Free business lessons
Make your next
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11 short lessons on growth, pricing, your team, and your time. Pick the one you need. No email required.
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- Is your full calendar paying off?
- Where do your inquiries go?
- Stop guessing at the numbers.
- What are you trying to decide?
- Does your price cover the work?
- Does every decision come back to you?
- Are you fixing the right problem?
- You don’t have to do everything now.
- What happens in week one?
- Get a plan you can use with your team.
- When will you check the result?
Lesson 01 / Henry Mobley III
Is your full calendar paying off?
Check three things before adding more patients.
A full calendar tells you people are booked. To decide whether to grow, you also need to know what the work costs and how much time it takes.
Compare three numbers for the same period: revenue left after direct delivery costs, available team hours, and your own hours.
If the work covers its costs and the team has room, more demand may help. If everyone is stretched, first look at how the work gets done. Missing a number? Start there.
Book A Fit CallLesson 02 / Henry Mobley III
Where do your inquiries go?
Follow the steps before choosing the fix.
Imagine 18 inquiries, 10 bookings, 8 attended consultations, and 6 new starts. These are invented numbers for this example.
That’s a 55.6% booking rate, 80% attendance rate, and 75% start rate—if each count follows the same group of people.
Check that first. Were inquiries counted twice? Did some people book the next month? Were appointments available? Once the counts line up, you can see where to investigate.
Book A Fit CallLesson 03 / Henry Mobley III
Stop guessing at the numbers.
Find the information that could change your decision.
When a number is missing, mark it unknown. If you estimate it, write down how you got the estimate.
For each important number, record where it came from and the period it covers.
Ask: would a different number change what I do next? If yes, find it. If no, move on. You need enough information to make the decision, not a perfect dashboard.
Book A Fit CallLesson 04 / Henry Mobley III
What are you trying to decide?
Choose the decision before starting another project.
A new website, a new offer, and a new reporting system all take time. Which one helps you most right now?
Finish this sentence: “I need to decide whether to ____.” Add who decides, when, and what information would change the answer.
Use that to choose the next project. If you want help working through the decision, the Practice Diagnostic gives you a business review and a 90-day plan for $3,000.
Book A Fit CallLesson 05 / Henry Mobley III
Does your price cover the work?
Count what happens outside the appointment.
Preparation, delivery, follow-up, and coordination all take time. Your price needs to support the work.
Pick one service. Compare collected revenue with direct delivery costs over the same period. Then list the team hours and your hours, including the work between appointments.
This is a starting point. Overhead, refunds, and payment timing also matter. Understand the cost of the service before changing its price.
Book A Fit CallLesson 06 / Henry Mobley III
Does every decision come back to you?
Give your team a clear boundary.
Choose one decision you make repeatedly. Could someone on your team make it?
Write down who decides, what information they need, what they can approve, and when they should ask you.
Try it on one real decision. Check whether the instructions were clear and the information was available. Then adjust the handoff.
Book A Fit CallLesson 07 / Henry Mobley III
Are you fixing the right problem?
Check another explanation before committing.
Fewer bookings might mean weaker marketing. They might also mean slower replies, fewer available appointments, or a change in how you count.
Write down two possible explanations. For each, ask what would support it and what would show it is wrong.
Check the business totals and appointment capacity. Start with a small check that helps you choose between the explanations. No patient records needed.
Book A Fit CallLesson 08 / Henry Mobley III
You don’t have to do everything now.
Put the work in order.
If every project starts today, you still have to choose what gets done first.
Sort the work into three groups: do it, test it, or wait. Start when you have enough information and the basics are in place. Test when an important question is still open.
For anything waiting, write down what would make you start. Leave the meeting knowing your next step and what can stay off your plate.
Book A Fit CallLesson 09 / Henry Mobley III
What happens in week one?
Make the first step clear enough to finish.
“Improve follow-up” is a goal. Give someone a task they can complete.
For example: ask the operations lead to check inquiry and booking totals for an agreed period by Friday. Then review how the numbers were counted.
That example checks the numbers; it does not prove bookings improved. Track task completion and business results separately, with a date to review each.
Book A Fit CallLesson 10 / Henry Mobley III
Get a plan you can use with your team.
Here’s what the Practice Diagnostic includes.
I review your practice’s business and give you written findings, priorities, and a 90-day plan. You get the supporting information and a readout with me.
The fee is $3,000. Delivery takes 30 days. Your planned time is 3 hours and 15 minutes, with a maximum of 239 minutes under the scope.
Book a 15-minute call to check fit, timing, and access to business totals. You receive the scope in writing before you decide. Use the plan with your own team; further help is optional.
Book A Fit CallLesson 11 / Henry Mobley III
When will you check the result?
Set the review date before you move on.
Write down what you decided and why. Include the facts, assumptions, and anything that would make you change course.
Set a date to check the result. Compare the same numbers over comparable periods. Record other changes that could explain the outcome.
Then decide: continue, adjust, or stop. The goal is a better next decision, even if it changes the original plan.
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