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June 30, 2022

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

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

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

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

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

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

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

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

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

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

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

 

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!

March 1, 2022

TeamWORK!  Takes work! 

TeamWORK!  Takes work!

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

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

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

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

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

 

 

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

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

Successful team communication includes:

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

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

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

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

Celebrate by:

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

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

September 1, 2021

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

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

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

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

 

 

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

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

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

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

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

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

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

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

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

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

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

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

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.

 

 

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 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.

 

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