Category Archives: Team Management

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!

 

Have You Ever Been a Scapegoat?

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Venting anger is never productive

As we come closer to closing the book on 2019, I would like to reflect on something I’ve recognized that seemed to be more prevalent this past year than ever before.  I understand clearly what the catalyst is in this case. I believe much of what I personally have been experiencing is based on the fact that the pool of qualified dental professionals appears to be growing smaller. I can’t explain it, nor can any of my peers. And although there are still some wonderful, talented and valued dental professionals out there it does take longer to locate and identify them. It’s not only more time-consuming for me, but some of my clients are clearly losing their patience, and in some cases their faith that a reasonable number of quality dental professionals still exist. I continue to assure them all that although it is clearly taking longer to attract and vet job candidates, they are still out there waiting for us to find them.

Over the past few weeks I have had two clients venting their frustrations to me. “Why can’t you find talented, reliable, qualified, loyal, professional, non-money-generated candidates?”  I had one actually send me a scathing text in full caps sharing that he has one person leaving for better pay, one leaving for better hours and one leaving to have a baby—and added “now what am I to do?”

While I understand and feel his pain, I’m having a difficult time understanding why ranting at me is going to change anything. He closed by saying, “I’ve been in practice for 35 years and have never had anything like this happen before!” I was hurt initially but took a deep breath and realized that I have just become someone’s scapegoat. Once I calmed down I proceeded to respond by reminding him that: first, it isn’t the end of the world and that unfortunately this is one of the challenges of running a business; and second, that sometimes everything appears to fall apart at once, but it certainly doesn’t mean it’s the end.

There are ways of buying ourselves time by recruiting some temporary help while we search for the best candidates to fill the positions. I reminded him that venting his frustration in this way will clearly send a poor message to his existing team members, as there is no defeat here, simply a business challenge that will be addressed properly and resolved.

Challenges come at all of us at one time or another. Heaven knows I’ve had my share, but to take frustration and anger and direct it at someone else not only doesn’t solve anything, it will only make the mountain harder to climb, as it will then limit the support and respect you will receive from others just when you probably need it most.

 

 

Very Early Telltale Signs

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Taking note of some early indicators

I believe that there is a lot of valuable information we miss early on during the interview process. There are signs that are indicators regarding what I call “soft skills”, which are vital during the job candidate evaluation period.

I realize that I may recognize more than most, but perhaps this is due to the volume of job candidates I have interfaced with over the years. I admit that I might be a little more particular than most too, as I have learned through experience that small signs can amount to big problems later.

What ever happened to a friendly, warm voicemail message?

It is not uncommon to call the number provided by a job applicant and hear an automated message that is created by the cellular provider. Why not at least a “hello, this is Suzie, thanks for calling”?

What about calling the number provided only to learn that the mailbox is full and can no longer accept messages? How telling is this?

Granted, on occasion this happens to all of us but it can clearly be a sign of someone who does not pay attention. Taking into consideration that this is a job seeker who you would think is seriously interested in this position would be even more aware of the opportunities lost from an uncleared voice mailbox.

What about receiving a resume without an updated phone number or address? Before the “send” button is pushed, this is something that should be checked (and re-checked).

I’m referencing the obvious, the things that should be an automatic. Areas that a forward-thinking, responsible job candidate should always consider when applying for a job. Keep in mind that the observations I have referenced are things that occur even before contact is made. Before a response to the job seeker is sent and before any interaction at all takes place.

Just think of what you have gleaned before you even step through the interview process. How valuable is this information when it comes to eliminating those job candidates that may not be worth your effort. Early discovery should not be overlooked and although it might pay to continue to move things forward, these small signs should not necessarily be discounted.

Conversations Go Both Ways

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Speaking “to” each other, not “at” each other

As long as I can remember, the picture I see during the interview process has been “Job candidate sitting in a chair across from the interviewer waiting to be grilled”.

While gathering information about a prospective hire is important, why is it that we view this as a time for the employer to ask assertive questions and evaluating the employee based on receiving the answers they are hoping to hear?

It is equally valuable to the job seeker to have the opportunity to ask questions too, and yet it is so rarely done. Actually, some of the best interviews are a balance of questions and answers and questions and answers.  It’s more important to be “interested” than simply “interesting” for both the interviewer and the interviewee.

A recent post that I read in a facebook group I participate in brought this subject back to light for me. With this, I felt I would go into more detail as to why this rapport is so important to a well-structured interview format.

First, it is always important that the job seekers come to this meeting prepared regarding the practice dynamics, whatever history and background can be located via internet searches, etc.  I realize that many job seekers do this. But just gathering this information for their own benefit is one thing, as they should let the doctor/interviewer know that not only did they take the time to do the research, but are as inquisitive about him/her and their backgrounds, goals and interests as the interviewer is of the interviewee.

It is human nature to focus on ourselves.  We love when people refer to us by name. We light up when they ask questions, show their interest in us, and we really do appreciate those that seem to legitimately care about us and our well-being.  Some of us require more of this attention than others, but we would all agree that it’s important to all of us to varying degrees.

Additionally, it is important to consider what the questions are that are posed to the doctor/interviewer. There are some questions that are out of line and should never be asked, while utilizing information you glean via your internet searches are fair game.

“Doctor, I see you graduated from NYU Dental School.”  “Did you like the program?”

“I notice that you offer treatment for Sleep Apnea.” “I am so interested in learning more about that.” “Do you find that your CT Scanner has helped you to identify issues that you might have otherwise missed?” “What were they?”

My clients are always impressed when they interview job candidates that appear to be very interested in their practice culture as it reveals some excellent qualities in the person they are sitting across from.

Keep in mind that as job seekers, you will not have a way to anticipate the questions you will be asked, yet you can still prepare from your end with sensible, inquisitive questions that are bound to get you noticed.

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.

The Cell Phone “Connection”

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Ah, the cell phone!

How did we ever manage without it?

Well, we did for hundreds of years and many lived to talk about it.

One of the many frustrations that I hear from clients is the “relationship” their team members have to their phones. My clients share: “They need them by their side all day long” or “The employees with children are always insisting that it is imperative for them to have access to their phones in the event of an emergency” or “I only use my phone during breaks and during lunch” is the promise of many.

But how many team members are truly disciplined enough to restrict their phone usage when there are no firm cell usage practice rules?

How did we ever exist without cell phones back in the 60’s or 70’s? How did we care for our families, check in with our spouses, learn that our mother needed an emergency appendectomy?

They called the office and asked to be connected to you either immediately or if it wasn’t necessarily a critical situation, then as soon as you, the employee, had an opportunity to call them back. This is how it was accomplished during the pre-cell phone era.

While some employers have successfully managed to develop these office protocols, there are still many that have lost control and subsequently the ability to restrict cell phone usage. The Morning Huddle Phone Protocol is one that I endorse and is observed in many practices. This requires relinquishing all cell phones into one common location, away from the business of the day including all patient interaction. And would you believe that the teams that follow these

guidelines manage very well. No children are neglected, no parents or husbands stress due to not being able to get a message to you at work, and yet no emergency calls go unanswered.

This is managed very simply. All it takes is a phone call to the office with the caller either leaving a detailed message for the recipient of the call, or perhaps the timing is such that the person who is meant to receive the call happens to answer it as it comes in. Nonetheless, this is a much more efficient way to manage calls as well as assuring that many more messages get to the right person immediately. After all it’s highly unlikely that one can carry a phone around in their pocket and continue to be an effective employee.

Let’s face it, even on vibrate the timing to take the call must be perfect. It’s difficult to answer a cell phone during a procedure, while checking out patients, answering the business line or simply when trying to stay on schedule.

I know we have all been on fast-track since technology has played a big role in our lives, but I do believe that there are some situations where we need to allow technology to take a back seat and instill old values and go back to simpler times.

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.