A Chiropractor’s Journey to Handing Off Sales Without Losing Their Mind

How I Went From Ahole to Master Delegator: 

You know that feeling when you try to do everything yourself because “no one else can do it as well as me”? Yeah, that was me. Chief Cook, Bottle Washer, and Professional Burnout Artist. Let me tell you, it wasn’t a great look.

Then, a mentor gave me the wake-up call of a lifetime: “Hey genius, people are the ultimate leverage in business.” And just like that, my ego got body-slammed into reality.

Step One: Stop Being a Control Freak and Start Giving a Sh*t

Here’s the truth: if you want to delegate, you actually have to care about the people you’re delegating to. Shocking, I know.

Take your Associate, for example. Want them to handle sales? Spend time with them—yes, even outside work—so they actually trust you. Turns out, no one wants to take advice from the boss who grunts orders between adjusting patients and scarfing a sad desk salad.

Step Two: Hire People Who Aren’t Dumb

Hiring smarter people doesn’t make you less of a genius; it makes you look like one. Give them the tools, freedom, and autonomy to succeed—and maybe throw in a “thanks” now and then. When they feel supported instead of micromanaged, guess what? They actually do the work. Well. Without you.

Step Three: The “Why” > The “What”

If you’re still barking orders like a drill sergeant, stop. Nobody likes being told what to do without knowing why it matters. Explain the bigger picture—like how closing that sciatica patient means less stress for you and bigger wins for the practice. Give them purpose, not just tasks.

Step Four: Get Over Your Micromanaging Trust Issues

Micromanaging is just you shouting, “I don’t trust you!” with extra steps. Newsflash: It’s a bottleneck—and it’s killing creativity faster than your office Wi-Fi during a webinar. Instead, give your team responsibility and decision-making power. Let them own their wins (and their mistakes).

Step Five: Stop Giving Feedback. Start Giving Direction.

Feedback is basically a post-mortem: “This sucked because…” Instead, give forward-looking advice: “Next time, let’s try this.” You’ll save time, stress, and your Associate from quitting because they’re tired of your “constructive criticism.”

Step Six: Embrace the F-Bomb (Failure, Not That One… Yet)

Here’s a wild idea: let your team fail. I know, it’s hard—especially when they screw up in ways you never imagined. But failure leads to innovation, so create a culture where mistakes are learning opportunities, not career-ending disasters. (Bonus: This works for you, too. You’re not perfect. Deal with it.)

Step Seven: Systems. Freaking. Matter.

You want to delegate sales? Stop winging it and build a system. Write it down. Record a video. Draw a stick figure diagram—whatever works. When you give people a clear roadmap, they’ll stop asking you how to do every little thing, and you’ll finally get to focus on growing the practice instead of babysitting.


Delegating isn’t about scaling your business. It’s about scaling you. And trust me, when your Associate closes their first patient without needing you to hold their hand, you’ll realize you were never the magic sauce—they were. You just needed to get out of the way.

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