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!

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!

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 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.

June 1, 2021

My Way or The Highway!

Our success in life depends greatly on our relationships in life!  Our relationships are the result of how well we communicate and collaborate in our personal and our professional lives.  When we communicate openly, positively, and effectively we inspire connections and build sincere, strong, sustaining relationships. Our ceiling of success then becomes like the old expression, “Sky’s the limit”.

What often gets in the way and sabotages successful relationships is our personal beliefs of right and wrong.

Most of our beliefs can be traced back to our early years.  I’m the youngest of seven and am blessed with a great family.  I grew up on a farm in North Dakota. My past experiences will differ greatly from those who were not raised in the same environment.  Our expectations of right and wrong will vary and may even conflict based on our past experiences.

When we interact with others, we are always coming from a place filled with our own experiences. Our expectations differ because of our unique and individual beliefs, opinions, and assumptions based on our experiences. These expectations become our personal truths upon which we base judgments of right and wrong. To help you remember the concept, see the first letters of each word; it spells out the word B.O.A.T. Beliefs, Opinions, Assumptions, therefore, are Truths based on our experiences.

We all have unique and individual experiences, yet we expect each other to think, act, and respond the same. These are some false expectations that can get us into trouble.

  • Others must behave in the same manner as we do, or their behavior is wrong.
  • Another person’s behavior must mean the same as ours if we did that same behavior.
  • We get in a disagreement because others disagree with our opinion (after all we are right and want it our way)!

These are examples of expectations based on personal truths. Once we understand that our personal truths (how we judge the world by what is right and wrong) are based on the unique and individual experiences we have, we can no longer believe that our answer is the only right answer.

Our personal truths dictate our right!  We may be right based on the current extent of our experiences.  However, there is a whole big universe out there filled with experiences we have yet to meet.  Right and wrong are really arbitrary.  The more knowledge and understanding we have the more we will realize how ambiguous right and wrong become.  In our current state of affairs, it is very difficult to really know what is true or a manipulation of the truth.  When we continue to explore, we will find there is always more than one right way.

I used to love listening to Paul Harvey’s The Rest of the Story.  The Rest of the Story was a Monday-through-Friday radio program originally hosted by Paul Harvey.  The Rest of the Story consisted of stories presented as little-known or forgotten facts on a variety of subjects with some key element of the story (usually the name of some well-known person) held back until the end. The broadcasts always concluded with a variation on the tag line “And now you know the rest of the story.”

Be open to the more of the story instead of stubbornly attaching to your beliefs.  Avoid making assumptions and filling in the gap based on your B.O.A.T.!  Ask questions until you uncover and understand the root of the belief, the why behind the story.  Here are some good questions to ask when you are in disagreement.

  • Where did you learn this belief?
  • Tell me why you believe this to be right?
  • Tell me why you feel so strongly about this?

More importantly, do a little soul searching first to understand your beliefs before you question other’s beliefs.  Here are triggering questions to ask yourself to uncover your why.

  • Where did I learn this belief?
  • Is this belief based on truth or illusion?
  • How important is this belief?
  • How this belief affecting me?
  • Do I still need this belief (how relevant is it now)?

Let go of thinking I have to, you must, they should, and it has to be!  These are the words we use to judge others.  When we think we know more or better than someone else we are setting ourselves up for a clash of beliefs.  We become too attached to our own point of view and that others must share it.    Once we become too attached to an idea we lose respect both for ourselves and others.  Sometimes a belief can even become more important than the other people.  It is the root of extremism and fanatics.

The world is filled with different beliefs and different ways.  Who says we all have to always agree.  More importantly we need to respect each other and work together for the better of all mankind.  I love what my big sis Lorraine taught me years ago.  It is okay to agree to disagree.  We can stick to our right or we can be open to infinite possibilities!

March 1, 2021

A Line Sand Day!

A Line In The Sand Day!

If you are reading this, you miraculously survived 2020.  2020 was a crazy ride that brought a combination of challenges that nobody would have believed could have happened.  For some it might have felt like the end was coming.  But we survived. We endured the challenges, and some of us even discovered new strengths and became even better. We adapted and made concessions, but we are still here.  Which is reason enough to celebrate with a thank you, amen or a TA-DAH!

The dark side of 2020 was comprised of negativity, uncertainty, fear, stress, anger, judgment, and blame, etc..  Many of us were hoping 2021 would magically change everything.  While the calendar might have turned a new page, much of our reality is continuing to be the same as we start 2021.  It’s time to reset and take action.  It’s time to let go of those dark emotions and move forward to a happier, healthier and higher performing 2021!

A line in the sand day is the perfect way to reset for 2021.  A line in the sand day is the day we decide to wipe the slate clean and start fresh.  Let go of the past and focus on the future.

We need to be able to let go of some of the things that happened if we want to work together successfully.  Because stuff happens and will continue happen.  A line in the sand day will allow the team to move forward and work together in a cohesive, happy, healthy and high performing culture!

It starts with being able to forgive and move on.  Let go of the things that happened and focus on how not to replicate them in the future we become a creator of our life.  If we choose to hang onto the things that happened to us and choose not to move on, we become a victim of our past.  I would much rather be a creator of my future than a victim of my past.

Let’s say I have a disagreement at work with someone and we aren’t getting along.  Co-workers don’t get involved with other team member’s dramas or you escalate the drama unless you are the doctor or manager or whoever handles conflict resolution in your practice.

It’s our job to work together well with our co-workers the moment we step across the threshold to start our day.  It’s each team member’s responsibility to figure out what they need to do to work together successfully.  Meet with any team member you are having the difficult problem with.  Extend the olive branch and openly discuss what you need from each other to work together successfully.  Focus on big picture goals first which are the core values of our practice.  Find what you agree on and build from there.  Be open and willing to compromise and agree on a process.  It’s not my way or your way it’s our way that supports the core values of the practice and is in the best interests of the patients, practice and team!  Not any one individual.  We make agreements.  We hold each other accountable and we support each other.  There are no individual opt outs.

The success of a practice is based on the success of the team.  We succeed as a team or we fail as a team.  If we run into hiccups, we review as a team and adjust what is needed to stay relevant.

I suggest a line in the sand day on a yearly basis.  It will enable your team to work together in a calm and cohesive manner and let go of the drama in the past.  Implement your line in the sand day and make 2021 your best year yet!

Contact me if you would like help implementing your Line in The Sand Day!

February 1, 2021

 Bye Bye to Bullying Behaviors!  

 Bye Bye to Bullying Behaviors!  

I have the privilege of facilitating Rise & Shine Culture Camps for dental teams nationwide!  The Culture Camp is focused on co-creating a happier, healthier, and higher performing service culture!  Each Culture Camp varies greatly as they are customized to fit the specific needs of the practice culture.

I often observe behaviors of team members and doctors that undermine the culture.  In many cases unbeknownst to the person.   They are unaware of how negatively their behavior affects the team, practice, and patients.   A conversation to enlighten awareness is often enough to halt the unhealthy behavior.

However, there are other toxic behaviors that are intentional such as pot stirring, gossiping, and bullying!  This message will be focused on Bullying.

The dictionary defines Bullying as the use of force, coercion, or threat, to abuse, aggressively dominate or intimidate. The behavior is often repeated and habitual. One essential prerequisite is the perception (by the bully or by others) of an imbalance of physical or social power. This imbalance distinguishes bullying from conflict.[1] Bullying is a subcategory of aggressive behavior characterized by the following three criteria: (1) hostile intent, (2) imbalance of power, and (3) repetition over a period of time.[2] Bullying is the activity of repeated, aggressive behavior intended to hurt another individual, physically, mentally, or emotionally.  A bully deep down is insecure and fearful.  They fight these emotions by causing fear in others. Anyone can become a bully if they are fearful enough.

Most bully’s start out as a toxic performer.  A toxic performer is a team member who excels at their job and is toxic to their co-workers!  They are often told they are the best assistant or best hygienist etc. and start to consider themselves indispensable.  They have a Jekyll and Hyde behavior.  Doctors and managers make excuses for the toxic performer’s behavior.  They allow/accept it as a tradeoff for their skills and work performance.  I often hear doctors say, “I know Susie is difficult to work with.  We have even lost a few good team members because of her.  However, she is so good with our patients.   No one can do her job like she does.  If she ever treated patients like that, of course she would be gone!”   Excusing and justifying the negative behavior is what empowers toxic performers to continue them.  Left unchecked theses negative behaviors will escalate to bullying.

It is vital for the health of the practice culture to establish a standard for the practice declaring that the team must treat each other as well or better than they treat their patients to be a part of your team.  No exclusions and no exceptions.  Either they stop their negative behaviors, or they are no longer invited to be a part of the team.  Let them take their toxicity somewhere else.   We must never allow bullying in our practice.

We know who the bully or bullies are if we are on the receiving end.  But how do we know if we are the bully?  Bully is such a strong word, so we often avoid using it.  Read on to see if you demonstrate any of the following bullying behaviors.

 

Domination/Control Issues

As I mentioned, bullies are insecure and fear that others will find out.  They are filled with N.E.T.’s (not enough thoughts).  Not good enough, pretty enough, strong enough, smart enough or powerful enough etc…  They are driven to prove to everyone, mostly themselves, that they are.  They worry if they lose control they will get hurt.  They dominate others to maintain control.

Reflect to identify your control issues and find the underlying reason you feel the need to control everything and everyone around you.  Confront your insecurities and fears and change the internal dialogue to enough thoughts!

Emotional Reactors

Bullies are emotional reactors.  They are not in control of their emotions; anger quickly and lash out instead of taking time to understand.   Fear and anger can override better judgment.  There is very little to prevent a bully from acting on those emotions.  They may pride themselves on being direct when in truth their reaction is instead brusque. I refer to their reaction as The Emotional Reaction Cycle.  The Emotional Reaction Cycle is when something happens, meaning is assigned, the meaning generates emotions, the emotions drive a reaction.  The cycle can be stopped by respectfully asking to understand instead of assigning meaning and reacting brusquely.

Superiority Complex

Bullies often struggle with a superiority complex which promotes treating others as inferior.  They believe they are mentally, economically, socially, racially, or physically superior.  Their beliefs lead to lack of empathy and justification of dehumanizing actions.

Dehumanizing is when we stop seeing someone as another human being and instead categorize them by their religious, economic, social, and political affiliations, etc.  It is easier to be insensitive, degrading, disrespectful, and rude etc. to someone we have pigeonholed.  We identify and connect with certain groups and become intolerant and disconnect from other groups.

News Media and Social Media have become master pot stirrers trying to enrage and divide groups by planting explosive innuendos.  Much of their hype scraps end up being rumors and false information.

Instead have empathy and take time understand (research) other point of views.  When we interact with others, we are always coming from a place filled with our own experiences. Our expectations differ because of our unique and individual beliefs, opinions, and assumptions based on our experiences. These expectations become our personal truths upon which we base judgments of right and wrong. To help you remember the concept, see the first letters of each word; it spells out the word B.O.A.T. Beliefs, Opinions, Assumptions, therefore, are Truths based on our experiences.

It is important that we as individuals make a personal commitment to be open, respectful, and understanding of each other’s B.O.A.T.; it is what will enable us to communicate and interact effectively.  Choose to communicate with each other in a rational and reasonable manner.  Who knows, you may even shift your B.O.A.T.!  Always consider how you might make the other person feel.  Ask yourself, “How can I say what I need to say while still respecting how I make the other person feel?”  Here is a link to watch a video of me presenting on B.O.A.T.! https://youtu.be/xanv–CB2CY

Victim Mentality

Bullies refuse to accept the responsibility for their own actions and instead will shift blame to the someone or something else.   They don’t see their bullying behaviors as their fault.  Instead, they blame it on to the person they are bullying, the situation or other people.  “They made me act this way!” is a common excuse from bullies.  They see themselves as the victim in this case.  Even more incredulous is some bullies believe they are a hero because they were just protecting the practice or patients.  We choose our behaviors.  No one makes us act a certain way.  Be proactive and choose how you will show up each day!

I can help you!  Book a Rise & Shine Culture Camp and say bye bye to bullying behaviors.

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!

Older Posts »