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July 1, 2021

Culture Is Like a Puzzle!

When I think about culture, I think of it as a puzzle.  The framework of the puzzle is created by the owner dentist(s).  They design it using their vision, core values, type of service and treatment they desire to deliver.  The team are the pieces that together make up the body of the puzzle.

 

 

I have observed an increase in the team turnover this past year due to the pandemic and other reasons.  It is important to hire the right team member for the right spot to be a good fit.  Otherwise, the result is problems and team turnover.  As a team identify the character traits and skill sets that are needed in the new team member to succeed at their role and integrate with the existing team.

The existing team is responsible to learn how to successfully work with the new team member.  It is imperative that the existing team members take the time to get to know and train the new team member.  I understand that training can seem like an added burden to the existing workload.  However, the more welcoming and supportive the training the sooner the new team member will be able to take on tasks.  Some new team members are quick learners and instantly work well with the existing team.  They are like puzzle pieces that fit together.  Others take more time and effort.

Set realistic training expectations for each position in the office.  Base the expectations on the average learning cycle.  I have found the tell them, show them, have them show you training process is very effective.  Create weekly goals for the first month and monthly goals for the second and third month.  Assign a mentor to meet with the new team member on a weekly basis for the first 3 months to review and celebrate successes as well as discuss goals for the following week or month.  It is imperative that the mentor is supportive and understanding.  Training expectations will lessen feeling overwhelmed and clarify goals for the entire team.

It is the responsibility of the team (new and existing) not the doctor or manager to recognize what they need to do to create a cohesive puzzle.

Often multiple new team members are joining the practice resulting in multiple changes to the puzzle.  This becomes even more a challenge.  So how do we make all the new pieces fit together?  Find opportunities for the team to communicate openly day-to-day.  Get aligned by clarifying the following:

  • What are the expectations from the new team members
  • What are the expectations from the existing team members

For example, existing team members, just because you have always done it a certain way does not mean you don’t need to be open to new ideas.  New team members don’t try to change everything right away just because you did it differently at your old office.  The comment, this is how we did it at my other office, quickly gets old and is not appreciated.  New team members immerse yourself in the practice culture to understand what they do and why.   Wait to bring up any suggestions until after the first 90 days.  This will help eliminate chafing between new and existing team members.

Implementing this puzzle analogy will help create a happier, healthier, and higher performing culture.

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!

 

April 1, 2021

A Communication Structure to Get in the Loop & Aligned! Part 1

 

I think George Bernard Shaw said it best when he said, “The greatest problem with communication is the illusion that it has been accomplished!” I find that to be the case in many dental practices today. More relationships are destroyed because of poor communication than for any other reason.

I have the privilege of working with dental teams nationwide facilitating my Rise & Shine Culture Camps. I consistently observe concerns with the communication structure in dental practices. What I mean by communication structure is the actual flow of communication. It is what is necessary to keep everyone in the loop and on the same page working together for the greater good of the patients, practice, and team!

An effective communication structure starts with establishing a clear flow for communication and clarifying expectations to the team.

  • Who to go to or does it differ for specific areas? For example, do they always go to the office manager or is there a specific person for equipment repair, ordering supplies, or team, and patient concerns, etc.?
  • When to meet? Always consider who needs to know what information and when do they need to know it?
  • What is the decision-making process and how is it communicated to the team? Who will make the final decision and how quickly can it be made? I suggest trying to resolve within one week after being discussed at weekly management meeting to keep the practice moving forward. Try to resolve immediately if it pertains to the schedule that day.

 

The communication structure will differ based on size of practice and number of locations. For example, if you have one doctor and five team members in a single location versus 5 doctors and 45 team members in multiple locations.

The communication structure in a small one location practice without a manager would simply be doctor to team member and team member to doctor. As simple as that sounds it does not necessarily happen. I often observe a doctor or team member going another team member to share their concerns instead of going to each other. It is called gossip and is divisive.

The communication structure for practices with a manager would flow from doctor to manager and manager to team member and reversed team member to manager and manager to doctor. Even this simple communication structure can be difficult to maintain if the doctor and manager deviate from the flow.

It becomes more complicated when there are multiple locations and more team members with different shifts or start and end times. Larger multiple location practices with team leads would utilize the following communication structure. Doctors to director of operations, director of operations to location manager, location manager to team lead, team lead to team member. The reversed would-be team member to team lead, team lead to location manager, location manager to director of operations, director of operations to doctors.

Doctors may not always need to be included in the flow of communication depending on subject matter. The director of operations may make the decisions to expedite the process and keep the doctors in the loop at their scheduled monthly leadership meeting.

Implementing this communication structure will help to keep everyone in the loop and aligned!

Tune in next month to learn about what meetings are necessary to support your communication structure.

 

 

January 1, 2021

Leave Your C.R.A.P. at the Door!

Leave Your C.R.A.P. at The Door!

Happy New Year!  Usually, I like to start the year focusing on how to improve and grow.  I don’t know about you, but I would be thrilled with just getting back to the old norm in 2021!  The pandemic was like a remote control that put us on pause and now it is time to hit play!

The uncertainty of the pandemic, election, shutdowns, etc.…the list goes on and on has been an enormous weight we have all carried.  Which over time lowers our level of tolerance and heightens our level of insensitivity.  The media including social media has played an enormous role in fueling negativity.  So many people with keyboard courage.  Strike that; keyboard cowardice.

We continuously hear our politicians talking about uniting and becoming one again.  Yet bipartisan behaviors continue to happen on both sides.  I remember my dad, Clem Miller, chiding me about being to pro for one party.  He believed you must take everything you hear regarding politicians with a grain of salt.  Truths are manipulated in both parties.  He simplified it by comparing Democrats and Republicans to the Looney Tunes characters, Ralph the wolf and Sam the sheep dog.  They would fight each other all day long.  However, once they clocked out for the day, they would go back to being friends.  https://www.youtube.com/watch?v=5VYtiyjqx7E

We can’t control what others do but we can control what we do.  Our actions will determine our outcome.  It is time to leave the 2020 C.R.A.P. at the door and move on to a more positive and prosperous 2021!

C.R.A.P. is an acronym for:

  • Criticism
  • Rudeness
  • Assumptions
  • Problems

 

Criticism – The dictionary defines criticism as the expression of disapproval of someone or something based on perceived faults or mistakes.  We have the right to have our own opinion and so does everyone else.  Make a commitment to start 2021 with respecting other people’s opinions.  We show respect by listening openly to understand and even consider their point of view.  Start out the conversation by focusing on what you do agree on.  Be mindful of your words, tone, body language and energy.  Our words make up only 7% of how others perceive us.  Body language is 55% and tone of voice is 38%.  When you approach someone come with an energy and mindset of care and curiosity versus judgment and blame.

Rudeness – The dictionary defines rudeness as behaving inconsiderately, aggressively or deliberately offensively.  Consider how your words, body language and tone can convey perceptions of rude behaviors.  Be polite by being thoughtful of the other person’s feelings.  Simple words, please and thank you are powerful.  Ask questions to understand and acknowledge responses.  Before speaking always ask yourself, how can I say what I need to say while still respecting how I make the other person feel.  Avoid flippant sarcastic remarks like whatever which lessen the seriousness.  Address mistakes with kindness and compassion.  Body language such as rolling of the eyes or frustrating sighs are dismissive actions.  Curse words and name calling are offensive and never ever appropriate.

I love to use the acronym T.H.I.N.K. as my filter before I speak.  It helps me communicate positively and effectively and avoid conversations that require and apology later.

  • T- is it true
  • H – is it helpful
  • I – is it inspiring
  • N – is it necessary
  • K – is it kind

Assumptions – The dictionary defines assumption as a thing that is accepted as true or as certain to happen, without proof.  False assumptions run rampant and are most often negative.  Here is a three-letter word that will resolve assumptions…ASK! Stop assuming and ask questions to understand.  When you get that twinge in your gut and you think… “Hmmm…I wonder what they meant by that?” or you find yourself saying “I think they meant this” – you don’t know! Stop yourself immediately from wondering and speculating, go directly to the person and ASK! You will be surprised how many of your assumptions are incorrect after you hear their response.

Problems – The dictionary defines problem as a matter or situation regarded as unwelcome or harmful and needing to be dealt with and overcome.

The average person has 60,000 thoughts a day.  95% are redundant…the same thought we had yesterday is the same as today and tomorrow.  80% are negative unless we are mindful.  Negative thinking can often make a mountain out of a mole hill.  Many of our problems our self-induced by the words we use to describe a situation or person.  Words that label such as hard, difficult, and stressful generate those same emotions.  For example, we review the schedule at the morning huddle and say it’s going to be difficult and stressful day.  We will look for things to reinforce our beliefs and it will become a difficult and stressful day.  Instead use the word interesting to describe a person or situation.  Interesting is a neutral word.  Be a creator of your day and replace negative problem thoughts with positive actions that resolve the problem.  Leave your C.R.A.P. at the door and make 2021 your best year yet!

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.

July 1, 2020

The WE Team!

The We Team!

 I refer to the leadership in a practice as the We Team! The We Team may consist of the owner doctor or doctors, practice administrator, manager, team lead and any other leadership roles in the practice. However, I will be focusing my message on the doctor/practice administrator relationship. It is imperative to develop a cohesive We Team. Without cohesive leadership performance expectations will be ambiguous and the team will conform to the lowest standards or expectations. Before you hire a practice administrator (PA) make sure you are ready to support them. I do not mean just financially. Consider the following questions before starting the hiring process:

·     Can the practice financially afford?

·     Are you ready to let go of some tasks and not micro-manage?

·     Will you take the time to empower someone else co-lead your team and practice

·     Will you support your PA in front of the team (any disagreements need to be behind closed doors away from the team)?

The relationship between the doctor and PA will be confusing without open communication and clear expectations. Many doctors hire a practice administrator without having clear expectations.  They believe the PA can manage without direction. The only guidance given to the PA is to let them know when they are doing things wrong. This lack of leadership sets the PA up to fail as it is confusing for them and the team. I receive a plethora of different answers when I ask doctors and team members what they think is the role of a PA. The role varies greatly from practice to practice.

Doctors make a list of the tasks you would like your PA to do before you start the hiring process. This will enable you to write and ad that clearly defines the role. Or if you already have a PA and have not defined their role do it now. You can also use this list to discuss strengths and future expectations.

Clearly define your goals and expectations. I would suggest creating a task management list that include the following. For a more detailed list email me at judykay@practicesolutionsinc.net.

·     Personnel/team management

·     Overseeing patient management

·     Practice management/productivity/promotion

·     Property/facility management

·     Any additional duties

Doctors and PA’s before agreeing to work together discuss the following:

·     How well do your core values match?

·     How aligned are your passion and purpose?

·     How well does the PA’s strengths match the expectations of tasks and responsibilities?

·     Do you both understand and agree on the role?

·     Does the PA really want the role, and have the capacity to excel in the role?

 

I am blessed to have worked with hundreds of dental teams nationwide to help them build a happier, healthier, and higher performing culture with my Culture Camps. Here is a link to my Rise & Shine Culture Camps (https://www.practicesolutionsinc.net/culture-camp.html) The best results are dependent on having an aligned and cohesive We Team.

Start by clarifying your roles as a We Team.

Doctor’s Role:

The doctor’s role is to create a clear vision for the practice. Choose four core words that reflect the core values you want to have in your practice. They are important to define what they mean to you and prioritize. These core value words will help guide you and your PA in decision making. I have found that four core words are much more powerful and effective than a rambling vision statement. Email me at judykay@practicesolutionsinc.net if you would like my Core Values sample list.

PA’s cannot meet your management expectations without ongoing communication. Every doctor and every office are unique. How could the PA possibly know what you want them to do? Schedule adequate time to meet with your PA on a weekly basis. This will allow and opportunity for the doctor and PA to:

·     Focus on the big picture and long-term goals

·     Share thoughts and ideas

·     Discuss and problem solve

·     Review practice statistics and adjust goals

·     Share patients and team kudos and growth opportunities

·     Define marketing opportunities

·     Discuss current projects and timelines

·     Give feedback on PA’s performance

·     Support your PA when confronted by a team member

 

PA’s Role

The PA’s role is to support the vision of the doctor in words, actions, and attitude. Support by inspiring, engaging, and empowering the team to implement the doctor’s vision. Which is why it will be imperative for the We Team to meet on a weekly basis to get and stay aligned.

A PA’s role includes the following:

·     Sharing new ideas with the doctor

·     Monitoring practice statistics

·     Introducing new ideas to the team in a team meeting setting

·     Utilizing a process/system to implement the new ideas

·     Creating accountability processes

·     Resolving issues

·     Communicating with the entire team individually and as a group to keep everyone in the loop and aligned

·     Creative problem-solving schedule obstacles

PA’s capitalize on your first 90 days by meeting with each team member individually to build relationships. Review current systems and processes and ask for feedback from the team on what is working well and any obstacles. Implement new ideas that are a positive for the team and easily achievable. This will help your team view change more positively. Take time to communicate with the team daily to keep everyone aligned and in the loop. At least 30% of your time to be spent working with team members. Be transparent and follow through with what you said you would do to build high trust relationships. Schedule time for social outings to have some fun together which will go a long way in building good will for stressful times. Share your knowledge and expertise and provide resources to empower your team to succeed!

The We Team relationships that soar are those that consistently take time communicate what they need from each other to successfully co-lead.

 

June 1, 2020

The Human Side of Dentistry

I am blessed to have the privilege of working in the dental industry since the early 1980’s!  Working in the dental industry for many can become just a job!  We must never, even for a moment, disregard that we are human beings caring for the health of other human beings.  It is not just about fixing teeth.  There are humans attached to those teeth!  It is important that we focus on the human side of dentistry and become advocates for our patients’ health.

I would love to see every medical and dental team instilled with an advocate mindset.  However, many of us have experienced a caregiver objectifying a patient by treating them like an object than a human being.  For example, they make decisions for the patient instead of educating and asking questions to understand what matters to them.  They have conversations about them in front of them and act as if they aren’t present.

I had a not so human experience during a recent visit to a radiology department.  It started out great with the x-ray techs introducing themselves as they ushered me into the room and explaining the process.  However, all manners and niceties stopped when the doctor who was going to be taking the x-rays entered the room.  He did not slow down enough to take a moment to introduce himself or ask me if I had any questions before he started.  He proceeded to rapid fire commands at me and then walked out of the room without further discussion.  There was no compassion or connection.  I felt objectified.  As if I were just a task that he was in a hurry to complete.  I understand that this may be a daily routine for him, but it was not for me.

It is vital that we remember when we are caring for our dental patients that they are more than just a task to complete to get on to the next one so we can finish our day.  We are dealing with their health.  What may be routine for us may seem scary or concerning to them.  It is essential that we recognize the human side of what we do.  It is our responsibility to take time to develop meaningful relationships with our patients, which allow will allow us to provide better and more comprehensive care.  When we do this, we become an advocate for our patients’ dental health.

Here are five essentials to help you become your patients’ advocate.

 

  1. Be happy to serve. Do you seem happy to the people you serve, both team and patients?  Think about it for a moment.  Would your patients and team describe you as happy?  Do you greet others warmly with a smile?  Are you happy to come to work and grateful for what you get to do?  Do you focus on the positive and celebrate daily?

 

  1. Get to know the human attached to the teeth. Ask questions to get to know more about what’s important to your patient.  What has been their past experience?  What are their goals and desires for their dental health?  What are their concerns about treatment and what matters to them?

 

  1. Educate your patient by having a conversation not giving a presentation. That means asking and answering questions as you go along to avoid assumptions.  Stop the data dumping and present information in bite size pieces.  Avoid industry slang and communicate on their level.  Verify time, sequence, cost and compliance (what they need to do to support).

 

  1. Focus on the WIIFTP (What’s in it for the patient). Show up 100% by being present in the moment.  Always contemplate what would make your patient feel more welcome, more comfortable in the moment and help build a stronger relationship?  Keep your patients in the loop by informing them what you are doing and why.  It’s what we say or don’t say that creates the patient’s perception.  We lose value when we don’t let our patients know what we are doing.  If we don’t say it to the patient it doesn’t exist.  For example, when you do an oral cancer exam explain to your patient what you are doing and the reasons why.  Even for those patients you have seen for many years.  Inform them every time.  The why must always be a value statement highlighting the benefit for the patient not the practice or the team.

 

  1. Address complications as soon as possible. Come from a real place of care, concern and curiosity versus judgment and criticism.  Always consider what it might feel like if it happened to you.  How would you treat them if they were a family member?  Let me clarify, a family member you like!  LOL!  Start out by asking, “How may I help you?”  Then be present, listen and hear what they are saying.  Share with them how you can help them by saying, “I can help you and this is how.”

When we focus on being advocates for our patients, we will develop more meaningful relationships that will enable us to provide better and more comprehensive care to our patients.  A win for the patient, practice and team!

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