4 Areas of Focus for the Manager

If you are the owner, a team leader, the office manager, or any other position where you have some influence, there are 4 areas you should be spending up to 85% of your time (FYI 72% of statistics are made up on the spot).  Putting these 4 areas together can help build a strong team that fits your culture, enjoys work, and outperforms expectations.

1. Recruiting. A good leader should always be looking for strong talent to add to the team.  Even if there isn’t a position available in your organization right now, there may be one next month.  If you are always recruiting the best people, you’ll never have to settle for second best when a position does open up.  Maybe your business has untapped potential, and a new opportunity may present itself if you meet and recruit a dynamic person with a unique skill set.

2. Coaching. Often I think coaching is misunderstood.  When I hear the term “coach”, I picture my little league baseball coach, dressed in classic coach shorts and tube socks, yelling his face off about fundamentals.  A good business coach doesn’t yell or wear tube socks.  They ask the right questions, listening actively, ask more questions, and support self-discovery.  When the team member is “coached” through this exercise, the result is an empowered person that has the confidence and ability to change course.

3. Accountability. This is always difficult to manage.  If your business focuses on goals or targets, it is likely that everyone on your team responds differently to your current system of accountability.  Some see the goals as a minimum, some see it as a challenge, some don’t see it at all.  The rewards are never big enough, and the punishment never harsh enough.  Accountability is personal.  A manager should be in touch with each team member’s sensibilities to help them feel connected to the goal or target.

4. Motivating. Motivating your team goes hand in hand with accountability.  You don’t need a pep rally to get your team fired up.  Instead, you need to know what makes each team member tick?  Why do they show up every day?  What part of their job brings the most joy?  What are their best talents?  What do they think your organization could be better at?  There isn’t a magic bullet for motivation, it comes down to knowing your team and wanting to help them do better in work and in life.

I’d love to hear your tips on the 4 areas mentioned above.  Have a great boss?  Tell us about what makes them special.

“A Leader” vs. “The Leader”

In my last post I didn’t make this distinction, and I’m not sure how I missed it. We always get confused by semantics. The phaonmneal pweor of the hmuan mnid; aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it dseno’t mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit and lsat ltteer be in the rghit pclae.

The definition of these two phrases is very different. One represents your character, and the other your title. We can always be a leader by example, even if we are not the leader. Sometimes our skill set doesn’t allow us to be in charge of a project, but our talent may be the little thing that pushes the project over the top.

If you are the leader of your business, what are some ways to get everyone on your team to be a leader?

If you are a leader, what are your expectations of the leader?

Don’t Follow the Leader

This is something I’m working on for Toastmasters. Your opinions and ideas are always welcome.

Often we think about leaders as those who can motivate, inspire, sacrifice, and serve. These are great qualities that we all hope to find in ourselves. The truth is, some of us have it and some don’t. I’m here to tell you it’s OK if you are not the leader.

If we were all ‘The Leader’, there would be no advancement of ideas. We would be running in opposite directions with different goals, ideas, and strategies. There is something to be said for the role player, the face in the crowd who contributes to the greater good. Look at any sports team and it’s made up mostly of these people. A Super Bowl winning quarterback is nothing without the men who clear a path and protect the blind side. A basketball dynasty doesn’t exist without the sixth man off the bench that gives the star a rest and makes a clutch shot. Your office is at a standstill if the receptionist can’t convert a new call to a new patient.

In sales and life you can’t be everything to everyone, and if you try, you’re destined to fail. Similarly, I’m not sure you can be the leader in every situation. Sometimes, a great leader recognizes there is a better person for the job, and her ability and willingness to play a supporting role will be crucial to the overall success.

If you are not the leader, that doesn’t mean you become a follower. The misconception with leadership is that if you aren’t it, you are of lesser importance. It’s quite the opposite in fact. In Leadership Without Followers, Kearsley & Lynch say “Real leaders discourage followers, instead encouraging use of their visions as a foundation for other, better insights.”

Consider the world we live in today. Information on any topic is available at the click of a mouse. Millions of people are spreading ideas and knowledge at a ridiculous pace. Social media is changing the way we interact, communicate, and share this information. Kearsley & Lynch go on to say, “True solutions to problems are always based on ideas from multiple perspectives; no individual, however capable, can incorporate the full range of knowledge and experience…”

The reality is, a leader is an individual. The concept of leadership requires groupthink and collaboration. We can’t all be the leader and that’s OK.

How to Apologize

In case you haven’t heard, Mark McGuire admitted he used steroids during the peak of his career. After listening to ESPN Radio break down his Bob Costas interview in every possible way, it seems most people aren’t satisfied with his explanation. I have to say, I didn’t like it either. I think Mark came out now because it’s good for him. He wants to again earn a living from the thing he helped ruin. When it was good for baseball back in 2005, he didn’t want to talk about the past.

A good apology has 3 parts. Actually being sorry is implied.

It looks like this:
1. Acknowledge you caused some form of pain
2. Ask for forgiveness
3. Seek positive ways to rebuild the relationship

Everyone is going to make mistakes in life and in business. Apologizing is part of our world. We love apologies, and we love second chances more. I think Mark missed an opportunity to turn a really bad public image into a new beginning.

Ever have an apology turn into a great experience? If you are using social media in your practice, what would you do if a patient posted a negative comment about their visit?

Empower Your People

I had an emergency situation yesterday, and I needed help. Twice I asked for help from two large, publicly traded companies, and twice I was let down. On both occasions I was told by the customer service department that they were not authorized to do what I needed unless I was in the store. I begged and waived my right to complain about anything, but still I was left helpless. Both representatives had the ability to help, but they did not have permission. I was told that the ‘Manager’ was not in, and they couldn’t approve my request.

You hired smart, competent people. Let them perform. Customer service is about creating positive experiences even in the worst of times. It sounds difficult, but it’s not. Simply empower your team to make decisions and to have an impact. Give them the ability to do what is right for the customer. Customers will need help. Sometimes, more help than you were anticipating. These are the times where you have to shine. Giving your team the power to act now also improves your ability to serve the customer in the future. You are building confidence and a support structure for the next difficult situation; you’re making contacts and finding shortcuts. These are the times when a customer service representative can have fun and be creative. This is where you build your culture.

If you serve customers and you have someone you answer to, keep this in mind: “It’s easier to ask forgiveness than it is to get permission.” – Grace Hopper

When did you shine?

What’s it like to work for you?

As a small business owner, you probably spend a lot of time analyzing your business. This probably involves time spent on marketing and advertising, as well as sharpening your clinical skills. It means not only being the HR department and CFO, but also staff psychologist and client services director. But how often have you thought about what it’s really like to work for you?

What are your employees thinking when they see you pull into the parking lot, and what do they say when you leave for the day? The answers to these questions are manifested in your office’s culture. If you are having trouble developing a loyal staff who is committed to the growth of the practice and delivering a patient experience second to none, maybe it’s you. One of the traits of great leaders is the ability to be self-aware.

Knowing your management style is a critical ingredient to being an effective leader. Are you decisive when difficult decisions need to be made or do you hide in your office? Do you take the time to really listen to employee suggestions and problems, or are you trying to send an email or text message at the same time? Are you constantly looking to make changes that will positively impact the patients, employees and the practice, or are you growing complacent?

Studies show that the main reason people leave a job is not money or benefits, it’s because of the manager or boss they report to. People are naturally drawn to places where they are appreciated, as well as challenged. People need an emotional connection, as well as a financial one. Nobody wants to play on losing team with a coach that doesn’t think they can win. Sometimes you need to give a great locker room speech.

Help Wanted – Technical Skills or Culture?

By: Joe McGonigal

Dental practices are always facing staffing issues, whether adding new members or dealing with turnover. Last I checked, most practices don’t have an HR department. The job of recruiting, interviewing, and hiring new staff members usually falls in the hands of either the dentist herself or an office manager. What criteria is most important when selecting new team members, hiring someone with the necessary technical skills or someone that fits the practice culture?

Placing a higher premium on skills could have widespread ramifications. How will the morale of the other employees be impacted? Will the patients’ experience change? Just adding a new staff member places stress on a practice, let alone when that new member begins to put pressure on the practice’s foundation.

I would argue that technical skills should be a baseline requirement, but not sufficient enough to earn employment. Practices spend months and years developing their culture. It’s woven into their fabric.. Once damaged it could be an uphill climb to rebuild. You can’t diminish how important technical skills are, but great practices are built on great people. How did you handle your last hire?

There’s no “I” in Team

My running has been a real chore lately.  It’s cold, it’s dark, it’s lonely.  I’ve been training for my last race of the season and I’m not where I need to be.  The other night, I was dog sitting Murphy and I decided to take him for a run with me. I was a bit nervous about getting pulled down the street, but also thought he might be able to help me up a few hills.

I felt it immediately. I was about to have my best run in weeks. It turns out Murphy is the perfect running partner. He runs with passion and enthusiasm. He was steady, he knew not to pull me, not to stray off course, and not to lag behind. He didn’t drag me up any hills, but I did have to pick up the pace to keep the slack in the line. A great teammate will push you to do better, and by the end of the run, it was me who was asking him for more.

You need your team every day. No matter how good your dentistry is, your team is what makes your practice run smoothly. When you are having an off day, it’s your team who can pick you up. Your team plays a major role in new patient flow, integration of new technology, and running the overall business. Your passion and enthusiasm for dentistry will fuel your team to push harder. If that doesn’t work, get a fast dog.

Here Boy

Guest Post by: Joe McGonigal

I have a three-year old yellow lab, named Murphy. I’m sure I’m not the only one who can relate to the popular book and movie “Marley & Me”, but for me it reads like an autobiography. The reason I am in this situation is because I am a terrible dog trainer. Of all the bad habits Murphy has, not coming when he is called is the one that bothers me the most. This command is also known as recall. A dog with good recall skills comes running to its owner’s side when the command is given. Many dog trainers would argue that it is the most important command you can teach your dog because it’s a safety issue. Imagine you are out with your dog and he starts running toward a busy street. If you call his name and he responds immediately, it could save his life. If he doesn’t respond, the results are left to chance.

So while I was out yesterday working with my dog on his recall, I got to thinking about the similarities between dog training and hygiene appointments. That’s right, dog training and hygiene.

Many times when I meet with clients, the topic of hygiene recall comes up. Doctors and hygienists frequently discuss their frustration about patients who don’t see the value in regular hygiene appointments. What I realized is that, just like with dogs, this is a trained behavior.

Ask yourself these questions:

• Do your patients know why consistent hygiene is critical to their long-term oral health?
• Does everyone on your staff communicate the same message? (My wife and I use inconsistent training methods, thus sending mixed signals to Murphy. We’re not getting the desired result.)
• If your patients are responding differently than you would like them to, have you evaluated your training methods?
• Do your patients equate hygiene with prevention and being proactive?

If you answered “no” to any of these questions, this would be a great opportunity to talk with your staff and develop an action plan. It seems that relationships, whether owner and dog or patient and doctor are more fulfilling when each party knows how their supposed to act. Don’t leave your patients dental health to chance.
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Joe has been with Patterson Dental for nine years and currently serves as the Connecticut Branch Manager. He started his career as a territory representative in the Philadelphia area and has also worked as the Branch Manager in Arizona. In his different roles he has had the opportunity to work with several hundred practices and professionals in several different markets.