Don’t Say No to Excellence

Passing on the right employee for the wrong reasons

So here is the scenario:

I get a call from a dentist requesting my guidance and the conversation goes something like this:

“Deb, I interviewed an amazing clinical assistant whose talent and attitude just knocked my socks off, yet I just can’t bring myself to hire her.”

“What is the reason?” I ask.

“Well, she shared with me that she plans on applying to dental school within the next 3 years and I can’t justify hiring someone (though so well qualified) if I have to say goodbye to them in a couple of years.”

“Let me understand. So you were both aligned with the salary offering, hours, days of the week, job description, etc., and you are passing on offering the position since she can only give you 3 years?”

“That about sums it up”, said my client.

Here was my response:

First off, she was forthright enough to share this information with you as many would not. This speaks highly of her character.

The fact that she could only assure you of 3 years of employment (even if it were less) is not a viable reason to not consider her for hire, and these are a few reasons why.

* The response I make quite often is, “I’d rather my clients have 3 years with a valuable, talented and reliable employee than 13 years with a less than adequate one”.

* Training a well-rounded employee, one that is passionate and enthusiastic, is usually a smooth and easy process.

* Having someone like this on your team will help to maintain a strong practice and team, along with serving as an excellent example for the group.

* Infusing your team with this level of employee can enhance the value of your practice and the care your patients receive, as well as potentially garnering positive internet reviews from your current patients.

* Because you both have been open and honest with each other, sharing transparencies and open communication will mean that when the time comes for her to move on, you will find no one will be more helpful or knowledgeable when it comes to filling their position than this employee.

* Their position within your practice will set standards and protocols that can then be replicated, transferred and passed on to her successor. Chances are she will help in locating and evaluating her replacement–I see this all the time.

* Her contributions and demeanor will very possibly add to the positive work environment for the rest of your team.

* Employees that are interested in “bettering” themselves should be supported and commended and quite frankly, celebrated!

In times like this, when there are not enough employees to go around, please don’t miss out on what could be the best hiring decision you’ve ever made!

What Do You Want?

Preparing for appropriate compensation

One of the topics that I see recurring on a regular basis in many social media forums is that of dental team compensation. It’s a subject that seems to show up more often than any other.

Questions such as “what do you pay your dental assistant?” to “when do you give increases?” While these inquiries are important, I find that the one major addition to the hiring process is simply going back to an area that should be obvious–yet so many simply skip it. Few prepare for this, the most important facet of the hiring process.

How many are aware of their market?

The range of salaries for the various positions?

How many have even an idea as to how much the position they are wanting to fill is worth?

I have some concrete protocols in place for my clients, but before we can even move forward with the process, I ask that they not only check their budget, but also conduct some due diligence related to their specific market. I’m not sure how we all drifted off from these very basic standard guidelines, but somehow we often count on the job candidate to set the standards.

Compensation based on what the job candidate made in their past position, what they “want” to make or what they “need” to make is not only a completely illogical approach, but one that will typically result in major problems down the road.

In preparation for hire, consider some valuable diligence so that YOU set the stage.

What’s your budget?

What does the job entail?

Are they the only business office employee, clinical assistant or hygienist in the practice? Working alone can require more responsibilities and could affect salary.

Are there specific certifications required?

Are you asking this employee to participate out of the traditional 8-5 4 day/week schedule? Yes, this can warrant additional compensation in some cases.

I work with my clients on touching many points prior to making the final hire, but if you consider applying one of the above parameters, I can assure you that you will be ahead of the curve. Heck, you may even find that you are much more successful onboarding new employees and experience a lot less costly turnover.

Team Mutiny is Nothing to Take Lightly

Losing several team members in a short amount of time is probably NOT a coincidence

Losing employees is a part of doing business, but receiving resignation notices from several team members a few weeks apart is a “sign”.

Granted, things happen. Spouses/significant others are transferred, employees retire, team members want to work closer to home, and yes, there are those that know they are just not a fit or are simply not happy.  But when 2 or 3 employees give their notice over the course of a few weeks or a month you need to know this is not coincidental and is something to look at and explore.

There is a catalyst that is causing this “chain” of events, and though it may be difficult to look at and uncover the reason this is happening, it’s important that the employer closely review why they appear to be dropping like flies.  If this syndrome is not addressed I must sadly tell you that it will happen again. 

There are several areas to investigate and some deep introspective thoughts that must occur in order to stop the bleeding.  This is not an easy thing to do, but without properly addressing the problem and identifying the catalyst, it will unfortunately be but a matter of time before it happens again.

How are your leadership skills? How are your communication skills? Do you support an “open door” policy with your team members when it comes to voicing their opinions and concerns? Do you recognize their contributions to the practice (as well as watch for those that tend to take advantage and lean on others whenever they can)? Is the practice environment one that is democratic with mutual respect all around? 

And what about your team?  Do you feel that they work well and in harmony with each another or do you see where one team member is bullying the others even if it appears to be minimal from your vantage point? When you look at your team objectively can you see where one team member is more assertive than the rest? And let’s be totally honest and up-front—are YOU afraid of this person to some degree, thus letting a lot of the negative behavior slide?

There have been many times when I can see this occurring within a practice and the client/dentist–although very much aware of this–excuses poor behavior just so that they don’t have to replace this person and go through the hassle, or they fear that they will sabotage the business if they are dismissed so they simply turn the other cheek rather than to address the issue.

So, if you have ever experienced a mutiny in your practice, please don’t look at this as a minor problem and simply replace those that have chosen to walk and not look back.  You might say, “I just located all the wrong people” and in some cases one or two bad apples can slip in, particularly if you are not managing the team properly. 

However, the odds of multiple poor hires are very slim and cannot be attributed to poor interviewing protocols, although on the rare occasion it can happen.  Check your practice climate, evaluate it honestly along with the culture you have created. Then self-examine your short-comings as you openly study your existing team members.

I’m a very positive thinker and tend to look at the bright side. Nonetheless, if you can relate to this scenario you need to be realistic and course correct accordingly. 

 

Could it be Time to Redesign and Rebuild Job Descriptions?

Change for changing times

Have you noticed the gradual change that is occurring within the culture and the “flavor” of  dental practices today?

For years a list of the basic duties for each of the major dental positions has always been more than adequate, and the basic skill sets were enough to get the job done.  Today, with the influx of new technology and new clinical discoveries we are becoming more and more aware of the need to not only attract higher talent from our hiring pools, but once they are hired, onboarding and team maintenance is starting to looking a lot different.  

Finding strong candidates can be difficult, but as I always say, “They are there. You just need to understand how to attract and find them”. And when you do, it’s the integration, training and ongoing support that will complete the circle. You see, simply bringing them into the fold is far from finding that perfect hire. It doesn’t stop here.

We need to “up our game” so that we meet the changes that are occurring within the style of the practice.

I’m looking at this as “Designer Job Descriptions”. What I mean by this is what has worked in the past is not necessarily going to be effective within our current climate. Practices are starting to make major shifts in the way they operate today. Creativity when it comes to building a list of responsibilities has become an even more important segment of the hiring process.  The need for out-of-the-box thinking is something employers should be seriously considering and evaluating today.  The old stand-by job descriptions that worked in the past will probably not make it now.  

Some of the interpersonal traits that became much of the driving force when it came to locating the best hires should probably be revisited. Of course, the basics never change—honesty, integrity, loyalty, professionalism, etc.  It’s just that now we need to strongly consider those that are willing to shift gears, roll with the punches and not roll with their eyes.

They must be willing to listen and “try” to incorporate new systems and protocols as they find their way into the practice culture. The advancements we are seeing within the dental practice is in fast-track mode and every area of the practice is beginning to feel the affects.  We should no longer expect that the basic bullet point list of job descriptions and responsibilities will continue to suffice in this new world of dentistry.

It’s time to assemble and then align a team that is coming from the same place as the trajectory of the practice. 

With the surge of sleep medicine, state-of-the-art technology on both the business and clinical side of the practice (along with internal and external marketing strategies), it is necessary to build a team that can stay committed and educated with each and every new addition—flexibility at its best!!  

Look for more posts on this subject…

What is Your Price Tag?

Evaluation of a “Service Role”

If you were asked to value yourself–actually produce a price tag to hang from your wrist–what would it say? And by the way, how would you determine what a “fair” market price might be when it comes to how much an employer might pay for you?

Establishing a price tag for an inanimate object is definitely much easier than ascertaining a number for services rendered by a thinking, breathing, living human being. Nonetheless, many of us are hired based on the services we provide and the knowledge we have worked hard to acquire that can then be shared and transferred to better support the skillsets and proficiencies in others.

Is it tenure that we measure? Is it how many events we have publicly attended? Is it who we hang out with and rub elbows with? Is it the articles we have written and the presentations we have given?

I’d say all of this contributes to our perceived “worth”. Familiarity contributes to a big part of this, but what might really be the catalyst that enables a realistic price to be put on one’s services? What does your track record look like? Have you been a trend-setter, a pioneer or are you “beefing” up areas that others have already explored? Have you discovered a niche–something that might be virtually untapped by others that you yourself have pioneered through trial and error. Have you done the “dirty work” that has paved a path for others to follow? And even more valuable, have you saved others from a possible failure or “wrong-turn”?

Can you physically show successes you have been instrumental in attaining in black and white? Is just stating “this is what I do” truly enough to justify the price tag you command? See if this is something you can relate to:

Passion vs. Position

Ethics vs. Ego

Innovator vs. Imitator

When the product is “YOU”, there are no discounts.

Think You Can Juggle? Think Again.

 

How much can one person accomplish and manage to do everything well? Multi-tasking can, in a literal sense, be considered a misnomer in that we can technically only process one thought at a given time. Accordingly, those that believe they can simultaneously perform a number of tasks with equal efficiency are basically deceiving themselves.

The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and starting on the first one.

Mark Twain

I learned a long time ago that I must budget my time wisely, prioritize my lists and not take on too much on at once. Full disclosure–learning did not come naturally to me so making sure I was disciplined and structured was something I needed to pay close attention to since I started school.

Recently I found myself a little more “over-extended” with my workload than usual. I thought for sure that I could manage and balance things well, but quickly saw things starting to “slip”. I continued to utilize my online calendar and reminders on my phone, but even my support rituals were not helping me to manage all that I agreed to undertake. Granted, this is me and I’m sure many of you can handle perhaps more than I am able to effectively. But in reality, I suspect that some tasks have to suffer for others that juggle too much as well. My guess is that they don’t let things get to them as much as I do, so they just take things on until the bottom falls out.

I don’t like to be late, not even a minute. I get upset with myself when I find I have to ask a colleague for an extension on a deadline. And I really begin to lose sleep when I feel as though a presentation I worked on is not quite where I want it to be with little time to make adjustments.

For those of you that regularly juggle both your personal and professional lives and rarely (if ever) say no to a new project, do you feel that you cover everything successfully? Do you ever find yourselves scrambling to pull responsibilities, dead-lines, phone calls and appointments together without messing up or dropping the ball? I’m sure for some of you, there are friends and relatives that know that they

can count on you for always being late or forgetting a lunch or business date. What about events like birthdays and anniversaries? I admit that I’ve been known to get very creative with those who are habitually late.

Why is it that some people feel that if they excel in one area that they probably can “knock it out of the park” with many other things as well? How many areas of expertise can one person manage without failing, or worse, not being able to pay attention to such a degree that they might be compromising their reputation?

I say stick to what you know best and cultivate your knowledge. Become an authority on the subject in which you have invested most of your time and effort. Pay attention to the successes that have been achieved from your guidance and listen to those that you have influenced and made a difference for.

Don’t try to be everything to everybody. You will burn out way too fast.

It’s not Simply Handing over the Keys

The transfer of new team members to a new practice takes some planning

Practices are bought and sold all the time, and we know that anyone who has either been the seller or purchaser can attest to the fact that there is a lot to accomplish to complete the transition. But the area that tends to be the most difficult for both sides in the transfer is the team.

In the best-case scenario, the present team members all stay where they are and basically move on with the new owner/dentist ready to adjust to new systems, materials–just about everything. The vision for the practice will no doubt change as the new owner looks forward to putting his/her own brand on things, and frankly from what I have experienced over the years, most are excited to install their new state of the art “toys” and bring in new methodology, systems and procedures.

While some team members manage well with the change in command, others will choose to leave for numerous reasons. One of the very first things that the current team members begin to worry about almost before anything else is an adjustment in their wages.

“The new young dentist is not going to be able to afford me”, says the hygienist of 20 years.”

“Are we still going to get our medical benefits?”

“Will we now be working on Saturdays and perhaps starting earlier and ending later?”

While all these concerns are very real and many do occur, the only way everyone can move on in the healthiest and most respectful and expeditious manner is for both the outgoing and incoming dentists to agree that they must be totally honest and transparent. As soon as they are able to share the details they must plan to open up to the team.

Nine times out of ten the new incoming dentist prays that the entire team stays together. After all, the patients know them, so it’s a strong piece of congruency. The current employees know the systems, keeping the necessity for training to a minimum, and there is also an element of security there for the new dentist. Not to mention that it will not be necessary to go through the arduous hassle of hiring personnel. A huge load off one’s mind!

While this arrangement is probably ideal for the new dentist, the established team may be thinking differently. Some, upon hearing the news immediately give notice, whereas others will agree to give it some time, while there are others that might announce “unless everything stays exactly the same, I’m out of here”.

While this transfer of ownership/leadership can be stressful, it really doesn’t have to be. The missing link to this situation is that in almost every case the announcement is made to the team with very little information, hardly even eliciting a discussion. There is no dialog as to how things will proceed, but rather just the bare minimum of facts. Very little detail is offered, if any at all. Therefore, the passing of the baton can easily take a miserable tumble.

It doesn’t have to go this way. Why and how you might ask?

It’s once again about communication. As soon as it is feasible, sit the team down with both the incoming and outgoing dentists. The outgoing dentist introduces the new boss, fills everyone in on perhaps how they met and why he/she was the best person (in their mind) to take over the practice. The new dentist then shares his/her vision, how they see things moving forward, what changes will be made, what things may never change and what may totally change down the road.

They will be honest and open and completely transparent about everything from changes in salaries, to days and hours, any cultural changes to the feel of the practice and anything else they may need to know or should ask about.

Once the group is satisfied with the information they have gathered they are then told that they should take a week (or other pre-set time frame) and ask that they think about their positions and whether they want to stay or move on. Be very sincere when you let them know that whatever they decide to do there would be no hard feelings, but that it is best for everyone and the practice to know what the team members are thinking prior to getting totally entrenched within the new practice with the new leader.

Out in the open is the ONLY way to handle this. Everyone can move on in a healthy manner with no hard feelings and mutual respect rather than everyone trying to make things fit.

The outgoing team members can be offered an arrangement whereby they agree to train and possibly their replacement in exchange for giving them some time off to conduct interviews for their new jobs. This is done by agreement, in writing, with clearly defined timelines and specific compensation arrangements.

With it all, we do know that unfortunately there will be those that leave without a smile on their face, which unfortunately can’t be avoided. Better to know now rather than later so that everyone can develop a game plan together, making it a win/win for all.