Chiropractor Handles the Source of Organizational Pain

Chiropractor Handles the Source of Organizational Pain

Chiropractor Handles the Source of Organizational Pain

51-klarich-colorDr. Julie Klarich found Sterling four and a half years ago, after she had been practicing naprapathy (a chiropractic variant emphasizing the role of ligaments) for ten years. With a group of 60 other Illinois practitioners, she was preparing for certification as a chiropractor.

“I realized I was coming from a cash practice into a whole other situation,” said Dr. Klarich, “and I had no business training which had anything to do with running an office.”

“I had gotten different mailers from different companies and I got one from Sterling. I went to their introductory seminar – in fact I went twice–and the thing was, whatever I learned each time, when I used it, it had a good effect on my practice!”

The common sense nature of the Hubbard system was a major impetus toward starting on the actual program. “The day I signed up,” recalls Dr. Klarich, “I was talking to myself about doing so. The things Sterling was saying I knew to be true, but I knew that I hadn’t been using those principles.”

“For instance, the first thing I used was the decision that I was totally responsible for the practice, and using excuses was a cop-out. I would look at the way things always went at Christmas, the way they slowed down. But that didn’t really make sense; people hurt during any time of the year. So I needed to find out what was the real cause of the slowdown, and how to handle that cause, and get to handling it.”

“In a way this fit with my character. I’ve always listened to a lot of self-improvement tapes. I was never the sort of person who said, ‘so-and-so said to do it and therefore it’s so-and-so’s fault.’ The Sterling data was usable, concrete, factual and wise.”

Dr. Klarich and her husband were certainly in a position to utilize practical advice: “We were going to 2700 square feet from 900 square feet, and we needed all new equipment–it was a crazy time! But what I got from Sterling enabled me to face what I had to face, and work out a finite plan of action.”

“If you want a scientific experiment, this was it,” says Dr. Klarich. “In 1990 I went through the chiropractic certification program with 60 other naprapaths. None of the others have a practice like the one I have today. One other doctor got into Sterling and he’s by far the closest.”

Dr. Klarich compares the work that Sterling does for the chiropractor to the work the chiropractor does for the client.

“The thing that I love about chiropractic is that I can take failed cases from medicine, and not only resolve them, they can walk out of my office and be better able to handle any health problems. You get people coming in thinking they will have to live their lives with a condition and they find that the problem is gone in six or seven treatments.”

“People have the innate ability to heal themselves, and natural health improvement methods help people get the idea that they can do this. People don’t have to cope with pain; they can find the source of the problem and when the problem is dealt with, the pain is no longer there.”

Dr. Klarich makes a direct comparison to Sterling:

“Many chiropractors have no management technology and they are in the same situation with regard to their practice as an uneducated patient is in regard to their health. As a person gets the technology which is available through Sterling, he finds that there is a right way for an organization to function, and when it is doing so there is not a lot of organizational pain. When you have a good grasp of that ideal scene, you can see departures from that ideal state and you can remedy the problem and get back to good functioning.”

“That’s why I often refer to Sterling as the chiropractor for chiropractic,” says Dr. Klarich. “And a state of good organizational health can make life much more enjoyable!”

 

Sterling

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