By Freddie Ulan, DC, CCN
(This article is the third excerpt from the brand new eBook, Theory and Purpose of Nutrition Response Testing, 2nd Edition, by Freddie Ulan.)
We’re in a very, very interesting time, to say the least. Thirty years ago, you never saw a drug commercial for a pharmaceutical drug. You saw the Alka-Seltzer commercials. And of course, today that’s a “health food.” When they discovered that Alka-Seltzer was totally ruining the digestion and preventing calcium absorption, they turned it into a “health food” by putting insoluble calcium salts into it. To prevent osteoporosis, of course.
The level of insanity in the health field has just been climbing and climbing and climbing—it’s absolutely incredible. We’re at a point where we really have to take responsibility for this, or we’re all going to be in trouble; our kids and grandkids are going to be in trouble. When I turn on the TV set and I see a blatant commercial for a pharmaceutical drug that has so many side effects they can’t even say them in speed-talk, it irks me. That’s a very gentle word because I didn’t want to offend my listeners.
How many of you as practitioners feel that you are operating at your full capacity right now? The main reason I teach is to get us all on the same page — the guys that understand the truth and the need for what we’re doing. I’ve been told it’s impossible. However, when I was sitting in my very successful practice in Glens Falls, New York, with people flying in from southern California, Korea, Germany, South America—and from Florida in the middle of the winter—I had to disseminate this knowledge, so the patients who have heard about our work can find someone closer to home that they feel confident in.
The bottom line is, I wasn’t going to be able to handle the whole thing alone. Did you ever have the feeling it was all on your shoulders? The bottom line is that it really does take a team; it takes people who are working shoulder to shoulder; it takes people who are aligned, who care, who aren’t simply out for themselves.
It takes a team of people who really care about what we’re doing. There’s a hell of a lot easier ways to make a living than doing what we do. There are many easier ways to make a living, so I’m assuming that you as a practitioner are not strictly money motivated.
I know I like to have money; I give most of the money I make away to my favorite charities. Way over the legal limits, year after year after year, just because I don’t need a heck of a lot of money—but people just keep throwing it at me! And why do they throw it at me? Well, I have a low-fee practice and I never sell more supplements than the person needs to take them to the next visit, ever.
It’s one of my most powerful policies that I have in the office: the staff is not allowed to sell anyone more supplements than he needs to take him to his next visit.
The bottom line is that what we need is not one guy in Glens Falls, but thousands of practitioners who are seeing a volume of patients that they are comfortable seeing—but it needs to be high. I’m not talking about the three-minute visit. Most of my patients, we get to spend a solid ten minutes per visit, and half of that time is just chat because it only takes about five minutes to do the actual technical stuff. That chat is important too. It’s the chat that opens the door to the referral chain.
So we’re not rushed; we have a very relaxed, relatively high volume; I say that because I’ve been in chiropractic practices where 20–30 patients an hour is standard operating procedure. And then I see the same guy two or three years later lying on the beach in Venice, and I ask him, “What are you doing here?” and he goes, “Oh, I burned out.”
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