Isometric exercise is a form of strength training in which muscles generate force without moving a joint, such as pressing your palms together, creating resistance without visible motion.

When energy is applied to grow the practice, and results are underwhelming or short lived, only to revert back to a familiar baseline, it’s a sign you’re in an Isometric Practice.

An Isometric Practice is the result of conflicting beliefs, attitudes, or even personal vows. Like pressing the gas and brake pedals—at the same time. When contradictory beliefs or internal narratives clash, energy is expended, but there is little sustainable progress.

The Isometric Practice is more than a source of frustration—it breeds self-doubt, uncertainty, and feelings of being trapped in an endless loop.

Identifying and addressing the opposing beliefs in your “operating system” is vital if you wish to break free and take your practice to the next level. (This is the underlying theme of the 40-week HeadSpace Coaching program.)

Here are 10 of the more common contradictions of Isometric Practices:

1. Wanting to be busier but insisting on needlessly long adjusting times.

Many chiropractors aspire to help more people yet cap their growth by insisting on unnecessarily long adjusting times. That could be from a time-consuming adjusting technique or squandering time with needless chit-chat.

While spending extra minutes with patients may feel like you’re delivering more value, it’s often the opposite—limiting efficiency, reducing availability, and reinforcing the idea that patients are buying facetime rather than your expertise.

The busiest chiropractors never sell their time. They make sure patients buy their knowledge, skill, and experience to facilitate healing. Since the patient’s body does the actual work of recovery, stretching out visits for the sake of demonstrating “effort” or justifying your fee doesn’t make the care more effective. Rather it creates scheduling bottlenecks, reduces accessibility, and limits the number of people you can help.

It’s expensive theater. For both you and the patient.

After spending time (your most valuable asset) adjusting the compensation reactions of secondary and tertiary subluxations, the effect is likely lost moments later when the patient slumps into their ergonomically flawed car seat!

This is further compounded by tying one’s identity to patient outcomes. In other words, thinking that you control, or worse, are responsible for, what the patient’s body does with your precisely directed energy to their spine—and how quickly the desired outcome manifests.

This risky emotional investment sets you up for burnout, self-doubt, and a chronic apprehension surrounding the patient’s commitment.

2. Wanting a professional income but doing more talking than listening.

Minting words with abandonment is expensive.

While patient education is important, it’s easy to overestimate the power of the spoken word and underestimate the impact of deep, profound listening.

A common misconception is that patients need—or even want—constant instruction. But the most effective communicators know that true influence comes from the connection created by listening, not lecturing.

Over-explaining chiropractic principles, diving into needless physiology lessons, or turning every appointment into an unprovoked monologue (“table talk”) often creates disengagement rather than trust. Patients don’t want to be schooled in biomechanics; they come because they want results.

Speechifying, rather than listening, may make you feel knowledgeable or validated, but at the cost of neglecting the patient’s worldview. Worse, if conversation becomes a way to fulfill your social needs, it can blur the line between professional service and superfluous chatter.

Busy chiropractors master the art of strategic communication—being curious, asking insightful questions, listening attentively, and responding with brevity and clarity. Patients feel understood when their concerns are heard, not when they’re bombarded with unsought explanations. By shifting the focus from talking to listening, you build respect, create stronger patient relationships, and ultimately cultivate a more profitable and sustainable practice.

3. Wanting better follow through but not giving a formal report of findings.

Many chiropractors unknowingly undermine patient retention by skipping or downplaying a formal report of findings.

If you take things casually, patients mirror that attitude, seeing their appointment schedule as a suggestion rather than an essential commitment. Lacking a clear care plan and the promise of a progress examination, expectations remain vague and patients are far more likely to drop out at the first hint of relief.

A common hesitation among chiropractors is the fear that presenting a structured care plan invites rejection—not just of the plan, but of them personally. This mindset leads to soft-pedaling the seriousness of a patient’s condition. Or suggesting that they “try” chiropractic. Or offering vague recommendations based on their symptoms, instead of confident guidance. The irony? Patients respect clarity far more than ambiguity.

Some chiropractors fall into the trap of thinking they’ll have greater influence if patients see them as a friend. But real trust isn’t built through such pandering—it’s built by demonstrating authority, expertise, and genuine concern. By all means be friendly but acting like a peer instead of a professional reduces your standing.

A well-structured report isn’t about pressure or even salesmanship—it’s about leadership—setting a vision—creating hope. Patients are far more likely to commit when they understand the problem, the solution, and can visualize the optimal path forward.

4. Wanting to see more people but lacking the discipline of consistent procedures.

When systems and standard operating procedures are unpredictable—especially around new patient onboarding—it creates growth hindering friction.

If the admitting process is too complicated or time-consuming, patients may feel overwhelmed. A simple, repeatable process not only improves the patient experience but increases your capacity.

One of the biggest symptoms of this contradiction is the habit of “calling audibles.” In other words, modifying procedures on the fly based on mood, preference, time of day, or specific patients. While it’s tempting to believe that personalizing each situation is a strength, in reality, it creates confusion, inefficiency, and inconsistency.

Worse, making exceptions fosters the illusion that, because it’s your practice, you have unlimited flexibility. But the more you deviate from structured processes, the more difficult it is to scale.

And inconsistency doesn’t just affect you—it exhausts your support team. Staff members are left scrambling to “reverse engineer” your intent, leading to errors, inefficiencies, uncertainty, and frustration.

The solution? Standardize, simplify, and commit to predictable procedures. When everyone knows what to expect—including your patients—your practice can grow, and you’ll create the kind of efficiency that allows you to routinely help more people without added stress.

5. Wanting better patient retention, but neglecting to systematically educate patients.

Many chiropractors want better patient retention, yet they struggle to systematically educate patients about the bigger picture of chiropractic. Too often, practitioners shy away from deeper concepts—especially anything related to subluxation—out of fear that it may sound dated, unscientific, or well, weird. However, when chiropractic is reduced to a simple pain-relief service, patients naturally disengage once they feel better, never appreciating the value of ongoing supportive care.

At the core of improved patient retention is making chiropractic about optimizing the nervous system, not merely reducing spinal complaints. Without this foundational understanding, patients see adjustments as a short-term relief strategy rather than a lifelong investment in whole body health and well-being.

In many ways, the politically correct term “spinal dysfunction” is simply a fancy way of describing pain, and if that’s the message patients hear, they’ll assume care is only appropriate when they hurt. This short-sighted perspective keeps the practice stuck in a constant cycle of needing new patients.

By systematically educating patients—beyond front-loading on the first visit or two—about the broader role of chiropractic in supporting nervous system function, you can create deeper relationships and enhance long-term commitment. Patients who grasp the concept of nervous system integrity are more likely to come in for resilience, vitality, better sleep, and overall well-being.

Successful chiropractors don’t just adjust spines—they adjust mindsets. That necessitates an organized curriculum outlining key principles every patient should understand, and a system for consistently communicating them.

6. Wanting a wellness practice but routinely focusing on patient symptoms.

Many chiropractors dream of having a wellness practice, yet their daily reality revolves around largely treating symptoms. They feel pressured to align their care model with insurance reimbursement rather than the principles that originally drew them to chiropractic.

The result is a continuous struggle—trying to offer holistic, life-changing care while conforming to the limited, medicalized vision of insurance companies. This contradiction doesn’t just dilute your message; it limits the type of patients who walk through your door.

By prioritizing what insurance covers, chiropractors shape their practice around neuromusculoskeletal conditions, making symptom relief the default narrative. And then thinking once relief is obtained and insurance benefits are exhausted, patients will opt for ongoing care.

Meanwhile, those who could benefit from chiropractic care—children, families, and those with organic complaints—are rarely seen. The irony? Most people are disenchanted with their insurance carrier. Yet you let it dictate the vision of your practice.

Building a wellness-based practice requires more than just shunning insurance assignment—it requires alignment between your philosophy, procedures, and your own personal habits. Are you living the wellness lifestyle you’re asking patients to commit to? Are you getting adjusted as often as you should? How about your family members? Patients can tell when you’re not “walking the talk,” and the lack of congruence erodes trust and compromises credibility.

To attract cash-paying wellness-minded patients, you must be one yourself.

7. Wanting growth but resisting change and remaining in your comfort zone.

Many chiropractors want their practice to grow, yet they resist the changes necessary to make it happen. They insist on success on their terms, clinging to comfortable habits. They avoid proven strategies that require learning something new and the temporary clumsiness that always accompanies it.

Whether it’s a reluctance to shift mindset, modify procedures, or delegate responsibilities, this isn’t about logic—but rather avoiding emotional or financial risk. Here’s the hard truth: what got you here won’t get you there.

When faced with stagnant growth, many chiropractors double down on what used to work. They pour energy into outdated methods, recycle tired scripts, or hope that, somehow, by working harder it will produce different results. Others fall for the trap of thinking a minor tweak of their current tactics will cause them to work better. This approach feels safe but leads to frustration and a plateaued practice.

True growth demands stepping outside your comfort zone—whether that means refining your patient communication, implementing better business systems, asking for help, or holding yourself to a higher standard.

Your practice will grow only as you do. It doesn’t happen any other way.

8. Wanting clinical results to grow the practice, ignoring the business of chiropractic.

Many chiropractors imagine that exceptional clinical outcomes alone will fuel practice growth. But here’s the reality: chiropractic is both a calling and a business—and if you ignore the business side, your practice is doomed to struggle, no matter how gifted you are.

The assumption that clinical excellence can compensate for poor business acumen is a popular one. While life-changing adjustments are the foundation of a great practice, patients won’t magically appear just because you’re good at what you do.

If your practice promotion is nonexistent, your branding tired, and your website is from a previous decade, how will people even find you? Hoping for growth without investing in visibility is like adjusting a patient once and expecting permanent results.

Some chiropractors openly resent, dare I say hate, the business side of practice. But here’s a tough truth: what you dislike, you’ll never get good at—limiting your success.

The busiest chiropractors aren’t just great adjusters; they keep an eye on the numbers, monitor receivables, embrace their obligation to constantly train support staff, and all the rest. If you truly want growth, you must embrace both the art and the business of chiropractic.

9. Wanting a cash practice but routinely living beyond your means.

Many chiropractors dream of having a cash practice, free from the constraints of insurance oversight. But if your personal finances are undisciplined, your practice will always be financially strained.

Living beyond your means at home forces your business into a stressful, high-pressure, hand-to-mouth existence, where every patient interaction feels like a make-or-break moment. Instead of practicing with confidence, you’re forced to operate from a place of desperation—even fear. Which patients innately sense.

This is yet another example of trying to serve two masters—wanting the flexibility and autonomy of a cash-based model, while maintaining a lifestyle that demands a constant, high-volume income.

A true cash practice takes time; it requires strategic patient education, strong retention systems, and months of methodically transitioning away from insurance assignment.

Those who expect instant financial security from cash-based care often abandon the process too soon or resort to high-pressure tactics that erode trust. Or more often, simply lack the resources to weather the temporary decrease in patient volume during the changeover.

Adding to the struggle is the trap of comparison and entitlement. Many chiropractors feel the need to “look the part,” keeping up with peers who drive nicer cars, take luxurious vacations, or maintain a certain image of what a doctor deserves.

But real financial freedom doesn’t come from appearances—it comes from creating margin in both your personal and business finances. The more financial breathing room you have, the easier it is to make long-term, patient-centered decisions instead of survival-driven ones. If you truly want a cash practice, your personal financial habits must align with that goal—which may require a difficult conversation with your partner. Your yourself.

10. Wanting to see more people but stress when patients wait.

This is the perfect example of the inner turmoil that produces a sense of “stuckness” found in an Isometric Practice:

An empty reception room sparks panic. And a full reception room sparks panic.

Many find themselves chasing the elusive Goldilocks patient flow—just enough patients to be busy but not so many that wait times become an issue.

Good luck with that.

Waiting comes with practice growth. We wait at popular restaurants and theme parks because we see value in the experience. We wait for things we want—especially when others want it too. Are you worth waiting for?

Patients don’t have to wait. They choose to wait. Or not. Which reveals more about them than you. While waiting is a choice, an appointment is a promise. If you routinely run behind, you risk breaking that promise, eroding trust, frustrating patients—and your team.

For some, like seniors who often enjoy socializing, waiting may not be a big deal. But for others with a full schedule, respecting their time is crucial. Squeezing in a walk-in, lingering with a favorite patient, or irresponsibly becoming oblivious of time can create a ripple effect, stressing your systems and forcing patients to choose between waiting or attending to other obligations.

Self-diagnosis of these and other contradictions of an Isometric Practice can be challenging. In the same way the eye cannot see itself, or a fish doesn’t know it’s in water, it’s a struggle to see our own biases and limitations. After all, our mindset seems perfectly reasonable—to us. Which is why it’s helpful to get an external perspective and stress test your assumptions. Are you in an Isometric Practice? If so, it’s just one reason to enroll in HeadSpace Coaching.