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September 1, 2022

A Code of Commitments!

Even the best of us can lose our way in all the noise and hubbub of the day-to-day stresses! Establishing a Code of Commitments for the practice will help the entire team keep on track…even in stressful situations when the wheels fall off!

A Code of Commitments is about having a preplanned game plan on how to react. Behaviorally, that means testing decisions and planned reactions for “integrity” that support the core values before implementing them.

Here are 4 questions to help you create your own code of conduct:

  • Is it legal?
  • Is it ethical?
  • Does it align with the practice core values?
  • Does it support each other and the patients?

I suggest a team meeting (4 hours minimal) to establish a Code of Commitments for the practice.  Start the meeting by reviewing the practice’s 4 core values.  Owner doctors you will need to have established 4 core values in order of priority.  All owner doctors must support the same 4 core values.  Ask the entire team to share how, when and where they feel the Core Values are not being supported.

Utilize a large easel pad and markers to write down all the concerns being shared.  Discuss the breakdowns that are happening.  What current attitudes and behaviors support the Core Values?  What current attitudes and behaviors need changing to support the Core Values?  The behaviors you list that support as well as the necessary changes become your new Code of Commitments!

It is very important for the We Team (leadership team) to lead by example on whatever is established as the Code of Commitments.

Here is an example of a Code of Commitments.

  • Model the waddle you want to see
  • Set and maintain high standards – no double standards
  • Support a no gossip culture
  • Communicate openly, honestly, and respectfully
  • Treat each other as well as you treat your patients
  • Resolve conflict by going to the source the same day if possible
  • Take ownership, follow through, and be accountable for your mistakes
  • Support each other and help each other succeed
  • Hold each other accountable to the practice’s standards for behavior, communication, attitude, and service!

Having a Code of Commitments will empower the entire team to interact with patients and each other with integrity!

August 1, 2022

Three Reasons Why Incentives Don’t Motivate or Change Behavior!

Do incentives work? This is the question that I am consistently asked. I have seen many different incentive strategies with little to no positive outcome. It is disheartening when dentists tell me they gave their team money, gifts, or trips and didn’t receive even a simple thank you. Yet when I talk to the team, they say they are very appreciative and yet confused. They are not sure if it is a reward or an incentive with expectations to change something. An open conversation will go a long way in creating clarity as well as create an opportunity to express appreciation.

There is a vast difference between an incentive and a reward. Incentives have attached expectations to motivate and improve behavior or performance. An incentive is in essence an enticement to change something. A reward is simply a thank you for past performance without any strings attached. Incentives have future expectations attached to them and rewards do not.

Dentists and managers don’t often determine if they are offering and incentive or a reward. They give to the team with little or no explanation. Therefore, the team is unsure as well. What is the motivation for giving the incentive? Knowing whether it is an incentive, or a reward will make a big difference on your expectations and how you perceive your team’s response.

I have had the privilege of working with dental teams since the early 80’s first as a manager and now as a culture coach. I have yet to see where incentives have created any long-term change. The sad truth is that incentives don’t generate sustained motivation or changes in behavior. Any expectation of an incentive increasing and sustaining motivation and performance will disappoint.

The assumption that incentives work is prevalent, but growing evidence supports the opposite. According to numerous studies in workplaces, classrooms, and other settings, rewards typically undermine the very processes they are intended to enhance.

So back to the question…do incentives work? The answer depends on what we mean by “work.” Research suggests that incentives succeed at only temporary compliance. When it comes to producing lasting change in attitudes and behavior, however, incentives, like punishment, are ineffective. “Incentives are like throwing sticky balls at a wall and hoping they will stick.”

Here are three reasons why incentives don’t work.

1 – The first time you give something it is a surprise and greatly appreciated. However, it is human nature that once we receive something we expect it again.

2 – Incentives can feel like a manipulation similar to punishment. “Do this and you get that!  or do this or this will happen!” In the case of incentives, the gift may be highly desired; but by making it conditional on certain behaviors, the team will feel manipulated. That experience of being manipulated is likely to feel very similar to punishment.

Many of us have received conditional love. Conditional meaning that another person’s love for you, is contingent on certain actions, or things. Do you remember how you felt? It can feel manipulative, controlling and at times even abusive.

3 – Incentives can cause people to focus on the numbers instead of what’s best for the patient. It could even lead to unethical behavior such as unnecessary treatment.

We will be disappointed if we expect incentives to fix problems. Money, gifts, and trips don’t fix problems. It is important to understand the underlying causes and address the specific concerns.

So, what does work? Cultivate a happy, healthy, and high performing culture. Where the number one core value is that the entire team (including doctors) treats each other as well as they treat the patients. A happy, healthy, and high performing culture empowers:

  • Clear core values and consistent leadership
  • Opportunity to grow and learn
  • Value and appreciation towards each other
  • Trust and respect with coworkers and patients
  • Open communication and feedback
  • Recognition and respect for teamwork
  • Positive attitudes
  • Ongoing team building strategies
  • A consistent structured training program
  • A competitive compensation package

It will take commitment from the leadership team to maintain the culture. They are the ones who determine who will be a part of the culture. Anyone whose attitude and behavior does not support the culture values will not be invited to continue to be a part of the culture.

Implement the standards to cultivate a happy, healthy, and high performing culture. You will nurture meaningful relationships and positive lasting change. You won’t need incentives. The money, gifts, or trips you give will truly be a thank you reward with no strings attached!

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.

February 1, 2022

Control, Alt, Delete! Reset, Reset, Reset!!!

Control, Alt, Delete! Reset, Reset, Reset!!! 10 Creator Thoughts to Help You Reset!

2022 isn’t starting out quite like I imagined or planned!  Reset time!  So many things are up in the air.  Literally like flying for example.  I fly almost every week for work.  I can tell you that it has been a challenging task.  Lack of plane and or crew or nasty weather often leads to a delayed or canceled flight.  Once I arrive there is the potential of attendance concerns due to the pandemic.  It often feels like playing Russian Roulette.

 

 

Many of my clients are struggling as well with staffing shortages and last-minute patient cancels or fails due to illness.  Everyday is a new challenge.  Maybe you find yourself in the same boat.

We have two choices. We can reset by taking on the current situation and making the best of it.  Or we can get angry, worry, and judge what should or shoudn’t have happened.  Some of us live in a state of fear and judgement of “what if” waiting for the next shoe to drop.

We become the creator of our world when we take on the challenges.  We become the victim of our world when we stew and worry.  Creators are constantly resetting!  Something unplanned or uncertain will happen.  Stop the spinning out of control thoughts of this should or shouldn’t have happened.  Instead change your internal dialogue with a reset transition thought.  So, this happened…now what is the next step I want to take?

  • Triage the situation with your team or if alone by yourself.
  • Identify what needs to get done, what can be let go.
  • Who else can assist?
  • What resources can I utilize?
  • Then do your best.

Life will continue to be filled with unplanned stuff! Here are 10 creator thoughts to help you reset.

  1. Start your day on a positive note. Plan how you want to feel today and not what has to happen today to make it a good day.
  2. People will come and go in our life. Some relationships are only meant to last a certain amount of time.
  3. People’s actions and reactions are often heightened with all the uncertainty. Don’t take things personally.
  4. Challenges force us to grow. Look for the learning opportunity in every obstacle.
  5. Sit, stop, and become still. Breathe deep and become calm.  How we feel inside will change how we feel about what’s happening on the outside.
  6. Our energy is contagious. Be mindful of the energy we radiate.
  7. Be proactive instead of reactive. Take the necessary steps to set up to succeed.
  8. Treat people based on the person you want to be. Don’t let negative behavior of others drive your actions.
  9. Have hope for the future. This too shall pass.
  10. End your day in gratitude. Celebrate the positives by giving thanks       and praise.

 

Life will be filled with unplanned challenges.  The ability to reset will define our level of success.

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!

July 1, 2021

Culture Is Like a Puzzle!

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

 

 

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

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

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

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

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

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

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

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

June 1, 2021

My Way or The Highway!

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

March 1, 2021

A Line Sand Day!

A Line In The Sand Day!

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

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

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

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

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

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

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

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

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

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

February 1, 2021

 Bye Bye to Bullying Behaviors!  

 Bye Bye to Bullying Behaviors!  

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

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

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

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

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

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

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

 

Domination/Control Issues

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

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

Emotional Reactors

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

Superiority Complex

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

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

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

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

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

Victim Mentality

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

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

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