Balancing the books has always been a familiar scheduling strategy in med spas. When a new patient calls, the appointment is often placed with the provider who has the most availability or who is next in line. It feels fair. It feels diplomatic. But Janelle and Rebekah explore a more modern question: should rebooking rate change how practices assign new consults?

Janelle argues that it should. New patients are not free. Practices spend hundreds of dollars in marketing to get someone through the door, and if that patient is placed with a provider who has not shown consistent rebooking or retention, the business may be wasting that investment. From a business perspective, it does not make sense to keep feeding new consults to a provider who is not converting those appointments into long-term patient relationships.

Rebekah pushes back on the human side of the conversation. If a provider is struggling, simply taking new patients away can feel unfair and damaging, especially if expectations were never clearly communicated. Rebooking is a skill, and many providers need coaching on consultations, treatment planning, patient communication, and follow-up before they can be expected to perform at a high level.

That is where the conversation becomes more balanced. This strategy only works when it is paired with clear expectations, real support, and consistent coaching. Providers should know what the rebooking goal is, why it matters, and how they will be supported if they are not hitting it. Janelle mentions 60% as a baseline target and explains that a three-month trend can give managers a more accurate view of performance. Monthly or even daily check-ins can help providers see where they stand before the issue becomes a surprise.

The bigger takeaway is that rebooking benefits everyone. Patients receive more thoughtful long-term care, providers build stronger books, and the business protects the money spent to bring new patients in. Balancing the books in 2026 is not just about fairness. It is about giving patients to the providers who are ready to retain them, while developing the providers who need support getting there.