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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!

 

March 1, 2022

TeamWORK!  Takes work! 

TeamWORK!  Takes work!

Teamwork!  A phrase so often used loosely with so many different assumptions of its meaning!

According to BusinessDictionary.com, teamwork is “The process of working collaboratively with a group of people in order to achieve a goal. … Teamwork means that people will try to cooperate, using their individual skills and providing constructive feedback, despite any personal conflict between individuals.”

The team part happens pretty easy.  Once we belong to a group or organization we automatically become a part of the team.  The WORK part of team work is not so easy!  It takes work to build happy, healthy and high performing team relationships.

This article is dedicated to the WORK part of teamwork.  BTW…this message works for your personal relationships as well.

I have spent years helping teams create a happier, healthier, and higher performing relationships.  Successful team relationships don’t just happen by accident.  They take work just like every relationship.  Yet the assumption is that we should all just naturally get along.

 

 

Communication is the first core fundamental in teamwork. It would be very difficult to work together as a team for a common purpose without it! The right hand would never know what the left hand was doing nor what was needed or expected. The team’s success would be limited to only what each person could accomplish individually.

It is important for the team to create standards on how the team would like to communicate with each other and patients to build successful relationships. The work part is the ongoing focus and commitment to support the standards even when we may not feel like it.

Successful team communication includes:

  • Communicate Clearly – Clarify expectations by defining who, what, when, where, why and how.
  • Communicate Positively – Smile at each other and speak in a warm and friendly tone.
  • Avoid negative sarcasm and gossip.  Go directly to the source.
  • Communicate Respectfully – Always consider how your words may impact the other person. Ask yourself; how can I say what I need to say and be respectful of how they may feel
  • Communicate Professionally – Use words such as yes, no, please and thank you.
  • Be mindful of your energy and filter your response.
  • Communication is 7% words, 55% body language and 38% tone of voice. Never approach another team member with anger or frustration on you will shut down communication.
  • Communicate and resolve conflict within 24 hours if possible to lessen frustration and assumptions from building.

Collaboration is the second core fundamental needed to enable the team to successfully work together. It is important to remember that there is more than one way (our way) to do things.  It is our responsibility as a team member to work well with our coworkers. We can make it easy for others to work with us.  Collaboration means:

  • Sharing thoughts and ideas about what works and what does not.
  • Being open (think outside the box creativity) and willing to listen to new and different ideas from others.
  • Agreeing on a solution that serves the best interests of the patients, practice, and team instead of any individual.
  • Continue to be flexible and to adjust until you succeed
  • Don’t take things personal.
  • Support your team members. Ask and offer help.

Celebration is the third core fundamental to successful teamwork. It is important to celebrate daily. Even the little things. If our focus is always on the next patient or task we will miss the good in the present moment and eventually we will lose our joy for our work.

Celebrate by:

  • Looking for and becoming aware of what is positive in the present moment. Right here right now what is good?
  • Being grateful for what is instead of complaining about what isn’t.
  • Showing appreciation to your coworkers and your patients.
  • Celebrating in the moment with a physical gesture for example a big smile, thumbs up, high five or even a Ta-Dah!

Implementing these three core fundamentals will empower your team to WORK together to build happy, healthy and high performing team relationships.

December 30, 2021

Conversation Versus Confrontation!

CONVERSATION VERSUS CONFRONTATION!

I have the privilege of facilitating R.I.S.E. & Shine Culture Camps for dental teams nationwide!  Click this link https://www.practicesolutionsinc.net/culture-camp.html to learn more about R.I.S.E. & Shine Culture Camps!

The first day of Culture Camp is spent speaking to each team member as well as observing the practice flow.  I ask the same question to everyone.  The question I ask is, “If I could wave a magic wand and make things easier or better what would I change?”  The question opens the dialogue.  Most responses include concerns with doctor or team relationship(s).  I ask if they have tried to discuss it with the person whom they have the concerns.  The response is almost universal.  “No, I don’t like confrontation!”

 

 

There is a big difference between a conversation and a confrontation.  We can ask anyone anything if we are coming from a place of curiosity, care, and concern instead of judgment, criticism, or blame.  It is a confrontation when you are approaching someone with the intent to judge, compare, criticize, or blame.  The difference between a conversation versus a confrontation is based on your approach and your intent.  Be mindful of your energy and intent.  What are the results you are desiring?

The purpose of a conversation is to have a fact finding or fact sharing discussion.  The Approacher (the person initiating the conversation) must be mindful of energy, words, tone, and body language.  Never approach someone to address a concern when you are angry or unable to control your emotions or it will end up being a confrontation.  Approach with a question(s) to simply understand the “why” and not necessarily to resolve.  You may or may not be able to come to a resolution during the conversation.  It may take time for one or both parties to process through reflection and consideration of the other person.  Allowing time to process will remove the stress of having to immediately come to an agreement.  We also don’t want to sweep it under the rug and pretend it doesn’t exist while we silently stew over the situation.  The goal is to resolve within 24 to 48 hours if possible.  If you feel the need to complain to someone else (venting – which is a nice word for gossip) than it is important to approach the source and have a conversation.

The conversation is always in private and starts with positive clear communication.

Be specific instead of generalizing. Focus more on objective points than subjective opinions.  Just saying “I don’t like it or you’re doing this wrong” is not helpful. On the other hand, stating the specific strengths or skills you would like to see developed is helpful.

Don’t make it personal. Talk about issue not the person. Avoid saying, “you need to”.   Start the conversation with the word I instead of saying you. For example, “I noticed,” “I have seen,” “I observed,” “I am not quite sure what happened,” “Help me understand,” or when sharing feedback from others, “I have had reported to me.” “I” conversations are issue-focused instead of person-focused. Always consider how your words may impact the other person. Ask yourself; how can I say what I need to say and be respectful of how they may feel.

Break your feedback down into key points. Don’t give your feedback as one big lump. Break it down into various key points, then give your feedback point by point.  Give examples of each point. What are the exact issues, situations, or examples where the person exhibits the behaviors you highlighted? There is no need to highlight every single one.  Just disclosing a couple of examples per point will be sufficient. The purpose is to bring the person’s awareness to things which he/she may not be aware of and clearly illustrate what you mean.

Ask the other person what they need from you (communication, support, training, practice) to be able to achieve the desired results. Together discuss and agree on a resolution.

Life will be filled with concerns of situations and other people.  The confidence and skill to have timely conversations will help resolve whatever arises.

August 2, 2021

Delivering W.O.W. Treatment Presentations!

The ability to proficiently present treatment and fees is critical to the success of your practice.  The more your patients understand their dental needs and the fees associated with treatment, the more likely they are to accept your recommendations. You want the patient to understand exactly what they need, why they need it, and the importance of getting it done now.

Most people dislike surprises when it comes to dental care and costs.  Real understanding on the part of the patient leads to case acceptance. Use stories and analogies focused on real life benefits for the patient.  For example, eating corn on the cob or steak or even just being able to smile.

It is vital that the team member (presenter) presenting treatment and fees is confident and comfortable with this role. Seventy percent of case acceptance breaks down because of the way the fees were handled.  The presenter must understand dentistry and absolutely believe in the value and the quality of dentistry delivered in the practice.

Teach all team members the procedures that are being performed in the office.  Together as a team create and practice consistent treatment verbiage.  Utilize the same verbiage the doctor uses to avoid any confusion and keep everyone in the practice on the same page.

It is critical that the presenter discuss the treatment and fees with enthusiasm.  Listen to the patient’s financial concerns, enthusiastically promote the payment options, and clearly communicate the financial protocol.  Our patients’ perception is based on only 7% of our words, 38% our tone of voice, and 55% our body language.

Consistent fees and payment protocols are vital to build the presenters confidence and proficiency. A dental practice is not a bank or a charity and deserves to get paid for services rendered. Never be uncomfortable about charging appropriate fees or pre-judge a patient’s ability to pay.

It is a lesson I learned well over 30 years ago.  I can clearly remember misjudging a patient’s ability to pay only to find out later they were extremely wealthy.  The patient arrived for their appointment disheveled and dressed in a dated threadbare running suit.  I later learned the patient had just come from working on a home project.  The phrase “don’t judge a book by its cover” is a great metaphorical reminder that means one shouldn’t prejudge the worth or value of something by its outward appearance alone.

The following approach will enable the presenter to deliver W.O.W. Presentations.

Mindset

The goal of the practice is to make it as comfortable as possible for the patient to have the very best dentistry available.  Adopt a mindset of being an advocate to help the patient get the treatment they need and desire.  Present treatment with care and concern not assumptions, judgement or criticism.

Informed Consent

A successful treatment presentation results in informed consent not just scheduling treatment.  Verify the following information with every patient.

  • Sequence
  • Time
  • Compliance
  • Investment

Handling Objections

It is essential for the presenter to actively listen to the patient’s concerns and comments. Their responses focused on What’s In It For The Patient (WIIFTP).  Use patient focused benefits verbiage.  Speak in “layman’s” terms so the patient clearly understands what is being said.

I teach W.O.W. Presentations.  W.O.W. is an acronym for weed out the weeds.  A weed is anything that might make your patient feel uncomfortable, unwelcome, or unsafe and possibly destroy the relationship.

I have found the Feel, Felt, Found Method to show empathy works extremely well.

  • I can understand why you might feel this way.
    • It tells the patient you heard them and empathize with them.
  • Other patients had initially felt that as well.
    • It tells the patient they are not alone and things can change.
  • What they have found was….
    • It tells the patient what another person found when they followed through, they got the results they wanted.

 

W.O.W. Process – Work, Options, When

It is important that there is consistency of treatment presentations amongst team members as well as clear documentation of all patient conversations.  Utilize the W.O.W. Process to deliver consistent and effective treatment presentations. This is a second acronym for W.O.W. which is work, options and when.  The W.O.W. Process is a simple three step process.

  • Work
    • Review treatment and fees with patient.
  • Options
    • Offer options, finalize, and sign payment arrangements.
  • When
    • Offer two available appointments and schedule an appointment.

Delivering a W.O.W. presentation is a win for the patient and the practice, resulting in a healthy smile for the patient and healthy bottom line for the practice.

Email judykay@practicesolutionsinc.net to receive your white page on Delivering W.O.W. Treatment Presentations.

April 30, 2021

A Communication Structure to Get in the Loop & Aligned! Part 2

Last month we covered different communication structures based on the size of the practice. This month will be focused on the meetings necessary to support your communication structure.

Allow time to communicate daily with a huddle. Daily huddles are for the team including doctor(s) to triage the day. Discuss any bottlenecks/obstacles, where to put emergencies and if any team member(s) will be missing that day. End the huddle with something positive and uplifting to help unite the team to work together to make it a great day!

Weekly management meetings between the director of operations and all location managers together will help nurture consistency, cohesiveness, and accountability throughout the company. It is key that any changes are discussed and agreed on at the weekly management meeting prior to implementing at any location.

Managers will meet with their team leads on a weekly basis to share information and get feedback that is pertinent to their location.

Mangers will also hold monthly team meetings to include their team, doctor(s), and director of operations. Each location manager will lead their own team meeting. The director of operations will attend each manager’s monthly team meeting to give a quick update on the company and to support the manager.

Team meetings are ideal for getting feedback from the entire team before making any changes. This allows the team to feel heard and take ownership. Team meetings also allow time to discuss and define how the change will be implemented in each location.

The frequency of team meetings will depend on your practice’s specific needs. I would suggest meeting weekly if you are a newer practice, newer team or and existing practice that is making a lot of changes. Monthly is sufficient if you have been in practice with the same team and not making many changes. Multi-location practices are to schedule monthly team meetings at each location the same week to keep the entire company on the same page.

Team meetings also help to create accountability by reviewing your previous meeting’s notes to see if the changes were successfully implemented.

It is imperative that everyone supports and holds each other accountable to the communication structure, or it will fail. Which means doctors/managers if someone on the team approaches you with a question, instead of answering the question, refer them to the appropriate person defined in the structure. Otherwise, the team will continue to go to the wrong person and disrupt the flow.

Here is a list of the meetings necessary to support an effective communication structure in a large practice or multi-location practice.

  • Annually or bi-annually teambuilding meeting for entire team and doctors
  • Annual performance review led by director of operations (DOO) and includes location manager and team member (feedback given to DOO from doctor prior to review if doctor(s) unable to attend)
  • Monthly leadership meetings between DOO and doctors
  • Monthly team meetings at each location (all the same week) led by location manager and includes DOO as well as doctors and team in that location
  • Weekly management meeting with DOO and all location managers
  • Weekly check in meetings with location manager and team leads
  • Individual team meeting as needed

Creating a clear and consistent communication structure and meetings will help keep everyone in the loop and on the same page working together for the greater good of the patients, practice, and team!

 

December 1, 2020

The Peak-End Rule!

I love helping dental teams co-create a happier, healthier, and higher performing service culture.  Our culture is a result of practicing a consistent set of values to deliver consistent experiences.  However, not all experiences are not judged equally according to the peak-end rule!

The peak–end rule states that people judge an experience largely based on how they felt at its peak (its most intense point) and at its end, rather than based on the total sum or average of every moment of the experience.  The peak-end rule highly influences how we remember our experiences.  We believe we are accurately recalling facts when it really has more to do with our emotions during the experience.

Our memories of positive and negative experiences are dependent upon two things: what we were feeling at the most extreme (peak) point and how the experience ended. Our memories are typically not an average of the experience or the amount of time we were engaged in the situation.

We can actually be irrational in our recollection and memory of events.  Our memories consist of a series of highpoints rather than a thorough record of facts and events.

We won’t know what the peak experience will be that will impact our team or patients.  However, we can plan the end experience.  Which is why it is imperative for the team to end the day on a high.  It is even more important than how we start our day.  Same with our patients.  We must not only welcome them warmly we must also have a warm farewell.

Let’s start with the team.  What can you do at the end of the day that will make a more positive end experience?  Maybe a heartfelt thank you, a high five for a job well done or even taking a moment to do a TA-DAH together!

The end experience for your patients usually involves paying their bill or a future bill.  Many patients have a difficult time parting with their money, which is why it is so important that the process flows smoothly.  Otherwise, it can become a negative end experience if handled poorly.  Which is why it is so essential that you have a confident and knowledgeable team member having the financial conversation.  Doctors you may have built rapport with the patient and they are excited to move forward with treatment.  Only to have it end at the financial discussion.

It is so important to role play this experience.  Also, make sure you have the tools you need to have a successful conversation.  My favorite tool is the Payment Options Form that Care Credit offers.  I love that you can customize it to include only the payment options you want to offer.  The form is so organized even a brand-new team member could confidently review payment options and sound very professional and knowledgeable.  It also includes all the legal information you will need to make payments arrangements.

You can find it at https://www.carecredit.com/providercenter/contactcenter/.  Enter the code JKM and request information on the Payment Options Form.

Here are a few steps to take to ensure not only a positive experience but a WOW end experience.

  • Delineate the final patient experience
  • Discuss and agree on verbiage and flow
  • Practice role playing and the physical walk through to build confidence and competence.

Whatever the end experience; following these simple steps will help ensure it is a WOW experience!

November 1, 2020

How to Thrive as The New Kid on The Block!  Part 2

How to Thrive as The New Kid on The Block!  Part 2

Last month we focused on the first three steps to thrive as the new kid on the block.  They were building confident trust relationships, learning systems and processes, and balancing your role as the associate.

The fourth step in fitting in is by avoiding gossip.  Gossip is sharing anything that is negative or private about another person.  Listening is gossiping if you are not in a position that allows you to resolve the issue.  The listener plays a 50/50 role.  Because it stops if the person complaining has no one to tell.  I have found it works best to refer the person back to the source of concern to work it out instead of listening.  Instead of listening ask them if they have tried to talk to the other person.  If they say no, ask them to do so and stop the conversation.

People who engage in workplace gossip often have a strong need to “fit in” and feel that gossip will help them achieve this. Gossipers often suffer from low self-esteem and think that talking negatively about others will make them look better. If we truly grasped the devastating fallout from gossip, we would no longer accept it as the norm for any culture!

Gossip affects:

*             Patient care and experience

*             Team communication, performance, and relationships

*             Practice performance

*             Morale

*             Trust

*             Respect

 

The fifth step to fitting is to be approachable.  Do daily or weekly check ins with your team and owner doctor.  A simple question to ask, “Do you have any questions or suggestions for me?”   Avoid becoming defensive even if you disagree or feel hurt.  People will avoid defensive people.  You have a role as an approachee (the receiver of information).

The Approachee’s role is to start out by thanking the approacher (the person approaching) for respecting you enough to come to you. It is important to recognize that the approacher’s intent is good and to realize that it is not easy to approach someone.

Listen intently to hear.  Make eye contact with the other person.  Don’t take offense.  Instead of defending, deflecting, or blaming someone else consider how your actions or lack of actions affected the outcome.   Be honest with your response.

Acknowledge you heard and understand them.  Never assume.  If you are unsure ask questions until you clearly understand.  If you are thinking I think they mean this…ask more questions.

Don’t take it personal.  If the concern pertains to the patients, the practice, or the team it is necessary to address.  It can be difficult to hear when we are not meeting the standards or expectations.  However, it is necessary to address in order to create and sustain a happier, healthier and higher performing culture.

Take it seriously.  It may not seem important or be a priority to you, but it is for the other person.

Control your emotions.  If you are upset don’t just walk off in anger or frustration.  Instead, let them know that you need a little time to process the information they shared, and you will respond later and give them a specific time.  Try respond within 24 hours.

I like love to utilize the L.E.A.R.N. acronym when being approached.

  • Listen intently to hear what they have to say
  • Empathize by acknowledging their emotions
  • Apologize for the situation
  • React by sharing what you will do
  • Notify those that need to be aware of the discussion and decision

Here is an example how you can use L.E.A.R.N.  Your assistant is frustrated because she just started working with you and doesn’t understand what instruments you want and when.  It makes her uncomfortable because she has been an assistant for years and this makes her feels inadequate.  The conversation might sound like this.

“Thank you for respecting me enough to come to me with your concerns.  I can understand how uncomfortable this must be to work with a new doctor.  I am sorry that this is frustrating for you.  We will take some time to discuss what instruments I need with the different treatments we offer.  During the procedure I will ask for what I need.  We need to learn how to work together and that takes time.  So, let’s agree to have patience and support each other.  I will make sure I speak with the other assistants about tray setups as well to keep us all on the same page.  This will ensure that we all have a great day!” 

Instead of constructive criticism (which is an oxymoron) use positive verbiage and have a constructive conversation.

Following these five steps will help you thrive as the new kid on the block!

October 1, 2020

How to Thrive as The New Kid on The Block!  Part 1

How to Thrive as The New Kid on The Block!  Part 1

Congratulations your the new kid on the block!  You are a recent dental graduate who just got hired as the new associate to work with Dr Wonderful and her team!  It’s your first glorious day!  You are ready to take on the world and deliver exceptional service and care.  Oh, but wait a minute.  There are these people you now must rely on…called your team!  There was no mention of team relationships.  No one told you in school that you were going to be dependent a team.  You were just planning on focusing on dentistry.  Surprise!  That’s not how it works.  The success of a practice is largely based on how well you work together as a team.  So how do you build happy, healthy, and high performing relationship with an existing team.  Some of who you may have not hired in the first place.

It is important to remember that you are the outsider coming into their world.  It’s like being the new kid on the block.  You must figure out how to fit in with the existing team culture.  Fitting in takes time and patience.  The team is going to check you out because they don’t know you or trust you.  They will be watching your every move to see if you will fit in.

The first step to fitting in is to focus on building confident trust relationships with each team member.  The dictionary defines trust as instinctive unquestioning belief in and reliance upon something.  The trust I am suggesting is not one of blind faith but instead one of confidence!  Confident trust is based on consistency!   Consistency of good reasons to trust based on significant past evidence and experiences.

Think of the people in your life that you confidently trust.  Take a moment to reflect why you feel confident in trusting them.  Confident trust does not just happen overnight.  It takes time to nurture and grow.  However, breaking one’s trust can happen in a heartbeat.  The great news is that trust can be rebuilt.  It takes a sincere daily commitment to be transparent, consistent and realistic.  An actionable and measurable process is to assess your every action, attitude, and conversation by checking off the following list.

*             Am I being transparent

*             Am I being consistent

*             Am I being realistic

*             Am I doing what I said I would do when I said I would do it

 

Some examples of behaviors that build confident trust are:

 

*             Be transparent by keeping the team in the loop

*             Be consistent with daily tasks

*             If you have a concern talk to the person

*             Help when you see help is needed

*             Ask for help when help is needed

*             Ask don’t assume

*             Take ownership – do what you say you will do when you say you will

*             Focus on the greater good instead of WIIFM (What’s in it for me)

*             Don’t gossip

*             Tell the truth and be compassionate

*             Don’t be late or absent for trivial reasons

 

The second step to fitting in is to learn the current systems and processes.  Spend time talking with the doctor and each team member to learn why they do what they do.  For at least the first 90 days immerse yourself in learning their ways instead of making suggestions.  It will give you time to build trust while you learn.  The team is often suspicious of the new doctor.  They are afraid the new doctor is going to want to change everything.  After all you’re the new kid on the block…you should have to fit into their practice.  Many team members may be older than you.  Show them you respect their experience and expertise by being open to their guidance.

Once you start making suggestions remember that the team may like to do things their way.  Even if it may not be the most effective or efficient.  It’s their routine and they can do it on auto pilot.  Which is why your suggestions may be resisted even if it is an improvement.  New changes slow them down and take more focus and effort.  Don’t firehose the team with suggestions or requests.  Start with a simple change that will be easy to do and benefit them greatly.  They will see it as a positive and be more open to the next change.

 

The third step to fitting in is balancing your role as an associate.  You may feel like you are in the middle, torn between the owner doctor(s) and the team.   You are doctor and a leader.  Yet you don’t make the decisions.  Some decisions you may be more aligned with the team than you are the owner doctor.  The team may treat you like one of them and even tell you negative things about the owner doctor.  The owner doctor may complain to you about their team.  It is imperative that you not allow yourself to get stuck in the middle.  Always reinforce what is positive about the other person.  You may not always agree on every decision.  However, it is imperative that you support the owner doctor decisions in attitude and actions, or you will undermine them.  It is easy to judge when you have never walked in someone’s shoes.  It always looks easier when you are observing.  Leading a team and making the right decisions can be very difficult at times.  There are often many paths that can be chosen.

Tune in next month for the 4th and 5th step to thrive as the new kid or for that matter any team member in the practice!

September 1, 2020

How to Get & Stay Positive!

How to get and stay positive has become much more of an effort for many of us than it ever has been in the past.  Just turn on the news or read Facebook for five minutes and you may think it’s Armageddon!  Fortunately, much of the information is based on sensationalizing the facts.

Life is too short to spend it being negative and worrying.  Especially when there are so many reasons to be positive.  Other people and situations don’t make us feel a certain way.  We do it all on our own by how we think.  If we practice mindful thinking, we will feel more positive.

Start your day on positive note by thinking positive thoughts while still lying in bed.  Plan to have a good day by visualizing feeling good.  Wiggle your toes and stretch while you are visualizing.  Imagine feeling a sense of contentment and well-being and you will start to feel it wash over you.  Acting-as-if shifts our perspective and the emotions follow.  I like to start my day positive every day.  It does not hurt that I love the person I get to wake up with every morning.  That would be my husband Steve…just to clarify!

During the day focus on staying in the present moment and being aware of your surroundings.  Look for the positive around you.  Play the I spy…!

  • What is interesting?
  • What is beautiful?
  • What makes you smile?
  • What is inspiring?

It could be a flower, artwork, or a hummingbird.  It could be a great chair to sit in and read or the view out your window as you sip a great cup of coffee.  Maybe you have a fur baby like me who tries to get your attention while you work.  Give thanks for what is.  I personally reset by thinking about how grateful I am to have my health, my family, and I love what I get to do.  It is impossible to feel negative at the same time you feel gratitude.  If you are a list maker, make a list of what you see and our grateful to have in your life.

Our energy ebbs and flows like a tide.  Be mindful of your energy.  Reset when you start to feel yourself victim thinking and having pity party.  A pity party is when we focus on what we are missing in our life and what we had.  It might be a loved one, a job, or even life in general.  The why me stinking thinking.  The should or shouldn’t have happened thoughts.  Should and shouldn’t thoughts always send our emotions spiraling downhill.

Victims stay stuck thinking about what should or shouln’t have happened!  Whereas, creators think, so this happened so now what…!  They observe the emotion, triage the situation, and take the next step.  They believe they will succeed.  Scientists know that strong self-belief goes hand-in-hand with higher levels of resilience.  This means that if you believe you’ll be successful, it’s likely you’ll also have a high level of control over your thoughts, feelings and actions.  The result? You apply more effort and persistence. You demonstrate more resilience to push through. And you achieve what you set out to do.

The more we are open to and embrace that:

  • Life is uncertain
  • Life is unexpected
  • Life changes in a moment
  • No one owes us anything

The happier we will be.  Try to find humor even in difficult situation.  Appreciate what you have and what is regardless of what happened and what isn’t.

Labeling something as bad creates negative emotions. Truthfully, how can we label something as good or bad if we do not know the end? None of us have a crystal ball. So how do we really know if something is good or bad? There have been many things in my life that at the time seemed difficult or bad that turned out generating a very positive outcome.  Haven’t we all thought or said this is going to be bad at one time or another and yet it turned out to be one the best things to happen to us.  I can think of many situations and events that seemed very negative or difficult at the time that brought some of my greatest successes.  Be curious instead of critical and look for the opportunity in every situation.  What we look for we find.  Look for the upside in life!”

July 31, 2020

Implementing & Sustaining Change!

Implementing & Sustaining Change! 

“Insanity is doing the same thing over and over again and expecting different results.” ~ Albert Einstein

I love this quote because it reflects what I often see when working with dental teams. A current system or protocol is no longer working and holding the team back from excelling. Yet it continues to be done the same way. When I ask why the usual response I receive is; “we have always done it this way”!

Similarly, our level of performance in life is defined by our willingness to question and challenge the status quo. We get good at something and it feels comfortable. Comfortable feels safe and is the downfall of excellence. Stop doing what you do just because it is comfortable and challenge yourself to excel.

A team meeting format including the following three steps is an effective way to review, evaluate, and update current systems and protocols.

Step One:

Establish a clear vision for what you want to achieve.

Start by asking; how can we do this in a way that will improve effectiveness, efficiency, and enjoyment? What does the change look and feel like? Define even the smallest details. I am going to refer to your vision as your boat. Describe your boat. What does your boat look like? When and where is it going? How fast is it going? What crew members do you need? What are their roles? What capabilities do you want them to have? What character traits do you want them to demonstrate? What is the purpose of your boat?

Step Two

Create a systematic step by step action plan for all training, tasks, and responsibilities necessary to achieve the changes.

Introduce one idea at a time and go deep enough to resolve any obstacles and create a step-by-step action plan. Avoid doing a data dump of many ideas left unresolved that you must continuously revisit. Be precise, practical, and realistic with the action plan.

As a team discuss and decide on the following:

·     Who on the team is going to do it

·     Which patients will you do it for

·     When

·     Where

·     Why

·     How

Also evaluate whether you have enough time and people to accomplish the action plan. If not, what changes would you need to make in order to succeed?

Most of us want to excel at what we do. It’s the unrealistic expectations that often get in the way. For example, let’s say the goal is to deliver an over the top experience to patients checking in as well as patients calling because it is the first interaction and impression most patients have with the office. If there is only one person handling all the calls and checking every patient in they are limited in the amount of time and attention they can give any individual patient. The limited staffing coverage impedes them from excelling. Another example is adding an additional procedure to a hygiene appointment protocol that is already at capacity. Either add time to the appointment or remove a procedure. These are examples of unrealistic expectations that can frustrate even the best of employees to the point where they lose their passion to excel. We are setting them up to fail. It is important to always evaluate time and staffing and set precise, practical, and realistic expectations to empower the team to excel!

Step Three:

Establish accountability.

Accountability starts with everyone agreeing to support the change and being held equally accountable to the ideas, systems, protocols, and standards. No double standards for anyone including the doctor or manager or you divide the team. Doctors and managers sometimes shy away from addressing what’s not working or not being done to the standard. Often to avoid what they believe to be micromanaging or conflict. This only delays what would have been a simple conversation and allows the situation to fester until it is ready to blow at any time! If a non-supportive behavior or attitude does not get addressed by the doctor or manager, it may be considered acceptable by the team. Address any concerns with attitude or behavior as soon as they happen (within a 24-hour period if at all possible). It is important for the entire team to maintain the new ideas, systems, or protocols. There is no individual opt outs! If something is not working for an individual, rely on the team to help to resolve. You may find other team members have difficulty as well and it may be necessary to adjust the protocol. Sometimes things look great on paper and yet don’t work well in real life.

If we want to achieve more than we ever have in the past, we must be willing and open to change. Changing thoughts, beliefs, and habits can create a sense of groundlessness and uneasiness. Our first impulse will be to revert to old habits because they feel comfortable. Our goal is to hang in there until the change becomes a habit. The average habit takes 66 days. Make a commitment as team to support the new change for a minimum of 66 days before evaluating whether it was successful. Implementing and sustaining change is only a habit a way!

What is one thing you can you stop doing starting today that will make the biggest impact in implementing and sustaining change? What is one thing you can you start doing starting today that will make the biggest impact in implementing and sustaining change? In the end, change requires letting go of what we have always known and done to allow in something new!

 

Please visit www.PracticeSolutionsInc.net if you would like to learn more about how Judy Kay can help you cultivate a happier, healthier and higher performing culture.
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