Free Newsletter Call Email

September 1, 2022

A Code of Commitments!

Even the best of us can lose our way in all the noise and hubbub of the day-to-day stresses! Establishing a Code of Commitments for the practice will help the entire team keep on track…even in stressful situations when the wheels fall off!

A Code of Commitments is about having a preplanned game plan on how to react. Behaviorally, that means testing decisions and planned reactions for “integrity” that support the core values before implementing them.

Here are 4 questions to help you create your own code of conduct:

  • Is it legal?
  • Is it ethical?
  • Does it align with the practice core values?
  • Does it support each other and the patients?

I suggest a team meeting (4 hours minimal) to establish a Code of Commitments for the practice.  Start the meeting by reviewing the practice’s 4 core values.  Owner doctors you will need to have established 4 core values in order of priority.  All owner doctors must support the same 4 core values.  Ask the entire team to share how, when and where they feel the Core Values are not being supported.

Utilize a large easel pad and markers to write down all the concerns being shared.  Discuss the breakdowns that are happening.  What current attitudes and behaviors support the Core Values?  What current attitudes and behaviors need changing to support the Core Values?  The behaviors you list that support as well as the necessary changes become your new Code of Commitments!

It is very important for the We Team (leadership team) to lead by example on whatever is established as the Code of Commitments.

Here is an example of a Code of Commitments.

  • Model the waddle you want to see
  • Set and maintain high standards – no double standards
  • Support a no gossip culture
  • Communicate openly, honestly, and respectfully
  • Treat each other as well as you treat your patients
  • Resolve conflict by going to the source the same day if possible
  • Take ownership, follow through, and be accountable for your mistakes
  • Support each other and help each other succeed
  • Hold each other accountable to the practice’s standards for behavior, communication, attitude, and service!

Having a Code of Commitments will empower the entire team to interact with patients and each other with integrity!

August 1, 2022

Three Reasons Why Incentives Don’t Motivate or Change Behavior!

Do incentives work? This is the question that I am consistently asked. I have seen many different incentive strategies with little to no positive outcome. It is disheartening when dentists tell me they gave their team money, gifts, or trips and didn’t receive even a simple thank you. Yet when I talk to the team, they say they are very appreciative and yet confused. They are not sure if it is a reward or an incentive with expectations to change something. An open conversation will go a long way in creating clarity as well as create an opportunity to express appreciation.

There is a vast difference between an incentive and a reward. Incentives have attached expectations to motivate and improve behavior or performance. An incentive is in essence an enticement to change something. A reward is simply a thank you for past performance without any strings attached. Incentives have future expectations attached to them and rewards do not.

Dentists and managers don’t often determine if they are offering and incentive or a reward. They give to the team with little or no explanation. Therefore, the team is unsure as well. What is the motivation for giving the incentive? Knowing whether it is an incentive, or a reward will make a big difference on your expectations and how you perceive your team’s response.

I have had the privilege of working with dental teams since the early 80’s first as a manager and now as a culture coach. I have yet to see where incentives have created any long-term change. The sad truth is that incentives don’t generate sustained motivation or changes in behavior. Any expectation of an incentive increasing and sustaining motivation and performance will disappoint.

The assumption that incentives work is prevalent, but growing evidence supports the opposite. According to numerous studies in workplaces, classrooms, and other settings, rewards typically undermine the very processes they are intended to enhance.

So back to the question…do incentives work? The answer depends on what we mean by “work.” Research suggests that incentives succeed at only temporary compliance. When it comes to producing lasting change in attitudes and behavior, however, incentives, like punishment, are ineffective. “Incentives are like throwing sticky balls at a wall and hoping they will stick.”

Here are three reasons why incentives don’t work.

1 – The first time you give something it is a surprise and greatly appreciated. However, it is human nature that once we receive something we expect it again.

2 – Incentives can feel like a manipulation similar to punishment. “Do this and you get that!  or do this or this will happen!” In the case of incentives, the gift may be highly desired; but by making it conditional on certain behaviors, the team will feel manipulated. That experience of being manipulated is likely to feel very similar to punishment.

Many of us have received conditional love. Conditional meaning that another person’s love for you, is contingent on certain actions, or things. Do you remember how you felt? It can feel manipulative, controlling and at times even abusive.

3 – Incentives can cause people to focus on the numbers instead of what’s best for the patient. It could even lead to unethical behavior such as unnecessary treatment.

We will be disappointed if we expect incentives to fix problems. Money, gifts, and trips don’t fix problems. It is important to understand the underlying causes and address the specific concerns.

So, what does work? Cultivate a happy, healthy, and high performing culture. Where the number one core value is that the entire team (including doctors) treats each other as well as they treat the patients. A happy, healthy, and high performing culture empowers:

  • Clear core values and consistent leadership
  • Opportunity to grow and learn
  • Value and appreciation towards each other
  • Trust and respect with coworkers and patients
  • Open communication and feedback
  • Recognition and respect for teamwork
  • Positive attitudes
  • Ongoing team building strategies
  • A consistent structured training program
  • A competitive compensation package

It will take commitment from the leadership team to maintain the culture. They are the ones who determine who will be a part of the culture. Anyone whose attitude and behavior does not support the culture values will not be invited to continue to be a part of the culture.

Implement the standards to cultivate a happy, healthy, and high performing culture. You will nurture meaningful relationships and positive lasting change. You won’t need incentives. The money, gifts, or trips you give will truly be a thank you reward with no strings attached!

June 30, 2022

The 5 C’s to Cultivate a Happier, Healthier, & Higher Performing Culture!

I have the privilege of working with dental teams nationwide to help them cultivate a happier, healthier, and higher performing culture.  I have created my Rise & Shine Culture Camps which is a customized practice driven focused training for the entire team.  There are 5 areas that we address to get results.   I happen to like alliteration which is why they all start with the letter C!  The 5 C’s are: Clarity, Compassion, Compromise, Celebration, and Commitment.

I have been invited to present this information and more in a half day program hosted by AADOM at their annual conference. I will offer a morning course and a repeat afternoon session on Wednesday, September 7th, 2022, in beautiful Scottsdale, Arizona.  Click on this link https://www.aadomconference.com/ to learn more about this amazing must not miss conference!

The first C is Clarity!  It is vital for the entire team to be aligned in achieving the goals of the practice.  Clarity starts with the owner doctors agreeing on and defining their 4 Core Value words and communicating those words consistently through their words, actions, and attitude.  This is really where it all starts.  If the leadership team is not aligned the rest of the team will not be aligned.  This is the most important C of all as it is the foundation of the practice culture.  Please email me at JudyKay@PracticeSolutionsInc.net to receive a sample Core Value Words.

The second C is Compassion!  There will be ups and downs and obstacles along the way.  It is easy to get along and play nice when everything goes our way.  It is much more difficult when things aren’t working, and expectations aren’t met.  That’s when we often fall into the judgment thinking of should or shouldn’t!  They should have done this, or they shouldn’t have done this etc.…  It is imperative that we stop judging and instead show compassion for our co-workers and patients.  “When you judge others, you do not define them, you define yourself.” -Earl Nightingale

We often judge others in the areas where we feel the weakest. Instead remain in curiosity mode and stay out of judgment mode.  Judgment shuts us down and divides us.  Most judgments about people are based on incomplete information.  Curiosity, on the other hand, keeps us open to the possibility that there is something about the situation that we don’t fully understand.  Whenever I start to judge people –I ask myself: “I wonder what the situation is with that person?”

We show compassion by trying to be understanding, supportive, and giving the benefit of the doubt.  We achieve this by trying to walk in the other persons’ shoes to understand their B.O.A.T. (beliefs, opinions, assumptions, truths)!  Their why!  The questions I often use is, “Help me understand why…!”

The third C is Compromise!  The team is like a large puzzle that all need to learn how to fit together.  There will be different B.0.A.T.’s amongst the team.  It is important to compromise to work well together.  It is not just the new team members that need to learn how to fit in.  The existing team members need to learn how to fit with the new team members.  The puzzle changes each time there is a change in team members.  There is more than one way!  We need to compromise and create our new way 😊!   Someone unwilling to compromise is in essence saying they are unwilling to be a team player.  If they are unwilling to be a team player, they can’t be a part of the team.  It is both a difficult and simple concept to act on.

The fourths C is Celebration!  Look for what is positive and celebrate it every day.  The more we focus on what is positive the more positive we will create.  Don’t get lost in the muck of the mundane tasks.  Instead, consider the bigger picture.  We are changing people’s lives with better function and aesthetics.  The smile is the number one connector.  Our focus creates our attitude.  Look for things to celebrate in each other and each situation.  Focus on the good and we will find more in each day.  What we look for we will see!

The fifth C is Commitment!  Stuff doesn’t just happen.  It takes focus and work.  Everyone on the team is accountable to support the practice standards.  There can be no individual opt outs.  The team is like a group of fire fighters holding a net that supports the practice standards.  If someone opts out, they are in essence taking their hands of the net.  There are consequences to every action or inaction.  The consequence becomes a culture by default instead of by design when we don’t address unsupportive behavior.   We need to commit as a team to support the practice standards in every word, action, and attitude.  We will then cultivate a happier, healthier, and higher performing culture!

Come join me Wednesday, September 7th, 2022, in beautiful Scottsdale, Arizona at AADOM’s Annual Conference to dive deeper into the 5 C’s to Cultivate a Happier, Healthier, and Higher Performing Culture!  Click on this link https://www.aadomconference.com/  to learn more about this amazing must not miss conference!

 

June 1, 2022

Co-leadership! How to lead Successfully!

What is co-leadership? Co-leadership is two or more people in charge of a team or group. They share ownership of the goals of their team but divide the roles and responsibilities.  Co-leadership has many benefits when utilized correctly.  The downside is the more leaders the more complex it becomes.

Co-leadership in a dental office may include doctors, practice administrator, team leads or any team member in a leadership position depending on the size of the practice.

Everything begins and ends with leadership.  It is what leaders do, don’t do, or allow in their culture that defines the practice culture.  The more leaders the more difficult it becomes to create and sustain a consistent message.  Here are 5 principles to build an aligned and cohesive co-leadership team.

The first co-leadership principle – It is necessary to have an aligned vision for the future of the practice/company.  I start the process by having the owner doctors choose 4 core value words and place them in order of priority.  All future decisions are based on supporting those values.  Everyone on the leadership team must live and lead those core values in words, actions, and attitudes.  Apply these core values when making decisions by using the following questions.

  • What’s in the best interests of the patients, practice, and team that supports our core values? (Specialists also add referring doctors) It can never just benefit one individual.
  • Is it practical based on time, money, and people that will still support the core values?
  • Does the precedent we are setting support our core values?
  • How passionate are we to implement change? It must be a value of 8 or above on a scale of 1 to 10 with 10 being high.

The breakdown happens when a leader decides to opt out of something they don’t agree with entirely.  It can never be 100% our way unless we work by ourselves.  It is healthy for leaders to discuss and debate behind closed doors.  However, they must come to an agreement and support that agreement in front of the team.  There will be times leaders need to support decisions even without consensus.  I often hear, “I am the doctor, I can do what I want!”  Yes, you can but not without consequences.  If leaders do not support each other, they will create division in the team and the leadership team.  Division leads to confusion, gossip, clicks and lack of accountability.  The team will choose the path of least resistance.  The bottom line is that when you have a co-leader you no longer have autonomy to make decisions.  On a side note, doctors supporting your practice administrator doesn’t mean saying do whatever you want.  It means being involved in the decision and solution process.  Practice Administrators you will become very frustrated and overwhelmed if you want more for the practice than the owner doctors.  Which is why it is so important that you are aligned with the owner doctors’ vision for the practice.

The second co-leadership principle – It is important to place people in the leadership role that shines the light on their strengths and dims their weakness.  No one is perfect.  We all have strengths as well as weaknesses.  We are only as strong as our weakest link.  Any weakness in your co-leaders will be a reflection on the entire leadership team.  Define the specific tasks for each role.  Leaders are responsible for the individual tasks of their role.  Each task must be owned by that one person to create accountability.  The more people responsible for the same task the less accountability due to assuming the other person is doing the task.  Some leaders find it difficult to let go and to not be involved in all tasks.  We must trust our co-leader to be accountable.  Be open to renegotiating your roles based on changing circumstances, growth, and ambitions.

The third co-leadership principle – Owner doctors and practice administrator(s) must make time to meet on a weekly basis.  (I refer to these specific leadership team members as the We Team) This allows for real time conversations to discuss and come to a resolution as a leadership team.  All decisions must be discussed at this meeting before implementing except for direct patient care.  Document discussion and agreements and save in a meeting journal.  Review last week’s meeting notes and confirm if all assigned tasks have been completed.  The meeting will create accountability as well as keep everyone in the loop.  Schedule the weekly meeting the same time and day of each week.  The time is reserved and is to be considered sacred.  I can hear all the excuses already.  However, it is necessary to commit to a weekly meeting if you want to co-lead successfully to build and sustain a high performing practice.  It’s time to put your ownership hat on.  Once you make it a priority it will happen.  If you don’t meet at least weekly, you will be spending extra time putting out unnecessary fires and fueling disorder, stress, and discord.

The fourth co-leadership principle – Is don’t break the chain of communication.  Here is a simple flow for chain of communication both up and down.  Please email me at judykay@practicesolutionsinc.net for a multi-location practice communication flow chart.

Owner Doctors

Practice Administrator

Team Leads and Associate Doctors

Team

The practice administrator has a weekly meeting with all team leads where they share the outcome of their We Team meeting.  Team leads are to bring any questions, suggestions, or concerns they have, or their team has for discussion and feedback at this meeting.  The practice administrator will take this information to the We Team meeting to discuss and come to a resolution.  Then back to the next lead team meeting for implementation.  I know this slows things down.  However, the end results are an informed, aligned, and cohesive team.

The fifth co-leadership principle – Expect disagreements and differences of opinions.  What many people refer to as conflict.  If you never disagree chances are someone is not being honest with their opinion.  Let go of ego.  It’s not about you and what you want.  Have a mindset of care and curiosity not judgment and criticism.  We will need to make concessions at times to move forward.

  • Utilize the questions in the first co-leadership principle to come to a decision that supports the core values.
  • Start with what you can agree on and build from there.
  • Define the end result.
  • Discuss in specifics instead of concepts.
  • Come to an agreement and write it down.
  • Support the agreement in words, actions, and attitude.

Implementing the five co-leadership principles will help you build an aligned and cohesive team!

May 1, 2022

6 Essentials to Raise The Level of Performance!

6 Essentials to Raise The Level of Performance!

Have you ever felt like you were banging your head against a brick wall trying to get certain team members to perform?  Their highest aspirations of performance was to just get by or be just good enough!  Well, if you have felt this frustration you are not alone.  Substandard performance has become more of an epidemic than a scarcity.  I have the privilege of facilitating in office Rise & Shine Culture Camps nationwide for dental teams.   I have found six essentials that will raise the level of performance by creating better relationships and consistent results!

We Team – United Leadership 

United Leadership is the most important strategy.  Without it, performance expectations will be ambiguous, and the team will conform to whatever are the lowest standards or expectations.  United Leadership starts with getting the leadership team; what I refer to as the We Team aligned.  The We Team is made up of all owner/partner doctor(s) as well as the practice administrator.

W.O.W. Decision Making

Second is a decision-making strategy.  I coach We Teams to use what I refer to as W.O.W. Decision Making.  W.O.W. is an acronym for weed out weeds.  A weed is anything that destroys a relationship, or makes others feel unwelcome, uncomfortable, or unsafe.  W.O.W. Decision Making gives the We Team a positive, practical, and proven decision-making strategy.  The results are decisions that are consistent, fair and support the team, the patients, and the practice (and referring doctors for specialists).

W.O.W. Decision Making is based on the following four fundamentals:

  • Patients, Practice & Team!  What is in the best interests of the patients, practice, and team and not any individual (including doctors)?  Specialists you would include Referring Doctors as well.
  • Practical!  What makes common sense based on time, money, and people?
  • Precedence!  What precedence is being set?  If it is done once it becomes the expectation.
  • Passion!  Is the We Team passionate enough about the decision to support?  Rate 8 or above on a scale of 1 to 10 with 10 being high.

 

R.I.S.E. Implementation Process

I teach teams the R.I.S.E. Implementation Process to help the team work together to co-create well-structured agreements that raise the level of performance.  The agreements define how the team will do things and work together in the future.  They include both the hard and soft skills.  Co-creating clear agreements as a team gets everyone on the same page.  R.I.S.E. is an acronym for Review, Implement, Sustain and Evaluate.

  • Review
    • What is working and what is not
  • Implement change by defining the following:
    • What are we going to change
    • Who is going to do it
    • Who are we going to do it for
    • When are we going to do it – including time, sequence and flow
    • Where are we going do it – very specific location
    • Why are we going to do it – benefit statements
    • How are we going do it
      • Practice verbal skills
      • Practice role playing
      • Practice the entire physical walk through
    • Create standard operating procedures or what I refer to as Culture Agreements
    • Schedule the roll out date
  • Sustain – It is vital for the new change to become a habit
    • It takes a range of anywhere between 17 to 257 days to form a habit depending on the difficulty with the average being 66 days
      • Give any new change at least 60 days to get comfortable before considering any changes
    • Be precise and consistent to form a habit much sooner
      • Same sequence and steps for every team member every time – there is only our way not my way.
    • Support the change positively in words, actions, and attitude
  • Evaluate
    • Is the process still working effectively
    • If not, what is the value and benefits in a change

Accountability

The complaint I often hear at my Culture Camps is that other people aren’t accountable.  The problem with accountability is we expect others to be accountable often before we are accountable.  Accountability starts with us.

It is vital that everyone is held equally accountable, no exclusions or exceptions or you divide the team.  That includes doctors and managers as well.  No double standards.  Together make agreements on how you hold each other accountable.  Give each other permission to do so before there is an issue.  This will enable everyone to feel confident and comfortable.  Monitor daily at your daily huddle by discussing the previous day’s successes and growth opportunities.  Maintain as a team and update as a team when changes are necessary.  No individual opt outs.  Meet as a team if something isn’t working to discuss, resolve, and maintain.

Appreciation 

Appreciation is a fundamental human need yet is often considered an unnecessary nicety. Niceties like please, thank you, and I appreciate you. Why should we have to interrupt our busy day to tell someone else we appreciate them?  They should know that they are appreciated without having to have a pat on the back. Wrong! That little pat on the back is so powerful that 64% of Americans leave their job because of lack of it.

So, what is so powerful about appreciation? Appreciation gives us purpose! Appreciation changes perceptions! Appreciation emits positivity! We all want and need to feel valued for who we are and recognized for our contributions and accomplishments.  It’s important for us to know that we truly make a difference.

Look for reasons to show appreciation daily and BE the following:

  • Be timely
  • Be specific
  • BE GENUINE

Celebration

Celebrate even the little things. We take things so seriously and are often in such a hurry that we don’t allow time to celebrate. If we don’t make time to celebrate, we will lose our joy for life.  If our focus is always on the next patient or task we will get lost in the muck and mundane.  We will miss the positive in the present moment and eventually we will lose our joy for our work.

Celebrate by:

  • Looking for what is positive in the present moment.
  • Being grateful for what is instead of complaining about what isn’t
  • Focus on the strengths of your co-workers not their weaknesses
  • Stop and take a moment to celebrate together with a positive body pattern – for example, a big smile, thumbs up, high five or even a Ta-Dah!

Implementing these six essentials will empower your team to WORK together better and raise their level of performance.

April 1, 2022

Toxic Performers!

The current staffing shortage has created greater opportunities for toxic performers.  Maybe you even have a few!  The toxic performer is the team member who is extremely skilled at their job.  They excel in front of the doctor(s), patients, and anyone else they feel is necessary to keep their status.  They are super performers when they want to be.  That’s the performer part.  However, the toxic side is their other side.  This is the side they save for their unfortunate co-workers or anyone they deem irrelevant.

Some signs of toxic behaviors are:

  • Air of superiority
  • Cynical
  • Closed to feedback
  • Unwilling to train
  • Gossip
  • Excuses
  • Deflection
  • Sarcasm
  • Blame
  • Drama

Evaluate your current team.  Are there any team members that fit the description of a toxic performer?  Here comes the difficult part.  This person is often the right hand of the doctor or manager.  They are highly skilled and high performers.  Therefore, it is extremely difficult to even consider letting them go.  Especially with the fear of finding skilled new team members.  Instead, the toxic behavior is allowed to continue in exchange for the performer side.

I receive the following response when I ask doctors and or managers this question.

“Why do you allow the toxic performer team member to continue to be a part of the team and practice when they are unwilling to support the practice values and our toxic to their co-workers?”

“Judy Kay, you don’t understand.  They are really, really good at what they do.  I don’t have anyone else that can perform at their level.  And it is difficult to find skilled new team members.  But I would let them go if they EVER behaved that way towards the patient.”

Regardless of how good of a performer they are, keeping a toxic performer is disastrous and will sabotage your practice culture.

It only takes one toxic performer to create a culture of chaos and negativity. Toxic performers make it feel unsafe and stressful for their co-workers. The rest of the team is on alert waiting for the toxic performers next sarcastic remark, outburst, or retaliation.  Toxic performers harm the productivity and morale of everyone around them.

  • They purposely hoard information and don’t train others to their level, in fear if they did it might sacrifice their stability.
  • They play the team against each other to divide and conquer.
  • Their unsupportive actions undermine the practice values.
  • The team loses trust and respect for their doctor, manager, and co-workers.
  • The culture has become filled with favoritism and double standards.

A double standard is a rule or principle which is unfairly applied in different ways to different people.  Double standards never work.  The team is just as important as the patients.  Treat your team as well as you treat your patients.  Take care of your team and they will take care of the patients.

Three powerful assessment questions regarding behaviors:

  • Does this behavior support the practice culture values?
  • Would I accept this behavior from another team member?
  • Would I allow this behavior towards a patient?

If you answered no to all three questions…it is time to address the toxic performer’s behavior towards their co-workers.  Ask the toxic performer if they are willing to step up and be supportive of the team and culture values.  Don’t be surprised if the toxic performer makes excuses for their behavior and take it as a personal attack against them.  They will often hold grudges, blame, and complain how they are the victim.  They need to verbally agree, and their behavior change needs to immediate and consistent.  If they don’t agree or if the toxic behavior happens again, invite them to step out and no longer be a part of the team.

Never sacrifice the entire practice culture for one toxic performer regardless of their talent and productivity.  Nor allow a team member to continue to treat their co-workers poorly.  A benchmark I suggest is would you allow that same behavior towards a patient.  You will lose good team members and destroy the practice culture if you allow the toxic performer to continue their toxic behavior.  It may feel very daunting.  However, other dental offices have been in this situation and not only survived but thrived.   They found that once they let the toxic performer go other team members were able to step up.  They were no longer held back by the toxic performer.  Create a culture where the team (including doctors) treats each other as well as they treat their patients and become tremendous performers!

February 1, 2022

Control, Alt, Delete! Reset, Reset, Reset!!!

Control, Alt, Delete! Reset, Reset, Reset!!! 10 Creator Thoughts to Help You Reset!

2022 isn’t starting out quite like I imagined or planned!  Reset time!  So many things are up in the air.  Literally like flying for example.  I fly almost every week for work.  I can tell you that it has been a challenging task.  Lack of plane and or crew or nasty weather often leads to a delayed or canceled flight.  Once I arrive there is the potential of attendance concerns due to the pandemic.  It often feels like playing Russian Roulette.

 

 

Many of my clients are struggling as well with staffing shortages and last-minute patient cancels or fails due to illness.  Everyday is a new challenge.  Maybe you find yourself in the same boat.

We have two choices. We can reset by taking on the current situation and making the best of it.  Or we can get angry, worry, and judge what should or shoudn’t have happened.  Some of us live in a state of fear and judgement of “what if” waiting for the next shoe to drop.

We become the creator of our world when we take on the challenges.  We become the victim of our world when we stew and worry.  Creators are constantly resetting!  Something unplanned or uncertain will happen.  Stop the spinning out of control thoughts of this should or shouldn’t have happened.  Instead change your internal dialogue with a reset transition thought.  So, this happened…now what is the next step I want to take?

  • Triage the situation with your team or if alone by yourself.
  • Identify what needs to get done, what can be let go.
  • Who else can assist?
  • What resources can I utilize?
  • Then do your best.

Life will continue to be filled with unplanned stuff! Here are 10 creator thoughts to help you reset.

  1. Start your day on a positive note. Plan how you want to feel today and not what has to happen today to make it a good day.
  2. People will come and go in our life. Some relationships are only meant to last a certain amount of time.
  3. People’s actions and reactions are often heightened with all the uncertainty. Don’t take things personally.
  4. Challenges force us to grow. Look for the learning opportunity in every obstacle.
  5. Sit, stop, and become still. Breathe deep and become calm.  How we feel inside will change how we feel about what’s happening on the outside.
  6. Our energy is contagious. Be mindful of the energy we radiate.
  7. Be proactive instead of reactive. Take the necessary steps to set up to succeed.
  8. Treat people based on the person you want to be. Don’t let negative behavior of others drive your actions.
  9. Have hope for the future. This too shall pass.
  10. End your day in gratitude. Celebrate the positives by giving thanks       and praise.

 

Life will be filled with unplanned challenges.  The ability to reset will define our level of success.

December 1, 2021

Keeping Your Team Engaged!

Keeping your team engaged starts with understanding and identifying the different levels of engagement.  There are three levels of engagement: Rowers, Riders, and Resisters!

Rowers – Engaged Employees – are passionate about their work and feel very connected and loyal to the practice.  They are always looking for ways to improve performance and patient care.  They are focused on the big picture of helping the practice succeed.  They base their success on the practice’s success!

Riders – Not Engaged Employees – are essentially checked out.  They can be difficult to spot.  They are just coasting through their day by putting in time without energy or passion.  They are thinking about lunch, who just called on their cell phone, or what they are going to do when they get off work.

Resisters – Actively Disengaged Employees – are unhappy at work and demonstrate it in their words and actions.  They monopolize the doctor/manager’s time (always having to issues that need addressing), have more on-the-job accidents, create more quality concerns, are sicker and miss more days.  They undermine what their engaged coworkers accomplish and sabotage the practice.

 

 

Clear and Consistent Expectations

We start with an open and candid conversation clarifying expectations and the results desired.  Go deep enough to explain what, who, when, where, why and how.  So often time’s when delegating things are left unsaid.  Assumptions are made resulting in frustration for the doctor, the manager, and the employee!  If the employee is not clear on expectations, they cannot possibly deliver.   If you are thinking, they should just know that, or I already told them once…I don’t need to tell them again…your results will be limited!

“If you don’t ask for what you want don’t be angry when you don’t get it.” ~ Judy Kay Mausolf

 

Appropriate Equipment and Supplies

Next is making sure the team has the appropriate equipment and supplies to maximize efficiency and get better results.  It demonstrates to the employee that their work is valued because you were willing to give them the support needed to do their job.  For example, a specific instrument to aid your hygienist in safely cleaning around dental implants.  It is important to ask employees if they have what they need to be able to do their job efficiently and effectively.  The initial cost is outweighed by the ROI of increased performance, service, and productivity.

I have found men are usually much better at getting the right equipment and supplies whereas women will try to make do.  This summer my husband Steve and I went a little crazy with filling our deck with pots of flowers, succulents, and evergreens!  It became huge watering chore for me because we did not have a hose up on the deck.  I have been traveling a lot more for business…which means Steve has become the water boy!  Surprise!  I came home to find a faucet and short hose up on the deck.  Watering is now so easy it is fun!  What used to take me 1/2 hour or more now takes under 10 minutes!  We have just tripled my productivity and increased job satisfaction by having the appropriate equipment and supplies!  

  

Focusing on Strengths 

We focus on identifying and building on each team member’s strengths. This one step alone can change productivity by as much as 12.5%.  The best opportunity for people to grow and develop is to help them discover their innate talents.  It just naturally creates a feeling of wellbeing when we can do something well.  We enjoy our work more.  Focusing on a team member’s strengths is a far more effective and positive approach than constantly focusing on their weaknesses.    When employees know and use their strengths, they are more engaged, have higher performance, and are less likely to leave the practice.

Research shows that the management style of focusing on the positive strengths reduces active disengagement to 1%.  Whereas a negative focus management style produces 22% disengagement.  Surprisingly, being ignored causes the most damage at 40% disengagement!  The old saying, “If you can’t say anything nice, don’t say anything at all!” is not a successful management style.  It delivers to the most negative outcome of all.

 

Which response would your employees say best reflects the management style in your practice?

  • My manager/doctor focuses on my strengths or positive characteristics.
  • My manager/doctor focuses on my weaknesses or negative characteristics.
  • My manager/doctor does not say anything at all, and I feel ignored and invisible.

Leadership teams can help engage the team by creating clear and consistent expectations, providing appropriate supplies/equipment, and focusing on strengths!

Contact Judy Kay today if you would like to learn more about how she can help you get your team ENGAGED and WORKING together to build a happier, healthier, and higher performing culture! 

November 1, 2021

How to Encourage Accountability! Part 2

Training is often a culprit of lack of accountability.  It is difficult to complete a task if we are uncertain how it is to be done.  Uncertainty lessens accountability!  Set standards for the practice by defining one way instead of multiple ways.  Standards create consistency and consistency escalates excellence.  The more consistent we are the more accountable we become resulting in a higher performing team and practice.  Provide personal training and cross training as well as entire team training to get everyone aligned on the same page.

 

 

Asking for help is being accountable.  Give your team permission to ask for help when needed.  Asking for help can often feel like a weakness when in essence it is being accountable to make sure the job gets done.  There are some team members who have OCD – Over Committers Dysfunction.  You will often here them say; “I got this!”  when they have so many plates already spinning, they can’t possibly get them all done.  Saying yes can sometimes be less accountable then delegating or asking another person for help.

Prioritize tasks as there will be days even the entire team can’t get everything done!  If we communicate and get the rocks done, we will be okay.  I utilize the rocks, pebbles, and sand analogy to help teams prioritize their responsibilities.  A rock is anything that is important and urgent (needs to be done that day) or there will be negative consequences for the practice.  The biggest rock is always the patient right in front of us.  Everyone helps everyone with their rocks (as long as it is legal, ethical and within their licensure) before going on to their own pebbles and sand.  Once all rocks are completed, the team member may move on to their pebbles.

Pebbles are also very important but not urgent.  Pebbles are never delegated because they can be done another day without affecting the practice negatively.  Everyone is responsible for their own pebbles.  A pebble can eventually become a rock if left undone based on change in urgency.  For example, ordering supplies might become a rock if you must order that day, or you will run out of necessary supplies before they arrive.  Even washing uniforms may become a rock if there are none available for the next day and it is close to closing.

Sand is the filler to fill in open time with cleaning and organizing.  Sand is also never delegated.  Everyone is responsible for their own sand.  This helps to prevent delegating the things that are less desirable.

Confirming by checking in when a task is completed is part of accountability.  It keeps everyone in the loop and ends the night wondering/worry of whether a certain task was completed.

Clearly defined consequences are necessary.  An accountable high performing team is dependent on supporting the patients, the team, and the practice standards.  Our job is whatever is legal, ethical, and within our licensure to help the team and practice thrive!   We must choose to support our patients, team, and practice if we want to be a part of the team!

September 1, 2021

Staff Shortage!!! 5 Steps to Help You Survive the Staff Shortage.

Yes, I know the term team is more uniting and empowering than the word staff.  Also, that staff is an infection.  😊 However, I like the alliteration of short staffed versus short teamed or team shortage.

Times have changed and nearly everyone faces sporadic or chronic staffing challenges.  Stop and take a moment and breathe deep!  You will survive this challenge and be even better after!

Start by writing an ad that is enticing and specific to attract that new superstar team member!  Together as a team define specific skills and traits desired for the position.  Please email me at JudyKay@PracticeSolutonsInc.net if you would like to receive a sample ad.

 

 

Here are 5 steps to help you survive the shortage until you hire your new superstar!

Communicate – Take time to communicate as a team.  Notice I used the term team now as no need for alliteration.  Together define specific tasks that were being done by the employee or employees who are gone.   Make a list of the specific tasks that need to be done instead of panicking.  Avoid generalization of tasks as the more specific the easier the solution.

Prioritize – Triage the list of tasks.  What must be done?  What can be delayed?  What can be let go?  I like to utilize Rocks, Pebbles and Sand to prioritize.

  • Rocks – Important and Urgent – Rocks must be done that day or consequences
  • Pebbles – Important and Not Urgent – Pebbles can be done another day without consequences. However, if delayed long enough a Pebble can turn into a Rock.
  • Sand – Not Important and Not Urgent – Sand is the filler like cleaning and organizing and can be delayed the longest.

Utilize Human Resources – Your human resources are your entire team.  So often we compartmentalize the team into departments.  We lessen our resources when we compartmentalize.  Instead, be creative when discussing who could do specific tasks.  Take time to cross train whenever possible.  A highly cross trained team is much more flexible and beneficial!  My favorite job description is:

“My job from the moment I check in to the moment I check out is whatever is legal, ethical, and within my licensure to help the patients, practice, and team thrive!”

Also consider which tasks could be done virtually.  There are many platforms available.   

Utilize Technology – Learn your technology in your practice.  Invest the time now and you will become more efficient and effective.  I work with practices nationwide and very few fully maximize their technology.  Schedule a call with your practice software trainer asap.  Review your lists of tasks to learn what tasks could possibly be automated.  For example, billing, confirming appointments, contacting recare etc.  There is often so much more we can do with the existing technology in our practice.

Look into additional technology that would allow you to automate in the clinical area.  For example, Voiceworks Software allows hygienists to be autonomous with probing as well as more effective and efficient.  Check out the video on voice-controlled charting.  The link is  https://oralscience.com/en/products/voiceworks/

Schedule – Review the schedule with your team based on current staffing available.  Many of you have new team members that will take time to train.  Do you need more time for procedures?  Do you need to change what is scheduled in conjunctive columns?  You may even need to temporarily suspend scheduling a column.  FEAR ALERT!!!  I know you are concerned about overhead and the bottom line etc.  However, if you consistently overwhelm and over burden your current old and new team members they may leave as well.  Or worse yet…they will stay and become burned out and disengaged.

Review the past two weeks schedule with your team.  Where were the bottlenecks and stress points?  What shows up consistently?  Adress the consistent problem areas by adjusting the schedule to accommodate them based on current team, training, and skills.

Implement these 5 steps and you will not only survive you will thrive!

Older Posts »