Focus, Identify, Create Value and Repeat
by Garrett B. Gunderson Your recipe for working with people you enjoy, know you can help, and making more money. To be as productive as possible it is essential to be crystal clear about what your business is specifically designed to do, and who you are ideally positioned to serve. This means identifying your best existing patients and figuring out who they really are as people. If you can understand what age group, gender, education level, what they do for hobbies, what books they read, where they hang out, how much money they make, etc. then you can make it a point to go out and find more people who are just like your best patients/customers. To do this make a conscious choice to determine who is already existing and “Ideal”, and build a relationship with them. Have appreciation dinners, invite them out to hike or snowshoe, or share experiences with them. Let them become more than just clients or patients – build a relationship. In this process you will not only learn how to serve them better, you’ll understand how to attract more people just like them. This leads to a business full of people that you love to see and who love to come see you. Once this happens the profits are an inevitable result of serving those that appreciate your value the most. They key is to overcome the concern that is you focus or get to narrow that you will miss out on others you could have otherwise have worked with. Here are some questions and considerations to help address and overcome this objection. If you were to look at your top 20 percent of people you work with what percentage of your revenue are they responsible for? How many people have they referred versus the bottom 20 percent? What percentage of your time is used for addressing people that do not pay on time, do not refer people and do not appreciate your service? What impact does that have on your energy, confidence and ultimately the bottom-line? Do you think there are plenty of people in your community or even your state that fit the “ideal” profile? What would your life look like if that was who you spent your time and focus on? What level of value could you create for them? How would it allow you to focus more on value creation and less on appeasing people that do not appreciate who you are, what you do or that simply are not compliant with implementing your recommendations and getting the full value you offer? So, find the best people that you enjoy working with the most. That gets the best results and refer the most people. Focus on building those relationships, cultivating those relationships, and asking them how you can create the most value for them. To discover other overlooked opportunities most business owners miss and to gain more freedom in your business as we expose models most didn’t think was possible, yet are achievable in a short period of time, check out www.freedomfasttrack.com/cfw as I interview business strategist Brandon Allen. Brandon opened up and built Wells Fargo branches for a decade before becoming the COO of my firm, Freedom FastTrack. In order to more fully express his expertise and purpose he now shares his insights and discoveries through business expansion and management with Freedom FastTrack members. In a bottom-line, no fluff interview he will be sharing how to: Integrate metrics and numbers to improve business Unveil the biggest mistakes business owners make in managing their business (he exposed this for me and transformed my INC 500 business) How can you create and leverage your authority in your market How to address and confront employee behavior in the business Time management The key habits to run a successful business and more
Chiropractic Software Return on Investment
What’s Your ROI? Chiropractic Software Return on Investment with us is high in several categories. Getting down to the business of running a practice Can Dr. Ben’s practice get a handle on using ROI for business decisions? “ROI?” Carmen repeated. “Return on Investment is simple. How much are you investing, and what kind of return are you getting?” “But what’s the answer supposed to be?” Ben asked. “Are we going for 100%?” “It really doesn’t work that way.” Carmen frowned. “I know you went to chiropractic college, not business school, but still — didn’t you talk about this in practice management class or something?” “I never had a practice management class. I’m not sure that’s even a thing. And do you think you could help me with this without the condescension?” Carmen gave her husband a hug. “I don’t mean to be condescending. It’s just that this is a pretty basic concept. It’s hard for me to believe that you’ve never thought about it in your practice.” “Maybe it’s not as simple in a medical practice as it is in a pizza parlor,” suggested Ben. “Now who’s being condescending?” Carmen settled a pillow behind her back. “I don’t mean it that way,” protested Ben. “Listen, you know how much every pizza is going to bring in, right? They have prices. And the cost is predictable, too. You know how much the ingredients cost and you could probably figure out exactly how much a pizza costs and how much money it brings in. It’s not like that for us. We don’t know exactly how much each appointment will bring in or exactly what costs will be associated with a treatment plan, and we’re really not used to thinking in those terms.” “Well, let’s simplify it. You know your expenses, right? Some of those things you pay for are cost centers and some are profit centers. So you pay for electricity because you have to. You don’t get any higher revenue by buying more electricity. But you sell supplements and books at a profit, so buying more of those brings in more revenue, as long as you sell them all.” “Now we’re getting somewhere,” Ben said excitedly. “What about all the things that are somewhere in between? Practice management software, for example. We’ve made some investment there already, but I’m getting push-back from my partners. They see it as a cost that’s avoidable. And their whole concept of ROI is about reducing costs wherever we can.” Carmen shook her head. “That’s crazy. Return on investment is about measuring the return you get on your investment and making more investments on that basis, not on trying to stop making investments that pay off.” “And now we’re back full circle! I don’t think we really understand ROI.” “I’m beginning to believe you,” Carmen agreed. “What are you going to do about that?” Ben sighed. What was he going to do about that? Can Dr. Ben’s practice get a handle on using ROI for business decisions? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Is it truly one of the inevitable things in life?
Why although paying taxes is inevitable, overpaying them doesn’t have to be. How would you feel if you found out you were overpaying your taxes? Most people want to pay as little in taxes as possible, but many times have no idea of whether they are overpaying or not. Without going into huge amounts of detail (and boring your socks off) there are a few simple things to know about taxes that can make a big difference. First, there is no better way to keep more of your own money than to make more. Often people pass up income because they might have to pay more in taxes – that’s just crazy. If you got to pay 25 cents to earn a dollar, how often would you do it? Never pass up a chance to make more money in congruence with your purpose. If you own a business, do you have the proper entity structure to maximize your tax advantages? Not all entity structures are created equal so if you have a partnership, sole proprietorship, or even the wrong type of corporation for your business, you may be missing out. Learn about how to take your income as well. Salary may be taxed differently than dividends. In my research with 117 people in my program, 107 were overpaying their taxes. More alarming is that 2/3rds felt they had it all handled and their accountant was doing a great job. If you want to find out if you are overpaying or not, take a quick look at our Financial Health Assessment at www.freedomfasttrack.com/cfw and answer a few questions. If you answer no or uncertain, then check out the Curriculum for Wealth series when I go into depth and leave nothing locked away as “secret” as I dig in with the CPA in our network to give you the insights necessary to find money that is being overpaid. So, you can check with your tax professional on the best way to employ these ideas for your specific situation, or join us on the Curriculum for Wealth as we go through the checklist of most important areas to save tax.
Why Professionals Get Screwed on Taxes
How to Reduce Your Tax Burden & Boost Your Productivity by Garrett B. Gunderson with Brett Sellers, CPAAs a Financial Advocate to chiropractors, dentists and other professionals, I once performed a survey of my doctor clients. Out of 117 doctors, 107 of them were overpaying on their taxes—and many of them by tens of thousands per year. This can be easily avoided, and reducing your taxes is the lowest-hanging fruit for increasing your cash flow and productivity. Here are the most important things every business owner should know about taxes: Don’t Let the Tax Tail Wag the Dog of Productivity Would you rather pay $1 million or $10 million in income tax? Most people say $1 million. My answer is always $10 million, because it would mean I made much more money than if I owed $1 million. Taxes should definitely be taken into consideration with any financial plan, but some businesses actually don’t want to produce more because they’re afraid of paying too much in taxes. They base financial decisions primarily on tax ramifications. In other words, they let the tax tail wag the dog of productivity. Bottom line: Your first and best defense against taxes is always to earn another dollar, rather than limiting productivity and settling for a lower income in the name of saving on taxes. Be Proactive, Not Reactive By Using a Tax Preparer, Rather than a Tax Strategist Most small businesses have a CPA that simply prepares their taxes at the end of each year. This makes them reactive rather than proactive. Instead of anticipating and strategically solving potential tax problems, such tax preparers scramble to limit your tax liability just once throughout the year. And to accomplish this, they usually tell you to dump as much money as possible into a qualified plan, or recommend other things that you otherwise wouldn’t do except to save on taxes, which creates even more problems down the road. In contrast, a tax strategist makes tax season a non-issue by keeping you organized, creating and tracking financial benchmarks throughout the year, and limiting your tax burden. Plan for the Future, Don’t Defer to the Future Typical scenario: At year’s end you bring your taxes to your CPA, and one of her primary and automatic recommendations is to put money in a qualified retirement plan. This is lazy accounting at best. Are taxes going up or down in the future? Do you plan on being more or less successful in the future? So why would it be a good strategy to save on taxes today in a way that creates a bigger tax burden tomorrow? Of course, traditional retirement planners will tell you that when you retire you can live on 70 percent or less of your pre-retirement income, and that living on this percentage will lower your tax bracket. First of all, no one knows exactly what future tax brackets will be. And with the current economic and deficit environment do you think that tax rates are going to stay at these historic lows? Historical marginal tax rates for the lowest and highest income earners in the United States. Source: U.S. Bureau of the Public Debt Second, is this really how you want to spend your retirement years: living cheaply, afraid to spend the money you’ve earned for fear of triggering tax consequences? Do you really want to have a lower standard of living when you retire? In contrast to qualified plans, there are other products and strategies that provide much better exit strategies upon retirement while still offering tax benefits during the growth phase. This doesn’t necessarily mean you shouldn’t ever contribute to a qualified retirement plan. But such a decision needs to be part of a holistic, long-term financial plan that supports your purpose and passion, not a reactive and misguided accounting strategy based solely on numbers today. Increase Your Deductions With Confidence Entrepreneurs frequently ask CPAs for a clearly-defined, bullet-point list that spells out legitimate deductions explicitly. But Section 162 of the IRS tax code simply states that you can deduct all “ordinary and necessary” business expenses. For most business owners, this means they can and should be deducting far more expenses than they currently are. Deduct anything and everything connected with your business, while making sure you can build the case to support the connection. Incorporate to Reduce Your Rate I’m shocked by how many people operate as sole proprietors, which is the worst arrangement possible for taxes. Incorporating limits your liability and protects your personal assets, increases your deductible expenses, gives you greater tax flexibility, and helps you build a sellable business. A competent attorney that coordinates the strategy with your CPA can help you choose and properly structure the right entity. Withdraw Business Income Strategically As an owner of a business, you wear at least two hats (you may also be the landlord). You understand that you should be compensated as wages for the practice of dentistry for example, but how you withdraw business profits can have a significant impact on your taxes. Withdrawals can come in the form of additional salary or dividends. Depending on your corporate structure, the withdrawal of dividends can greatly reduce your overall tax because certain distributions of corporate profits are not subject to employment or self-employment taxes. Again, consult with a competent and strategic CPA to get further details for your unique situation. Use Cost Segregation to Benefit from Depreciation If you own your building, “cost segregation” can make a drastic difference in deductions due to depreciation. This effective but under-utilized accounting technique shortens the depreciation period of your assets for taxation purposes, and results in reduced tax liability and increased cash flow. The most effective way of segregating costs and supporting these accelerated depreciation deductions is to engage an engineering firm to perform a cost segregation study. Get Deductions by Investing in Your Business Section 179 of the IRS tax code allows you to deduct the full purchase price of qualifying equipment and/or software
3 Must-Haves for Credit Card Processing | Q&A from the Webinar
If your practice currently accepts credit cards, or if you are considering incorporating them into your payment options, you likely have questions regarding the policies surrounding their use. To help you get the answers you need, we have compiled all the questions that were asked during our recent webinar, “3 Must-Haves for Client Credit Card Processing,” along with the presenter’s responses. Feel free to add any new questions in the comment section below. Q: What is PCI? A: PCI compliance stands for Payment Card Industry compliance. This is the regulation that the federal government puts on the credit card industry as well as merchants who accept credit cards. Similar to HIPAA in terms of documentation and patient record-keeping, PCI is the regulatory board that oversees all aspects of credit card payments. Q: What sort of fines do practices face for non-compliance? A: Most people don’t realize that they can be fined up to $2,500 per card that they’re not handling properly. So if you see 400 patients over the life of your practice, and you handle those cards improperly, you would face $1 million in fines. A big company like Target can handle that, but for most medical practices, that would put them out of business. Q: What percentage of medical offices are PCI compliant? A: An estimated 95 percent of practices are not PCI compliant, in one way or another. Q: How do I know if my office is PCI compliant? A: The first year you set up with a merchant services company, you have to take a PCI compliance survey. Then there’s a yearly survey after that. If you haven’t taken some sort of survey, or don’t remember taking one, chances are, you’re not compliant… and there’s a 100 percent chance that you’re being charged a monthly fee. That fee can range from $20 to $100 a month. Learn more about how CredEdge simplifies credentialing and protects your revenue: Schedule a Free Credentialing Consultation Book a Consultation
The Safest & Quickest Way to Become Debt-Free
by Garrett B. Gunderson with Dale Clarke The Counter-intuitive Formula Your Financial Adviser Doesn’t Know Hint: It’s not about your loan interest rates, nor is it just about socking away more money by cutting back or even just about saving money on interest. As a financial advocate to professionals, I deal with this issue frequently with the business owners we work with. You want to get out of debt so you can reduce your risk, increase your cash flow, and have greater peace of mind, right? Unfortunately, in a zealous effort to get out of debt, too many people make critical mistakes that increase their risk and make the process much slower than it has to be. It’s not just a matter of prioritizing which loans should be paid off first. It’s also a matter of minimizing your risk throughout the process. Here’s the fastest, safest, and most sustainable way to do it: 1. Build Savings First. It doesn’t make any sense to start paying extra on loans until you have at least three months of income, and ideally six months, in a liquid savings account. If you have no cash reserves, what happens when you pay down your loans but then experience an unexpected cash flow crunch? You simply increase your loan balances again or even worse, miss payments and hurt your credit score, therefore getting charged more for future loans and you can miss opportunities to lower your interest rates. So before you even get started with paying down debt, build your cash reserves first. This puts you in a much safer and more sustainable situation. Don’t worry if you are wondering where that money might come from, details to follow, read on. 2. Raise Your Insurance Deductibles. Once you have cash reserves you can raise your insurance deductibles and extend elimination periods, which decreases your premiums, an extra benefit of having money in savings. This increased cash flow can then be used to strategically pay down debt. I recommend using your home, auto, and liability insurance to primarily cover catastrophic losses. With higher deductibles (again, assuming you have cash reserves to cover small losses) you’re less likely to make claims, which prevents increased premiums. The larger principle here is that when you approach debt elimination the right way it affects almost every other aspect of your finances. This is a more comprehensive approach that takes every factor into consideration, rather than looking at your debt in a vacuum. 3. Restructure Your Non-Deductible Debt by Rolling Short-Term, High-Interest Loans into Long-Term Tax Deductible, Low-Interest Loans. Again, the goal is to minimize your interest payments and maximize your cash flow. Then you can attack your remaining debt strategically, using your increased cash flow to eliminate one loan at a time. Another benefit of this strategy is that it improves your debt-to-income ratio, which then improves your credit score, which can then be used to negotiate lower interest rates and will result in increased cash flow. Having a better credit score also gives you more negotiating leverage. You can look into a streamline refinance on your existing mortgage. You can call your credit card companies, for example, and tell them you’re considering canceling and switching. They may be inclined to make their interest and terms more favorable for you, especially if you have a higher credit score. Assuming you have enough home equity and after improving your credit, refinance your mortgage and roll as much of your non-deductible loans (credit cards, auto loans, etc.) into it as possible. The tax deduction will also increase your cash flow. CAUTION: Do NOT do any of this if you’re undisciplined and your spending is out of control. If you’re just going to charge your credit cards back up again, you’ll just sink deeper into debt. 4. The Secret Sauce: Cash Flow Index. Here’s where the rubber hits the road. After minimizing your payments and maximizing your cash flow, you’re now prepared to focus on one loan at a time, thus creating the “snowball effect” until you’re completely debt-free. Most financial advisers and pundits will tell you to pay off your loans with the highest interest rates first. My advice is to ignore the interest rate and use my proprietary Cash Flow Index to determine which debt to pay off first. To determine your Cash Flow Index, take all your various loan balances and divide each of them by their respective payments. Whichever one has the lowest number is the one you should pay off first. For example: Home Loan Balance: $228,000 Interest Rate: 7% Monthly Payment: $1,665 Cash Flow Index: 137 ($228,000 ÷ $1,665) Auto Loan Balance: $16,500 Interest Rate: 8% Monthly Payment: $450 Cash Flow Index: 37 Credit Card Balance: $13,000 Interest Rate: 12% Monthly Payment: $260 Cash Flow Index: 50 Student Loan: $107,000 Interest Rate: 3.9% Monthly Payment: $650 Cash Flow Index: 165 In this example, it seems to make sense to pay of the credit card first because it has the highest interest rate. But the Cash Flow Index reveals that the auto loan should be paid off first. The trick is to pay off debt that gives you the greatest cash flow with the least investment. A high Cash Flow Index means your loan balance is high relative to the payment, while a low Cash Flow Index means your balance is low but with a high payment. Knock out those high payments first and you free up cash to work on other debts. In this case, by paying off the auto loan first, you free up more monthly cash, which can then be applied toward the credit card balance. Paying off the auto loan first means you can pay off both faster than if you started with the credit card. 5. Address the Risk Factor. Again, this strategy isn’t just about paying off debt faster and saving money on interest—it’s also about reducing your risk. Banks and other financial institutions tell you to pay off debts that lessen their risk
How to get out of debt without giving up your life
Strategies on paying off debt faster, paying banks less interest, and having some fun along the way. by Garrett Gunderson The key to getting out of and then staying our of debt isn’t just about working harder and limiting your spending; it starts with the proper mindset. To dig a bit deeper, the root of debt comes from consuming more than you produce. It is critical to be clear about purpose and how to produce in order to stay out of debt. One must always produce more than they consume. Without discovering where there may be a scarcity mentality or limiting beliefs, debt will be a constant companion. Once you have recognized and have begun to conquer the scarcity mentality around money, then you’re ready for the tools that can help you with being efficient on paying off and understanding your debt. One of the most effective ways to approach debt is to use the Cash Flow Index. The CFI is a scoring system to help you identify the efficiency of each of your debts. This scoring system will allow you to pay off the most inefficient debts first and then allow you to prioritize the order to maximize paying off your debt. Here’s how it works. Take the balance of the loan and divide it by the payment of each debt. The resulting number is the CFI rating. The lower the number, the less efficient the debt is and the sooner you should pay it off. To pay off debt as quickly as possible, pay the minimum on all debts except the one with the lowest score. Then take all other available ‘pay down money’ and pay it toward the least efficient debt. Once it’s paid off move to the next lowest score and pay it off. Rinse and repeat. Each time a loan is paid off your debt-to-income is improved. This is the percentage of each dollar you earn that is required to be paid towards required loan payments. When this is improved, your credit score can be improved as well. With less debt load, lower debt-to-income, and a better cash flow scenario, it is time to get better interest rates. Talk to your financial institutions after paying off a loan. Refinance, replace, or restructure. Now with your interest savings, the same payment will go further with paying down principal. Create small rewards and celebrate the victories along the way. You will feel the progress, live better, and have more fun. This isn’t just about sacrifice and delay, it is about living! This is one small piece of our greatest area of expertise and result. Cash Flow! To learn the very strategies we have taught our members and saved an average of $2,484 per MONTH, check out the Curriculum for Wealth by going to www.freedomfasttrack.com/cfw.
Finding a Standard of Success
“How are you doing? How are your KPIs?” On a personal level, that question seems easy enough to answer. But when it comes to your practice, it’s not so simple. With so many factors in play — from patient visits to billing, from revenue to workflow — it can be a challenge to have everything go smoothly at the same time. Not only that, but it’s difficult to determine a proper standard by which to judge your practice performance. Ultimately, your bottom line depends on multiple Key Performance Indicators (KPIs) that together paint a picture of your business. A quick comparison of your KPIs to industry standards may also point to potential opportunities to increase cash flow, identify areas for potential growth, and even improve employee morale. One of the first KPIs to consider is Average Visit Duration. This is not merely the amount of time you spend with a patient, but also includes the time that you spend on billing, documentation, scheduling and other “overhead” related to that patient’s visit. For chiropractors, who tend to see many patients for brief visits, the Average Visit Duration highlights — once you subtract the time that’s actually spent on patient care — how much is wasted on the “busywork” of running a practice. Another KPI that’s a key concern is Annual Patient Visits (APV). This figure is derived by dividing the number of patient visits in a given year by the total number of patients seen during that year. An APV that is substantially lower than the industry average suggests that too many patients may be terminating their treatment before they complete it — and that could be seen as a compliance risk. On the subject of revenue, it’s a good idea to look at your Pay Per Visit (PPV). The PPV is the average pay for all of your services that you receive for one visit — including both the patient’s copay and the insurance reimbursement. In order to calculate your average PPV, just count all the payments you received over the course of one month, and divide it by the number of patient visits you had in that month. When comparing your PPV to the industry average, a lower number indicates that you are likely not getting fair reimbursement from insurance companies. And finally, if you take your APV and multiply it by your PPV, you get the PV, or Patient Value. This amount reflects the total payment for a single patient over the course of a year. In and of itself, a low PV doesn’t present an audit risk, but it does pose a different kind of problem: When your PV dips below a certain level, it’s your bottom line that suffers, and it becomes more difficult to stay in business.
Ripe for Success
Software solution promises to be the “secret ingredient” By Kathleen Casbarro Will Ben’s new tech solution lead to the perfect outcome? “So…?” Carmen asked with an upward lilt that made it into a question, “how’s the documentation going?” “Thanks for asking,” Ben said, dropping a kiss on her nose. “I think it’s going to be good. You know I’ve been going back and forth a bit on how to approach the need for greater specificity in our documentation.” Carmen rolled her eyes. “I’d noticed. But I can see why, too. It’s hard to know exactly what you need to do and what the consequences are likely to be.” “Turns out the new software we’ve been looking at has an internal auditing process. Basically, I think we can work with the coaches to find out just how we can use our documentation to build the right ICD-10 codes, and actually try it out and see how far we are from perfection.” “And if you’re not quite perfect, you’ve got some time to work on it.” “Exactly. We’ll be able to see what practices we don’t yet have in place. We won’t be taking a shot in the dark and hoping we’re on the right track.” Mike sniffed. “Is that sauteed mushrooms I’m smelling?” “Yes. Mushroom ravioli tonight, with a fresh marinara sauce and garlic bread. Just a little good home cooking.” “Very good home cooking. Can I help?” “Come keep me company while I add a little squeeze of lemon.” Ben followed Carmen into the kitchen, where their son was already sitting at the table coloring. “I really feel like things are coming together,” he told his wife as he ruffled his son’s hair. “Just having a clear plan and a clear goal makes all the difference.” Carmen beamed.Ben held up his hands in mock protest. “Are you about to tell me some special way in which this reminds you of pizza?” “Not at all.” Carmen busied herself plating the ravioli and ladling on sauce. “I could however say that it’s like having a great recipe and setting out all the ingredients, measured and ready, before you begin to cook.” She added a slice of toasted garlic bread on each plate. “That’s the way you get a perfect outcome. It’s not that you don’t have work to do, but you have it all laid out clearly, so success is easier.” “I’ll take that,” Ben smiled. Will Dr. Ben’s new tech solution lead to the perfect outcome? Everything that we have published about ICD-10 can be found on our ICD-10 page.
Seeking Direction
By Kathleen Casbarro For ICD-10 transition, It’s Essential to Choose the Right Path Should Ben start practicing the new style of documentation long, or wait until he has to do it? “It’s great that you’re not experiencing pain any longer,” Ben told his last patient of the day, “but remember to come in for regular adjustments and keep it that way.” The young woman hefted her tote bag and stepped through the door. “I know I should, but somehow if I’m not having any pain I don’t make the time.” Ben commiserated. “Let’s go ahead and make your appointment now,” he suggested. “That way you’ll have that part done. Pam, can you help Sheila?” “Of course!” Pam took over with a warm smile.Ben understood what his patient meant. He had been trying all day to get used to the new clinical documentation he’d have to be using once the shift to ICD-10 codes took place. He had tried to note which side of the body each issue involved and to write notes with the level of specificity the new system would demand. It hadn’t been hard at first, but it had been a busy day. As patients mounted up and he and Pam skillfully navigated through a day filled with surprises as well as scheduled events, it got harder to take the time for the new style of documentation — and easier to fall back on the old system he found so comfortable. After all, it really wasn’t a problem right now if he skipped the notes on laterality or wrote something with less detail. The pain wouldn’t come up till later, so it was tempting to just wait till later to make the changes. In fact, Ben mused as he moved through his end-of-day routine, making the changes now was actually causing some pain. It was slowing him down a bit, distracting him from his key priorities, and probably irritating Pam and the rest of the team. Was it better to get a head start on it now, possibly lessening the pain of the transition in October but also perhaps lengthening the amount of time there’d be pain in the office? Or should he wait till closer to the time? In fact, maybe the best solution would be to do his documentation in the usual way and pass those on to Pam and the team, but then also to produce a second set of notes that would provide enough detail for the new set of codes? But then, Pam and the rest of the team wouldn’t benefit from the head start he would be getting. Ben suddenly realized he had been standing frozen in thought, one hand holding his car keys out in front of him and the other reaching for the door, for — well, an embarrassingly long time if anyone had happened to be looking. He shook his head and got back in motion. It was hard to know the right thing to do, that was all there was to it. Should Ben start practicing the new style of documentation, or wait until he has to do it? Visit our ICD-10 page to learn how ICD-10 diagnosis codes have been built into Genesis Chiropractic Software.
