Category Archives: Team Harmony

When There are Higher Mountains to Climb

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Teams rallying during COVID challenges

I was reminded yesterday as I escorted my daughter to her 6-month recare visit of the new responsibilities that have become the new normal in the dental environment for the past 9 months that Covid-19 has entered our lives. The BP and temperature checks, the pre-procedural rinsing, etc. all occurred prior to even getting back to the treatment room.

The shifting of patients and guests in the reception area in order to minimize any co-mingling, the phone calls and texts that are sent to and from those waiting in their cars or away from the office, all done in an attempt to keep everyone distant.

Then we get seated. There are the added measures that the clinical and hygiene teams are required to take. This is not to say that we had not been overly aware of asepsis and infection control before this pandemic–our awareness has always been stellar in dentistry. Ramping up our game is necessary now, and the steps we must take (and unfortunately the added expense) is something we just can’t avoid.

So, what does this mean to the stamina, and in many cases, the emotional level of doctors and team members?

I’m not going to sugarcoat this, because it can be tough and demanding on everyone. And the big thing to consider with it all is that our patients–as the commercial once said–“Should never see us sweat”. They count on us to make their visits as comfortable and non-threatening as possible while we are now administering new protocols and basically asking more of them.

Now it’s time for the shout out!!

Our visit yesterday was with my longtime friend, Dr. Diana Batoon of Scottsdale, Arizona. Once we moved from Tucson to the Valley last month, we could finally establish ourselves as patients. It was clear to both Shari and I that she and her amazing team really have it mastered! Our visit was seamlessly executed, and everyone was in concert with each another. This was Shari’s first visit, and with her special needs in mind, they didn’t overwhelm her and considered her specific special care while managing the additional duties added to their repertoire. She left the office smiling and filled me in on all the aspects of her visit.

The team is appreciated. The team is respected. It is so obvious that they enjoy working together and clearly learned how to budget their time. I had the pleasure of placing a number of these awesome people who managed to take a minute to acknowledge me, although briefly, as they mentioned that “they have patients to attend to.” I understand and grasp the fact that they have a lot on their plate, but it was no surprise to me that the flow of patients was smooth, giving the team ample time to oversee their posts. They worked together well, each understanding their jobs and jumping in to help others if/when necessary. This is paramount when it comes to being sure that everyone can uphold their added responsibilities.

Needless to say, Diana is not at a loss for patients. The practice dynamics and culture make it easy to choose Bonita Dental for one’s dental care. This is not necessarily a sales pitch, but the observations I made proved to me as an outsider that team members will rise to the occasion as long as there is proper support from the top!

PPE (Please Practice Empathy)

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Training our team and on-boarding new members

Integrating new team members has become more of a challenge today than ever before. As a result, I suggest we all need to regroup and take a step back. We owe it to the new hires as well as to ourselves to consider the approach to onboarding in a whole new way.

The myriad of adjustments required along with added precautions as to how we now practice, as well as re-adjusted protocols and systems make it near impossible to “support” a new hire efficiently and effectively as they enter your practice. After all, you are still trying to figure things out and learn how to streamline operations almost daily that had been working just fine for years. With all of you trying to get into a rhythm and a system, how can you possibly train and coach others new to your practice? Yet without your employees, how can we possibly function today?

How do we manage this? For starters with patience! Patience is incredibly important right now. Don’t expect a new hire to pick things up quickly and be 100% compliant with your practice culture and practice style while you are all involved in the learning curve too! The practice you created and maintained pre-Covid is not the same practice you are working in today.

I am so discouraged by some of my clients who are pushing their new hires to learn quickly so that they can help immediately. This is occurring while the existing team members are also trying to figure things out. No one had a playbook to work from, making things nearly impossible to hand off or share responsibilities with others. We are all taking things day by day and hopefully developing new ways of adjusting to learn how to manage things that in many cases have been done one way for years.

Based on the nature of our business environment, we all know that change is stressful and nerve-racking as dental professionals under normal conditions. Add to it all the other components that we are now required to oversee, and we have a prescription for heightened emotions.

Please show some patience. And if you haven’t been a patient person in the past, please try your absolute best to pull from within to attempt to display this quality. It’s difficult enough to locate dental personnel today. Not offering them a safe and welcoming haven professionally and personally and providing reasonable time to learn the ropes can assure you of a rapid turnover.

If you have been lucky enough to locate quality job seekers that are passionate about dentistry and value the position they hold within the practice, give them what they need to succeed and a little more time than usual to get into the swing of things.

Today many new hires are going to lack the attention we would normally be giving as we are all looking to find our way. Let’s all try to be kind to one another as we all navigate through uncharted waters.

 

Do you have a “Conscientious Objector”?

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Watch for a pattern

I encourage my clients to involve the team in the hiring process whenever it is applicable.

I so appreciate those who step away to leave the team and the job candidate alone for an informal get together without the dentist’s participation. It is a great way for the potential new hire to get a feel for the practice culture and team energy.  For the team, it is an opportunity to get to know the candidate a little better without having to contend with the activity of the day to day business operations.  This event should immediately follow the doctor/candidate face-to-face interview and precede the Skills Assessment (my equivalent of the “Working Interview”).

I find it interesting, and quite frankly a bit revealing, when one team member more than the others voices a negative opinion frequently as candidates go through the process. While we should always welcome objective feedback, I’m always a bit suspicious of the one team member who objects more than the rest. And what exactly are their concerns? Is it something personal or is it based on something factual that they personally have experienced with this individual.

Background checks and drug testing should be basic hiring protocols but having a personal vendetta or some type of envy are things that should raise red flags.

Evaluate concerns closely and objectively. I suggest that if the one “thumbs-down” comes from the same team member consistently, perhaps there is an overall issue that is hidden and not necessarily one that is based on whether or not this individual would be a fit for the practice style.

I suggest you go directly to this particular team member and see if you can determine where his/her actual concerns are coming from.  Could it be that he/she is threatened? Might he/she be worried that they will have to take a back seat? Does he/she see the group as an elite “clique” with no room for additional new blood?

Whatever the reason, keep in mind that not only should the majority rule, but it is the leader/employer that should ultimately make the final hiring decision while closely examining team member objections–especially if it recurs with one particular person over and over.

Try Creating Long-term Business Relationships

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Minimizing employment turnover

 

It’s the time of year that historically marks one of the biggest shifts in dental team structure. The turnover!
Employers will typically wait until the end of Christmas before they dismiss employees. Employees will typically wait until the end of Christmas to see if they receive the increase they were expecting or at least receive the bonus they were hoping for.

 

With this–the scramble is on!

 

Ads are being placed and hiring search engines are buzzing, while job seekers frantically seek out the position that will deliver all they have been seeking in their new (forever) employment.
What about attempting to put a stop to this holiday madness and consider creating some stability in your practice?

 

Employees, how about creating a work history with long-term employment? What about a resume that depicts less short “stays” and rather substantial employment commitments? I believe that both employers and employees can enjoy less “job movement” and more lengthy, healthy business relationships with some system adjustments.

 

Think of the time and money that everyone will save, not to mention the peace of mind.

 

It starts with three words that will reverse the paradigm which are: Take Your Time!

 

Employers–TAKE YOUR TIME to plan out every step of the hiring process from the mode used to attract viable candidates, to the interview process, comprehensive on-boarding protocols, and of course continuing employee maintenance.

 

Be prepared to do things the right way this time.  It’s YOU that determines salary and not the employee.  Asking them “what they need, want, or made in their last job” is a recipe for major problems. Eliminate the Working Interview and replace it with a well thought out, structured Skills Assessment. Skills Assessments differ from Working Interviews in that the assessments allow both parties to better evaluate each other.  Giving both the opportunity to view whether this would be the best business relationship–one that would enable the employer and employee to build tenure and a long-lasting commitment where everyone will benefit!

 

Employees, TAKE YOUR TIME to conduct thorough due diligence in order to learn as much as possible regarding the style, culture and flavor of the practice. Be totally sure that the hours, days and location are acceptable prior to starting the process. Ask questions during your initial interview that pertain to the practice philosophy so that you are able gather valuable information in order to make an educated decision before you move to the next step. Stay present with the PROCESS and celebrate when a potential employer has one.

 

If you dread turnover/change from either the employer or employee side, perhaps it is time to consider doing things differently. Change is never easy for most of us, but if you find that nothing seems to change and you continue to walk down the same road year after year, I can assure you that IT’S TIME!  Best wishes and much success in 2020 to all!

 

Do You Leave Candidates Hanging?

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Consider the Golden Rule

Those of you that follow my blog and other social media posts that I generate know that I am consistently reminding all employers to prepare well for the interview process. Have all your ducks in a row, including documents such as comprehensive job descriptions (in writing) along with any other materials that you might be able to supply the job seeker with to help them better understand what the position entails, the practice philosophy, etc.

 

But what if after thorough due diligence, vetting the candidate and evaluating their skill sets and their “soft” skills, you come to realize they are not going to be the best fit for your practice?  Do you get in touch with them or do you wait for them to call the office inquiring about status?

 

And what about the job seekers that appear to have promise–the ones that could be ideal candidates for your practice and the position you are looking to fill? Do you find yourself drifting off, losing contact with those that could be valuable assets to your practice or do you maintain an ongoing dialog with them?

 

It’s quite common for me to give my clients light nudges to remind them that “candidates you have interest in are not going to hang around long.” Or, ” Did you communicate with the clinical assistant that didn’t make the cut?” It’s not fair to her if you feel you want to curtail the forward motion and the hiring process with her.
I get it! This is one of the “yucky” things the practice leader, owner, dentist has to deal with.  This is why I’ll often hear, “Deb, can you call Suzie and let her know we’re still looking, or we are changing the job description, or our employee decided she is staying with us, so we stopped the process”. While I know this is a difficult task for many, the best thing to do is firstly, don’t leave these people hanging.  Be as honest as possible without hurting feelings.  Some are holding out for you and will stop seeking other opportunities as a result.

 

Heck, I know of a couple of instances where the job seeker was so certain the job was theirs that they excitedly give notice to their present employer. But what bothers me most is when nothing at all is said.  Rather than have to deliver this tough message, the job candidate is conveniently forgotten. Sure, it’s a tough conversation to have, but the least you can do is send a thoughtful, short email thanking them for their time and wishing them the best of luck.  No stories. No excuses. Simply. “We don’t believe we are the best fit for each other.”

 

While I don’t have a problem delivering the message (although I don’t find it particularly enjoyable) I have been the messenger for many of my clients for fear that these candidates would be patiently waiting for some news.  I’m troubled if I feel as though they are living on false hope or perhaps missing out on opportunities that could be more suitable for them. This is but another challenge of being a business owner and while I’m at it, please don’t have someone other than the person who will be generating the paycheck (the boss) finalize this relationship.

 

Don’t burn bridges, no matter where we reside, be it small towns, suburbia or major cities, dentistry is a close-knit community.   Good reputations travel fast, but bad ones travel faster.

Transparency

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A business practice that seems to be disappearing

“Transparency” is a word we are hearing more and more today, whether it be related to politics, everyday life or in business. Along with transparency, I like to include good old-fashioned healthy communication and valuable exchange of ideas. Technology has enabled us to communicate in several additional formats that were not available to us as recently as 20 years ago. Emails and texts are a lot more convenient and quicker than face-to-face communication and even voice-to-voice interaction is becoming an archaic form of interaction. I feel this has added an additional layer of stress to the current climate of dental team development/maintenance.

From my vantage point I have observed a considerable amount of non-transparency and in some cases, avoidance of sharing and addressing issues that were once approached via reasonable and considerate personal interaction. There appears to be some avoidance of sharing information to eliminate any form of possible confrontation. Texting a message from an employee to an employer that they will not be in today. Really? Or even worse, texting a message to an employer that they will not be back to work–ever! The convenience of non-confrontational interaction appears to be more and more widespread and this includes employers as well. Although I have never been comfortable supporting the dismissal of an employee in a very clandestine manner, I used to feel that in many cases there were no choices but to handle things on the QT. I’ll be totally transparent to admit that in the past I felt that in some instances there were not many options to manage the replacement of an employee unless it was handled secretly. Today I have come to realize that this difficult business decision can be approached differently.

There is nothing more stressful to an employee to learn that their employer is secretly looking to replace them. The release of this information can show up in numerous ways as many of us have been on either side of the process.

Quite frankly, over the years I’ve had a change of heart and no longer support nor understand why it must be done in this fashion. Before the proverbial rug is pulled out from under someone, initially I have always encouraged the need to share the performance concerns with the employee, along with giving them the tools and the opportunity to correct their shortcomings. If the necessity for dismissal stems from disciplinary reasons that although once addressed are not resolved, then this would be due cause to sever the business relationship as well. Nonetheless, secretive measures are almost never the way to go and I now feel strongly that there are better ways to address this.

My proposal is to apply some transparency, open healthy communication, and an approach of “honesty first” prior to cautiously getting the word out that you are seeking a replacement for a current employee. If the attempts of cross-correction doesn’t appear to resolve the issue at hand, then a one-on-one conversation regarding the need for both parties to move on in a healthy, respectful manner might be in order.

I will often hear a client voicing their concerns about sabotaging the practice, abusing other team members, or just downright leaving the practice. Truthfully, I have found that transparency and honesty does make a tremendous difference. There is suddenly a level of respect that flows from the employee in question, an appreciation for the openness and the fact that they were shown respect for an uncomfortable situation.

That’s not to say that they still might leave based on being disappointed or hurt, but the employer can’t ever feel as though they didn’t try their best to make a difficult situation as comfortable as possible. As

for the existing employees, it sends a message of “our employer tried his/her best and handled things as fairly as possible”.

We tend to forget the effect that this all has on the valuable employees that are excellent performers but that could possibly fear for their jobs.

Don’t Say No to Excellence

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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?

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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

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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. 

 

She Did It!

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Taking responsibility and honoring our mistakes

Why is it that some people just cannot admit that they have been wrong or have made a mistake? 

We see this type of behavior all the time within dental practices.  Clinical team members blaming the cleaning service for broken equipment. An Administrative employee accusing the patient of not informing the front desk of an insurance carrier change, when in fact it was never adjusted in the system.  Even the doctor can be guilty of this when they blame an ill-fitting crown based on the incompetence of the lab. 

Why is it so difficult to recognize and honor our mistakes?  Is it easier to throw someone else under the bus than to stand up and admit to a mistake and fess up to the fact that it happens to all of us? 

Granted, mistakes on a consistent basis or making the same mistakes time and time again is a significant cause for concern, but on occasion we all “slip up”, is a sign that we are all human.

How might we correct this?  What can we do as a team to ensure that we take total responsibility for our own actions?

I believe that we should revert to the “elephant in the living room” concept. This implies that we all know it’s an issue, yet it is never addressed properly so it becomes an ongoing situation.  As a group we need to publicly give each other permission to not only make a mistake now and then, but to admit it and claim it.  Passing the blame to someone else or even more upsetting, passing the blame on to another team member, is downright unacceptable. 

Perhaps this is a character flaw which almost relates to a sign of immaturity and insecurity.  As kids we never wanted to be punished for mistakes that we made since we hated for our parents to be angry with us, possibly causing us to lose some privileges like our allowance or some freedoms.  As adults we don’t want to have to answer to a disappointed employer, fellow team member, or patient, possibly losing respect and credibility.  This can be quite hurtful to many of us in the dental profession and I include myself.

Once the “playing field” and team rules are spelled out with everyone coming from the same place with the same standards, much of this petty and unnecessary dynamic should diminish greatly.