1. The Disruption (Challenge the Model)
You judge your day by how tired you are.
"I saw 25 patients today! I must have made money."
False.
You can dig a hole and fill it back up for 12 hours. You will be exhausted. But you accomplished Zero.
2. The Anchor (The Familiar Experience)
- Person A is on a Treadmill. They run 10 miles. They sweat buckets. But they are in the same spot.
- Person B is Hiking. They walk 2 miles. But they are at the top of the mountain.
The Effort was the same. The Vector was different.
3. The Reorganization (The "Oh" Moment)
Your schedule is the Treadmill.
- A 30-minute exam for a patient who buys nothing = Treadmill.
- A 1-hour denture adjustment = Treadmill.
You feel productive because the belt is moving. But the bank account isn't climbing.
4. The Why (The Mechanism)
This is "Opportunity Cost."
Every hour on a $100 procedure is an hour you cannot spend on a $1,000 procedure.
5. The Solution (Compression)
The Production Per Hour (PPH) Rule:
Calculate your overhead per hour (e.g., $400).
If a procedure doesn't generate at least $400/hr, you shouldn't be doing it.
- Identify the "Treadmill" blocks in your day.
- Replace them with "Hiking" blocks (High-value production).