Are you a Booster?

Who is your “booster?” Our local high school has a booster club for everything. My favorite is the A.P Booster Club that supports and encourages students who are in the Advanced Placement Program.

But how about you, your practice, and your patients? Who is the booster? Let me give you 4 examples from my week of great boosters:

1. While in a new office this week, I had the opportunity to work with Tanya Brown, an appointment coordinator who has worked in dentistry for 16 years. She is loyal, professional and a great “booster.” I could not help but smile with a long lost patient walked in the door of the office, took one look at Tanya and exclaimed, “You’re here!” Tanya is such a great “booster: to patients, that they love her and look forward to seeing her every time they come it. She makes them feel good. She “boosts” them up.
2. I was in Atlanta, Georgia today speaking to the Georgia Academy of Cosmetic Dentistry thanks to the invitation of Dr. Hugh Flax, in-coming President of the AACD. I’ve known Hugh for many years. He has given a lot to dentistry and a lot to me. He always tells the truth, and is always encouraging. A big thanks to Hugh for being a “boost” to me today and throughout the years.
   
3. As I walked out the door of the seminar today, I was approached by Dolly Gainis, a local dental consultant, who had some of the nicest words of encouragement and gratitude that I have ever received after a seminar. She gave me a big “boost.”
   
4. I love having great boosters on the front row of my seminar. Today I had the best boosters of all; the team of Dr. Debra King at the Atlanta Center for Cosmetic Dentistry. They get it! On the front row all day, eager to learn, attentive, and energetic. They gave me a huge boost all day. I’ll bet they do the same for their patients all day, every day.

So what you have you done to “boost” others today? How do you give your team members a boost? Your patients? Your family?

Everybody needs a boost. Even me!

Thanks for the boost!

Leading with Weakness

This one might seem little counter intuitive at first, but keep reading.

We typically are told to lead from strength, not from weakness. But here is a new perspective on weakness that was illustrated today during our Leading a ToP Team* seminar where dentists and key team members worked together from all over the country.

Here’s the case study…

The two partner doctors in question discovered after taking the Dental Team Assessment profile that they were naturally low in trust. Because of that natural tendency, they constantly check up on team members to whom they have delegated tasks. Team members follow their example by checking on each other. The result is a low trust work environment. Because of the tendency toward low trust, we worked on a new system to naturally build trust into the culture AND satisfy their need for verification and assurance.

We started with a new delegation system where ONE person would accept accountability for a task or outcome. The moment they accept that accountability, they also agree on a date by which they will report back to the team or “account” for their results. A chart that records tasks, the person accountable, and the date by which that person will report back, is hung on the lunch room wall as a reminder to all.

Now, the leaders can let go with the assurance that there is a date in the future when the accountable party will return with an update on the progress of the assigned task. No need to check up, verify, or micro-manage. The person who accepted the task now OWNS it and OWNS the result. The leader’s job is now to help and support the accountable party in anyway needed. But it is the accountable party’s job to ASK for the help when needed. It changes the culture of the office from low trust to high trust because the system is in place to give everyone the assurance that nothing will fall through the cracks. Hence, a weakness -- low trust, has been turned into a strength – a high trust culture.

Weaknesses can naturally be turned into strengths by simply coming up with a system to manage the weakness. The system takes care of the problem.

Can every weakness be turned into a strength with a system? Probably not. But more can be changed than not if you lead with your weaknesses, quit hiding, and start confronting them.

So start taking a look at your weaknesses and come up with the system to turn your weaknesses into a strength and you will be well on your way to Leading a ToP Team!

*Leading a ToP Team is a one-day course designed for ToPS dentists and key team members to provide tools and systems to lead the practice to the ToP. For dates and more information, call 1-877-399-8677.

React or Respond - you choose...

Imagine going to the doctor for a particular ailment. The doctor looks at the symptoms, diagnoses, and prescribes a specific prescription and requests that you return in a week. When you do, upon looking at your condition, the doctors says, “You are having a reaction to the medication.”

So what does that mean? “A reaction.” Probably not something good!

But imagine on your second visit, the doctor says, “you are responding to the medication.” What does that mean? Probably something good!

Every day we have the opportunity to “react” or “respond” to other people, situations or our environment around us. What is the difference?

To “react” is to act before thinking, to come out of emotion. To “respond” is to come from a place of purpose with larger goal in mind.

Here’s an example from my trip across the country this week doing three different seminars from Massachusetts to Las Vegas: During one of my presentations, there was a particular doctor sitting on the back row that spent the first hour and a half talking to the doctor next to him in the middle of the presentation. I guess it had not occurred to him that there was anyone else around him who might have been affected! If his neighbors weren’t distracted, I was! By the third hour he raised his hand and asked a question, the intention of which was clearly NOT to learn or gain clarification, but to challenge the speaker - me! He had gone from being a minor distraction to those around him to being a major distraction to the entire group! And so it was decision time…to “react” to his question or “respond.” What to do? What to say?

Well, it would probably take more time and more space to explain what happened next, but I am grateful to another doctor, Dr. Michael Plous who took the time to thoughtfully pull me aside later to remind me of the power of “responding.” With Dr. Plous’s “response” in mind, here is a conclusion for daily consideration and application.

Every day you encounter people and patients who have their own agenda. There is something that is just not right. Something in what they do or say sets off and alarm in your head and your heart that triggers the desire to “react.” But at what cost? Perhaps the better course would be to “respond” based on the purpose of your practice and what you know is best. “React” and you’ll hand them control and you’ll only make things worse. “Respond” and you’ll stay in control of the interaction and your practice. Easy to say. Hard to do!

Once again, I am brought back to one of my favorite quotes that comes from Viktor Frankl from one of my all time favorite books, Man’s Search for Meaning in which he says,

“Everything can be taken from a man but...the last of the human freedoms - to choose one's attitude in any given set of circumstances, to choose one's own way."

And so there it is, the last of the human freedoms; to respond instead of react.

If you have never read Man’s Search for Meaning, it may be one of the most meaningful books you have every read. It is on my top 10 list or best reads.

Have a great week as you strive to “respond” and stay free!

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!