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April 1, 2023

5 Essentials to Embrace Change Successfully!

You may have heard the quote; “The only thing that is constant is change!”  It is true, change is inevitable but not always positive or successful!  The reality is that some work cultures support positive change, while other cultures sabotage change. There are many factors involved, such as team workload, other current changes in progress, team beliefs about change, clear communication about the change, benefits of the change, appropriate training, coaching and support provided during the change, etc.

I have the privilege of helping dental teams nationwide create a happier, healthier and higher performing culture that they will enjoy coming to everyday.  This always involves making changes.  I often observe team members roll their eyes and let out deep sighs of frustration when they hear there is another change heading their way.  They stress and worry about how it will affect them and how long it will last.  This article is dedicated to learning how to rise above the pain of change and make it a positive process.

Change for many of us is often scary.  The fear of change comes when we start the assumptions of “what if” thoughts!  How many times have you been afraid to make a change because of saying to yourself, “But what if this happens”? You just “what if’d” yourself right out of action. Think about this. It’s a biggy! How many times has fear stopped you? The ironic part is that fear is really only a negative prediction of the future. In most cases, what we worry about doesn’t happen. What actually happened, we didn’t even think about or worry about, and yet we still survived. Its proof that worry is a total waste of energy and time. If we can learn to evaluate the real danger, as opposed to the perception of danger (what if), we will get a more realistic viewpoint and we will be less afraid to make the change. Imagine how much happier you would be right this second if the fear of “what if” had no impact on your decisions. What would you do or change? What would your life look like right now?

Change requires us to have courage to face our fear of “what if” in unpredictable and unknown!  Regardless of how dysfunctional, unhappy, unproductive or toxic the current culture may be it often feels safer to keep the status quo.  The known almost always feels safer than the unknown.  That is why it is imperative that the value of the change be clear to those asked to make the change.  It is essential that the value and benefits of change rate an 8 or above on a scale of 1 to 10 with 10 being high.  Otherwise, the chance for the change to be positive and sustainable is limited.

I have found 5 essentials to help dental teams rise above their fears and embrace change as a positive process.

  • Trust in leadership
  • Clear and consistent direction
  • Structured plan
  • Adequate training and practice time
  • Realistic workload

The number one essential necessary to embrace change is trust in the leadership.  If the team members trust their leader(s) they will be more willing to step into the unpredictable and unknown.  Leaders can build trust by embodying the following traits:

  1. Model the waddle is the number one leadership principle – in other words lead by example
  2. Have a clear and consistent direction
  3. Be transparent by communicating to keep the team in the loop as much as possible
  4. Be open to suggestions and feedback
  5. Address any obstacles, fears or concerns the team may have about the change

The second essential is to communicate a clear and consistent direction.  It is important to use a decision strategy to avoid fly-bys and emotion driven decisions in the heat of the moment.  I teach the following four strategic steps:

  • What’s in the best interests of the patients, practice and the team – not any individual and long term
    • Think about 10 months and 10 years instead of next 10 minutes or 10 days
  • What is practical and realistic based on time, people and money currently available
  • What is the precedent being set
    • Is it fair, if we can’t do it across the board for everyone on the team it will feel like favoritism and divide the team
  • What is the level of passion we are willing to support the decision
    • Will we support it when push comes to shove even if it may result in losing an employee or a patient

Set your team up to succeed by communicating the change clearly and concisely.  I suggest the following communication process:

  • Clarify expectations
  • Ask questions to make sure everyone understands
  • Write objective down in bullet points if more than a couple of things
  • Identify equipment and supplies necessary
  • Schedule adequate training and practice time
  • Set realistic expectations for completion time and date
  • For more involved longer tasks schedule a check in

The third essential is for leadership to work with the team to develop a well-structured plan.  If you want the team to embrace a change, ask for their suggestions and feedback on how to implement the change.  If you want the team to have ownership, give them authorship as well.  A well-structured plan is well thought out and clearly defined.  I teach teams the R.I.S.E. Implementation Process to help them work together to create a well-structured plan.  R.I.S.E. is an acronym for Review, Implement, Sustain and Evaluate.

  • Review
    • What is it we are currently doing
    • What is working and what is not
    • Keep what is let go of what is not
    • WIIFTT – What’s in it for the team if we make the change
      • It is important for the value/benefits to rate an 8 or above on scale of 1 to 10 or it is difficult to sustain
    • Implement
      • What are we going to change
      • Who is going to do it
      • Who are we going to do it for
      • When are we going to do it – including time, sequence and flow
      • Where are we going do it – very specific location
      • Why are we going to do it
        • WIIFTT if we make the change – there must always be something in it for the team for the team to sustain the change
      • How are we going do it
        • Practice verbal skills
        • Practice role playing – yes, I know it’s awkward and it’s effective
        • Practice the entire physical walk through – never test it out for the first time on a patient
      • Create standard operating procedures
      • Schedule the roll out date
    • Sustain
      • In order to sustain it is important for the new change to become a habit
      • It takes a range of anywhere between 17 to 257 days to form a habit depending on the difficulty with the average being 66 days
        • Give any new change at least 60 days to get comfortable before considering any changes
      • Be precise and consistent to form a habit much sooner
        • Same sequence and steps for every team member every time
      • Support the change positively in words, actions and attitude
    • Evaluate
      • Is the process still working effectively
      • If not, what is the value and benefits in a change
      • Any change takes ongoing tweaking

The fourth essential is to schedule appropriate and adequate training and practice time.  I have found that the most positive and successful changes happen when the team has time to train and practice.

For new team members have clearly written weekly goals for the first 3 months.  Review the progress with the new team member weekly.  From 3 months to 1 year change to clear written monthly goals and review monthly.   Having clear written goals helps manage the expectations for the new team member as well as existing team.

For existing team members, meetings are the perfect opportunity for training and practice time.  Utilize your team meetings to:

  • Review and update systems and protocols
  • Implement new ideas
  • Monitor process of yearly goals
  • Practice, practice, practice
    • Verbal skills, role playing and physical walk through

Team meetings are most effective when you:

  • Schedule often enough
  • Schedule time enough
  • Schedule when most can attend
  • Get feedback from the entire team
    • Encourage solution focused suggestions on how to overcome potential obstacles

The fifth essential is to be realistic with the workload.  It will be very difficult to get the team excited about embracing something new if they are already swamped and consistently running behind.  It is important to evaluate whether there is adequate time, money, and people to successfully implement the change.  Don’t firehose your employees with changes.  Implement only one or two new changes at a time.  Even the most committed employees will become resistant to change if they are consistently overwhelmed.

Cultivating a culture with these 5 essentials will help you rise above the pain of change and make it a positive process.

February 1, 2023

5 Minute Positive & Productive Morning Huddle!

5 Minute Positive & Productive Morning Huddle!
Daily huddles are the best way to keep everyone on the team informed on the goals for the day and make the day flow more smoothly! It is important that they are both positive and productive to reap the best results. Time is often a deterrent. However, every practice can fit in a 5-minute morning huddle! Here are 5 steps to a positive and productive 5-minute morning huddle.
Morning huddles must be kept a priority! Nothing else not even patients can take precedence over them. Otherwise, there will always be a reason why it was canceled. Can you imagine a professional sport’s team not having practice? Morning huddles allow the team time triage and align on a game plan for the day. Which is why it is imperative that every team member scheduled including the doctors attend and be on time!
1. Have a positive huddle! Start out the huddle with something positive for example a positive quote, a prayer, kudos (highlight) from yesterday or a positive survey result! I post a daily quote on my Company Facebook Page (judykay.mausolf) for dental team huddles. A positive start sets the tone and leads to a positive huddle and day!
2. Give a heads-up of any changes in staffing for the day. Who is working and when. It’s all hands-on deck. Who can step up to help cover the shortage. Consider team members in all departments. Cross training enables business and clinical team members to assist each other.
3. Define obstacles and rocks for the day! The obstacles that may impede flow. As well as any rocks (tasks that need to be done that day or there will be negative consequences to the team, patients, or practice) that need to be completed that day. List and prioritize rocks. An example of a rock might be a lab case that needs to go out that day or ordering specific supplies if the practice will run out, or filling openings in the schedule for that day. Everyone at the huddle is expected to take part in sharing any pertinent information that may affect the flow of the day. Divide the tasks amongst the team. The goal is to maintain the schedule if possible. Otherwise, find a convenient time for the patients to reschedule. It may take some creativity including lengthening a day or adding a hygiene day.
4. Identify where to schedule same day emergency patients. We want to empower our business team to be able to schedule emergency patients proficiently. Identify two emergency times for the day. I have found it works best when the clinical team chooses a time in the morning and in afternoon to schedule emergency patients. Pick a time that is later in the morning and later in the afternoon to be able to accommodate the late caller.
5. End your huddle on a high note! A positive huddle close helps set the tone for the day! It’s so important that we start our day on a positive note. It could be something as simple as a high fiving each other and saying, “let’s make today a great day”!  Alternate who ends the huddle between all team members. Be creative and fun!  Bookend your huddles with something positive! The possibilities are endless!
 Implementing the 5-step 5-minute huddle will improve communication, team cohesiveness and patient care!

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!

 

April 1, 2022

Toxic Performers!

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

Some signs of toxic behaviors are:

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

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

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

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

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

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

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

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

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

Three powerful assessment questions regarding behaviors:

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

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

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

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.

October 1, 2021

How to Encourage Accountability! Part 1

Just hearing the word accountability often results in a big sigh, rolling the eyes and that ugh feeling.  Let’s face it cultivating accountability can seem like a daunting task.  What usually pops into mind are the words babysitter or micro-manager from past failed attempts at trying to get others to be accountable. We often give up after two or three attempts to hold the person accountable.  We feel that the effort isn’t worth the frustration.

 

 

However, without accountability, execution suffers.  Performance deteriorates when we don’t hold ourselves or others accountable to getting work done well and on time. The more we let things slip the more acceptable it becomes to let them slip again.  A day becomes a week, a week a month and finally not at all.

I am often asked by my clients and audience members; “how many times do I have to ask or remind someone?”  My response is always until they do it or you let them go.  Otherwise, your culture reaps the result of lower performance.  Culture always starts with the leadership team.  It is either what leadership does or allows which becomes viewed as accepted by the team.

There are always consequences when there is lack of accountability to the patients, practice, and team.  Therefore, there must also be consequences to the person who is not being accountable.

Without it, it is difficult to get people to assume ownership of their own actions because they believe they will not face any consequences.

Here are ways leaders can demonstrate and encourage accountability.

Establish clear job expectations.  What are the daily, weekly, monthly, and yearly expectations?  I like to use S.M.A.R.T. Goals

  1. Specific
  2. Measurable
  3. Attainable
  4. Relevant
  5. Timely

 

Communicate daily and address any concerns immediately.  We often let things go a few times before addressing.  The concern is once something is allowed (not addressed) it is considered acceptable.  Nip things in the bud as soon as they happen.

Have constructive conversations.  Notice I did not say constructive criticism.  I have yet to find anything constructive about criticism.  A constructive conversation starts out with what you appreciate.  For example, “I really appreciate, or I really like that you did ____…And I would add ______ to make it even better.”  Notice I used the word and not the word but.  The word but negates what was previously said.  The word and builds on what was good.  Three positive comments to one growth opportunity make a good conversation.  Five positive comments to one growth opportunity make a great conversation!  We want to build our team up and make them feel more confident.  Confidence helps nurture accountability.

Read November’s Show Your Shine for Part 2 of How to Encourage Accountability!

August 2, 2021

Delivering W.O.W. Treatment Presentations!

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

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

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

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

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

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

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

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

Mindset

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

Informed Consent

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

  • Sequence
  • Time
  • Compliance
  • Investment

Handling Objections

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

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

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

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

 

W.O.W. Process – Work, Options, When

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

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

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

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

June 1, 2021

My Way or The Highway!

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

 

 

March 1, 2021

A Line Sand Day!

A Line In The Sand Day!

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

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

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

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

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

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

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

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

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

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

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