show that people like can, can do not staring face to face. They can like talk when they're looking at the common horizon together. So it's really neat and she's doing a really great job there and she's coming up, that's for sure. Uh, yeah, man, and we have dry needling. We have a whole bunch of new stuff. So that's what you can find on our website. Www have one.ca and it's all over, has our three clinics there and, uh, we're working hard at making it look really good. Like I mentioned to you earlier, you know, trying to make sure that it's up-to-date at all times. Yeah. And what are some of your social tags? Social tags. Oh gosh. Yeah. Um, so each of our clinics have their own, uh, Facebook page or Instagram tag is at rehab one performance. Um, the one is like the number one, not that the numeric, not that letter and that's spelled out. Yeah. And we're on Twitter too, but we don't use that as much less.
Speaker 1:Yeah. I find less and less companies using Twitter. Right. It's all Facebook and Instagram.
Speaker 2:It's huge in the States man, but I mean, we, we do feed to it and I do look at it all the time. Of course. Yes.
Speaker 1:Um, and yeah. Is there anything else that you'd like to plug before we, uh, kind of close this out? Um, main thing, man. Yeah.
Speaker 2:Is that like, I had a conversation before I came here today. I was another business owner had a special meeting because they wanted some advice about running their business. They're brand new. They only opened up in may. I won't say who, but the thing is, uh, my biggest advice was just about, um, being heart-centered and maybe that sounds a little weird, but the thing is like, it just, heart-centered kind of feeds down to alignment. You just gotta do what feels right inside, you know, uh, always communicate. So you have a vibe because you're not just doing things that does make sense through your company and, um, ask a lot of questions, talk to a lot of people. It wasn't my, it wasn't my advice, things. I thought those things I like to talk to about people when they ask for advice about culture and about, about how to run a company, it's just a, I'm not doing anything special on it. I'm just trying to make sure I'm always in tune with my, my, my team and, um, and making it a really happy and fun place to work. Yeah.
Speaker 1:I'll tell you right there. That is something special because it's something that a lot of organizations are kind of lacking and it's something that I think is what makes you guys so unique to the workplace. Um, but no, I think it is really cool. We have a saying around here too, it's all health set, health set and heart set. So, you know, make sure that your body's healthy, make sure that your heart's healthy and your mind is healthy. Uh, and then from there, you know, everything else is just going to take care of itself.
Speaker 2:So w when you have a leader who I think it's important when you're leader in bodies, that right. And so you, your leader, Evie, that's him. And I love that. And how can you expect your team to do it? If your leader doesn't do it. And I think that's what that's, what's going on here. Yeah. And that's what I keep in the back of my mind every day, because one of our main things I think is the thing that really will set us apart sometimes is the growth mindset is courage. Courage is our fifth C. And I always have to ask myself every day, like, are you living courageously? Are you doing things that don't make you uncomfortable, make you uncomfortable? So, today actually was my thing is that I don't often give a lot. I do a lot of doctors meetings. They're kind of nerve-wracking, but today I said, you know what? I just got done one, let's keep the ball rolling. Let's be courageous. So I literally walked around the entire building and I made three more meetings over the next two months. So I'm staying on top of my things that make me uncomfortable.
Speaker 1:Yeah. And I mean, the more uncomfortable situations that you can put yourself in, the more comfortable you then feel in those situations. So you're kind of by proxy eliminating those uncomfortable situations and you're just, you're growing the next thing. Yeah. You can never stop growing. Well, John, thanks so much for coming in today. Uh, and thank everyone here for listening to our local leader series a if you would like to be on an upcoming podcast to promote your business culture, simply drop me an email@codyattuba.com. I'd love to hear from you. Be sure to give us a follow on Facebook, Twitter, and Instagram at tuba teams for more content and for more podcasts, be sure to check out our website, tuba dot C O uh, again, it was an absolute pleasure and honor getting to speak with you there, John. Thanks again for coming in and sharing a little bit about what makes your culture so special. I had a blast, man. Thank you. Awesome. Thanks. And we'll see you all next time.
Speaker 3:[inaudible].