For Better or Worse

Every time I accompany one of our Crown Council humanitarian expeditions (www.CrownCouncil.BlogSpot.com) to the Dominican Republic, I take at least one of my daughters to work and learn from the experience. Last week’s expedition included my 12 year old daughter Abby who helped every day with set up, sterilization, assisting, handing out hygiene kits, clean up, and whatever needed to be done. Abby even spent some time entertaining the other children while they were waiting their turn to see the dentist. One of her most significant accomplishments was the 750 hygiene kits she assembled to take on the expedition so that each patient could leave with a tooth brush and other essential hygiene items along with written instructions for homecare.

On our last clinical day, Abby assisted Dr. Jonathan Nicolas of the Dominican Republic. Abby held the flashlight, instruments, and did whatever Dr. Nicolas needed as they treated patients together. When we broke for lunch, Abby and I debriefed the morning wherein she made the following observation: “Dentists make things worse before they make them better.” Having watched Dr. Nicholas treat several cavities, she saw how much tooth structure had to be removed to make sure the decay was gone before filling the tooth. She, like most people, was amazed at how much had to be taken away before the tooth could be “put back together again.”

After listening to Abby’s fresh perspective on dentistry, it made me think of how many other things there are in dentistry and in life that have to get worse before they get better. Because we know it will have to get worse first, we often avoid taking action. How many of the following “worse before better” issues have you ever found yourself avoiding:

• Taking disciplinary action with a team member for fear of his or her response.
• Telling a patient everything that is really going on in their mouth for fear of how they will react.
• Making a change in an office procedure because of the time and effort it will take even though you know it will make things better in the long-run.
• Scheduling a long over-due C.E. course that you know will make you a better clinician because of the time and investment it will take.
• Remodeling or updating the office because of the investment.
• Taking the needed time to really train the team.
• Working with a coach to improve the practice for fear of having to face the truth about what is really going on.

When you think about it, most things do have to get “worse” before they get better and that is what stands in our way of getting started or taking action. But that same inaction makes it even worse than it would be if you just jumped in, felt the pain, and did it anyway.

So what is the biggest “worse before better” action you are avoiding? Could I challenge you to step up and start “prepping?” You might as well be in charge of the “worse” part instead of letting it be worse on its own. The faster you get busy and work through the “worst,” the faster it will get “better.”

What is your team culture?

Well over ten years ago, we made a hiring mistake. (It was the only mistake I have ever made…!) We hired and “office manager.” Within days the mistake was apparent. Team members from all directions were complaining:
“I can’t get any work done."
"He is too nosy."
"He’s driving me crazy.”

Upon further investigation, we discovered that the “manager” in question would give someone something to do, and then would constantly badger that person with frequent questions like, “How’s it coming? What kind of progress have you made so far? When are you going to have that done?” That approach communicates a lack of trust and a culture of irresponsibility. There has to be a better way.

In contrast to the above, imagine an office where each week the team meets for one hour. The agenda is prepared in advance and everyone knows what to expect. Just about anyone could run the meeting because it is run the same way every week. Systematically, each team member reports to the rest of the team on his or her area of accountability including results compared to the goals and the action plan that he or she has developed to further the results in the right direction. After giving the report, he or she asks for further input from the leader and the rest of the team. When done, the next person does the same thing until each area of the practice has been covered. That is what you call Team Accountability. When set up correctly, it can take tremendous stress off the dentist or the leader and the results will be far greater than the alternative approach.

Here are some of the characteristics of a Team Accountability:
1. Areas of accountability are clearly defined.

2. Some ONE is assigned to each area of accountability. Others may help, but just one person is accountable for ultimately answering for the results.

3. With each accountability is given the proper tools to get the job done.

4. Desired results are identified in advance so the person accountable understands the end result for which he or she is ultimately responsible.

5. Diagnostics are put in place so there is an easy way to measure results. Those who are accountable for specific results need to have a way to measure if they are indeed getting the results for which they are accountable.

6. Regular reporting intervals are set up in advance so the person knows when he or she will report to the team and to the leader on the results to that point and the action plan in place to continually improve.

When set up properly, the only question that the leader needs to ask is a follow up question or two for clarification or suggestion. Leading has never been so easy!

After the “Office Manager” disaster mentioned at the beginning of this article, the team pleaded with me NOT to find a replacement. “We don’t need to be managed,” they said. Just tell us what you want and we’ll do it. It was at that point that we implemented the 6 steps above. Then on a regular basis, we got together and each person reported on his or her area of accountability accordingly. Amazingly, but not surprisingly, moral and motivation went up, results came much faster, and everyone enjoyed their work more.

So what kind of culture do you have in your office? Is it a culture of irresponsibility or do you have an accountable team? Put the 6 steps of accountability in place today. It may take some time for your team to make the shift from your badgering to their reporting, but they will ultimately enjoy their work more and appreciate you as a much more effective leader.

(Team accountability is just one of the many principles taught at the ToPS “Leading a ToP Team” course for dentists and key team members. For dates and availability go to www.TotalPatientService.com or call 1-877-399-8677.)

LEAP

We’ve just finished an amazing week with 170 high school and college age young people from all over the U.S., Canada and South Africa who attended the LEAP Youth Leadership Program. (www.LEAPfoundation.com) Founded by Dr. Bill Dorfman and myself over a year ago, LEAP’s mission is to expose young people to ideas, techniques and systems of success that will help them get a significant lead in life. (Pictured from the left: Leeto Khoza - South Africa, Steve Anderson, Kevin Carroll - speaker, Bill Dorfman, Kim Fineberg - Tomorrow Trust South Africa, Kim Palelo - South Africa.)

For 6 days, we enjoyed introducing these young people to successful mentors and success ideas they can use in school, their future careers, and in life to get ahead. Consider it a success university.

My two favorite highlights of the week happen near the end. Friday afternoon, we introduced all the students to 52 mentors who came in for the afternoon to answer any questions the students had about their respective professions and what has made them successful. Based on the concept that it is a lot easier to copy genius than it is to create mediocrity, this mentor session was stunning. So impressive were the group of mentors that attended that the mentors themselves decided that they had been slighted because they did not have the same opportunity the students had to “work the room” and get to know all the other mentors! What a thrill to watch the light bulbs go on in the student’s minds as they applied the principles they learned all week as they met face-to-face with people who had done it and asked them relevant questions so they could learn from their experience. In the words of one student, Tanner Roeller, a recent high school grad from Texas, “I always thought that success was out of reach and too difficult to attain. Now that I know the secrets of success, I know it is attainable for me.”

Early Saturday morning, the students gathered for the LEAP speech contest where each student presented a prepared speech in front of a group of 8 to 10 other students. The students then voted the best speech to be presented in front of all the LEAP participants, mentors and many parents. What a thrill to listen to the discoveries that had been made during the week, the commitments that had been made, and the life changes that these students made this week. After listening to these students, it was easy to conclude that LEAP is a game changer for these young people. It gives them principles to live by that will take them to the top.

My thanks to the many charitable donors who make this program possible and to the parents and other sponsors who send their students. LEAP is a non-profit education foundation made possible by the generous donations of so many people who want to make a difference in the lives of youth. Thanks for making this week possible.

LEAP 2010 is already scheduled for August 9-14 at the UCLA campus in Los Angeles. Details can be found at www.LEAPfoundation.com or by calling 877-855-5327.

Adjusting to Success

One of my all time favorite pieces of business and motivational literature is a speech given by insurance executive Albert E.N. Gray entitled “The Common Denominator of Success.” Some of the more salient points of this address were popularized by Earl Nightingale in later years.

I was reminded this week of a specific point Mr. Gray makes in his address. He said, “It is easier to adjust ourselves to the hardships of a poor living than it is to adjust ourselves to the hardships of making a better one.”

“Making it” in dentistry, or any other field takes effort, energy, and endurance; three things that are increasingly difficult to find. But the key ingredient is adhering to a set of natural laws and systems that get results. That sounds easy, but it is much more fun and entertaining to run off after the latest fad or new idea, show up late and leave early, or forgo additional wants in order to avoid the work, effort and energy it takes to become better.

I have frequently thought that there are few professions to which Albert Gray’s quote applies more than dentistry. There are few professions or professionals that I have seen that work harder at not working than dentists. In dentistry, it seems to be a badge of honor to not work very much. You’ve heard the conversation. A dentist will ask a colleague, “How many days-a-week are you seeing patients?” “Four days,” the other dentist responds to which the inquiring dentist replies, “Well, I’m only seeing patients 3 days a week.” And then he strides arrogantly away!

Sometimes it gets so bad that this “Don’t work” syndrome seeps down to the earliest entries in the dental field. I recall a dentist out of school just a few years who was only working 3 days a week. His practice was suffering, his production was mediocre, but he sure knew how to strut on the golf course two to three days a week!

Maybe I am out of touch here, but if your goal is to work less and see patients as little as possible so you can do other things, you might want to seriously consider your approach to your chosen profession. I have never seen anyone rise to any level of true success that did not put in the effort, energy and endurance to get there.

Case in point: I just finished reading Geoff Colvin’s book, Talent is Overrated – What Really Separates World-class Performers from Everybody Else, as recommended to me by Olympic Gold Metalist, Lanny Bassham (www.MentalManagement.com) If you want to read something that will give you some great hope, especially if you don’t think you are particularly talented in any one area, this is the book for you. As the title suggests, Colvin makes the convincing case that we give far too much credit to talent when observing the success of others, and we have far too little appreciation for the work that it really takes to be great. Becoming good – really good, takes effort, energy, and endurance. That’s why it is, as Albert Gray suggested, a lot “easier to adapt to the hardships of a poor living than it is to adjust ourselves to the hardships of making a better one.”

So, where are you slacking off? Where have you adjusted your desires, ambitions and attitudes to a lower level of accomplishment? Where do you need to step it up and apply some additional energy, effort and endurance? The “hardship” on the front end might take some sacrifice, but the success on the back end will be much better than the long, unending hardships of adjusting yourself to a lower level of success.

Now….Go to WORK!

The Practice of Choice

Beltline Road in Addison, Texas, just north of Dallas, is the home to one of the highest concentrations of restaurants per capita of anywhere in America. It is known as "Restuarant Row" in the Dallas area. Every time I take a guest from out of town down Beltline Road, the response is usually the same. They can’t believe there are so many restaurants in one place. How could all of those restaurants compete with each other and be successful? Well, they don’t and they can’t! Let me explain.

Because there are so many restaurants in one place, Beltline Road has become know as THE place to go if you are looking for a place to go out. It has become a magnate for the dining out crowd. Other restaurants in the vicinity that are not on Beltline Road don’t fare as well because they don’t benefit from the “competition.” That’s right! Too often we think of the competition as something to fear. In fact, the “competition” may be one of our greatest assets. In the case of Beltline Road, the high concentration of restaurants attracts a higher number of people who are just looking for the right place to eat. Additionally, patrons leaving one restaurant may see another that looks interesting and decide that they will try that place the next time. It is a benefit the new restaurant would not receive if it had been in a more remote location.

Take another example: Have you ever noticed how often there are two gas stations at the same intersection? Common sense would tell you that they compete against each other, when in reality they are helping each other. How? Because there are two choices, the location has become known as a prime place to fill up and/or get what you need on the run. As long as each “competitor” has a way of differentiating itself from the other in some way, both can thrive.

Now to dentistry; With over 50% of the population that does not go to the dentist on a regular basis, your biggest concern should not be about the dentist down the street or around the corner. It should be how you can differentiate yourself and create a compelling benefit strong enough that attracts people to come in the first place. There are plenty of teeth to go around as long as you know what makes you different and you know how to get them in the door in the first place.

So, quit being so concerned about the “competition” and go to work on capitalizing on the assets you have that make your practice the attractive choice. There’s always going to be plenty of choices. What makes you the practice of choice?

Miles for Life

We are just back after riding 1,000 miles over 4 days through Yellowstone National Park with over 20 Crown Council dentists who each made a generous donation that amounted to a $100,000 benefit to Smiles for Life (www.SmilesForLife.org). Officially named the “Miles for Life” ride, Dr. Roy and Frances Hammond four years ago offered to donate the proceeds from one of their Learning Curves (www.LearningCurves.net) dental adventure tours to the Smiles for Life Foundation. Four years later, this event has raised over $300,000.

Over four years ago when Dr. Roy invited me to join the Learning Curves faculty, I had never ridden a motorcycle. But his challenge to step out of my comfort zone resulted in an official motorcycle safety course and a new Harley-Davidson in the garage! Since then the “Miles for Life” ride has taken us through the Colorado Rockies, National Parks of Southern Utah, and Yellowstone National Park twice. (Above: as the sun rises over West Yellowstone, Dr. Ed White, Roy Hammond and myself prepare with over 20 other riders and partners to depart for the day.)

One of the fun aspects of this building tradition is the numbers of riders who have decided to get out of their comfort zone and prepare to ride for the first time as well. Our thanks goes out to Dr. Hammond and his family for making this a great experience for veteran and neophyte as well.

As mentioned in this blog several weeks ago, we recently lost Frances Hammond. This was the first Learning Curves ride in over 12 years that she was not present. Frances was missed, but we admire Dr. Roy’s commitment to carry on the good work that they started together.

My thanks also to the dentists and spouses who stepped up to the challenge, donated, and rode including:

• Allan Acton
• Joe Albert and Maurene Cronyn
• Dale and Lynn Behner
• Bill Dorfman
• Joes Gurevich and Ana Loynez
• Chris and Ali Hammond
• Eric Harris
• Fred Hecht
• Denise Markoff and Fran Landoff
• Michael Cooper
• Mario Lemay and Suzanne Harmony
• Ron and Cindy Massie
• Ken and Lori McAfee
• Lon and Holy M cRae
• Tim and Faith Modic
• Jim Moore and Tara Bauer
• Ralph Pamenter
• Howard and Alla Steinberg
• Jared Theurer
• Ed White
• Mark and Angel Webb
• Paula Swenson
• Tracy Beckstrom
• Amy Gerstner

It was four days o0r great scenery, education, and mentoring never to be forgotten.

So step up to the challenge. Join us next summer for “Miles for Life.” If you have never ridden, you have a year to learn and get ready. If you are a veteran rider, you’ll never go on a ride that is more fulfilling that will do more good than this.

Dates for next year’s ride will be announced shortly. To tentatively reserve your space, e-mail us at Answers@TotalPatientSerice.com today. The ride has been sold out for the last three years running. That’s a tradition that is bound to continue.

Who is the fool?

This week, Pam Peterson, our lead ToPS Practice Advisor, quoted the first dentist she ever worked for years ago, Dr. Nate Hudgins: “A dentist who has him or herself as a dentist has a fool for a dentist.” Just as a brain surgeon would never perform surgery on himself, it does not make sense to think that you could do a quality job on yourself either, even if it is not brain surgery.

But let’s take that thought a step further, “A dentist who is his or her own advisor/coach, has a fool for an advisor.” Let’s face it, you can’t be objective about your own work, practice, or life for that matter. You are too close to it. You can’t see what others might see objectively.

Case in point: We spent a few days this week out of town, behind closed doors at the hands of a strategic planner who helped us look at our own business with a new set of eyes. Granted, I was familiar with the process he used and I knew exactly where he was going. But there was something different about having someone else guide the process than my guiding the process. I was in a different frame of mind. The biggest benefit was the things that we would tend to skim over and take for granted, we were invited to drill down, analyze and think about from a different perspective. In many cases, it was work that I would not have taken the time to do unless someone objective had been at my side holding my feet to the fire, asking all of the difficult questions, waiting for me to answer, and not being satisfied until the answer was complete and comprehensive.

So, who is your advisor or coach? Or are you trying to do it yourself? I am always amazed at the results that come back from ToPS practices where a ToPS Practice Advisor is involved, guiding the process, asking the difficult questions, and challenging the entire team to new levels of success. Often times, we will allow someone else like a ToPS Practice Advisor to do things that we would not have the courage to do ourselves. We all need a push, a challenge, encouragement, and a new perspective. The right advisor can provide a HUGE return by guiding the process that will help us get further and faster than we would ever get on our own.

So, don’t be your own dentist! And don’t be your own advisor. The person who has him or herself as his only advisor, has a fool for an advisor!