Exceptional Dental Practice Management

The Beat Goes On

I am very happy right now.  We have a new store called Loft that just opened in Biltmore Park in Asheville.  I love the clothes in that store, they are stylish, as well as comfortable and affordable, so what more could I want?  Well, being me (and by now you know me) I want it all.  When I walk into any place in which I will spend my money, or my time I want the best service and a great atmosphere (culture).  

I get just that every time I enter Loft.  I've been there 3 times in the week or so they've been open. (Hey, I lost some weight so I needed new clothes.  Yes I feel a little guilty going there 3 times in one week, but that's my issue).  Yesterday, I walked in and was greeted by Kris.  He has just the right mix of willingness to help, without walking an inch behind you, loudly asking what size you need.  When you tell him you're just looking he lets you know he's there if you need him, and then he leaves you to it.  Thank you, Kris!  He was responsive when a size needed to be found or a color matched, but he respected my desire to shop in peace.  I noticed that he spent time straightening the clothes and was near enough to be able to respond quickly, but not so close to be considered a stalker.  I found what I wanted easily and went to the register to pay.  There I was greeted by Lindsay who was pleasant and warm as she invited me to return in June for their grand opening celebration.  She was obviously proud to work for Loft and did her best to make it feel like family.  When she had a hard time with my crazy last name, she referred to me as Miss Linda.  I love that about the South, they'll find a way to show respect rather than just assume it's ok to call you by your given name.  

By now you may be asking yourself,

"Ok, nice, you had a good time shopping, but WHAT DOES THIS HAVE TO DO WITH DENTISTRY?"  

EVERYTHING.  The store is brand new and pretty and clean.  You might have a beautiful, state of the art office, but that doesn't guarantee satisfaction or success.  You may provide excellent dentistry, but that doesn't guarantee anything either.  Both are foundations that must be there to set the stage for success, but they are just the beginning.

To have true success in a store like Loft or a dental practice, or any business for that matter, you must have the right people creating a fantastic culture.  They have to "get it".  When a patient walks into your office, someone must be waiting to greet them and make them feel welcome, like Kris did when I entered Loft.  It was almost as if he'd been expecting me.  We have an advantage, we are expecting our patients and we know their names.  Many times I've walked into a healthcare office and walked up to the front desk only to be waved toward the waiting room by the receptionist and have her index finger thumped on a piece of paper on a clipboard to indicate I should sign in while she finished her conversation with her husband about what he wants for dinner tonight ("and why should I have to do all the cooking since you're the one who gets home first, and I am going to teach our son to cook so he'll be a good husband and no, I'm not saying you're not a good husband but I do wish I'd married someone who cooked...yada, yada, yada.")  Patients deserve to be greeted warmly and personally.  Do you think that's happening in your office?  Are you sure?  It is your responsibility to make sure, don't just assume.  

The culture is a feeling, a vibe; it moves like a living thing through every nook and cranny and it's there whether it's good or bad, and  everyone feels it.  The front desk is the first drumbeat the patient hears and feels so let her know how important that part of her job is.  Every single member of the staff, including the dentist must pick up the beat.  Every step the patient makes further into the office must feel as good as the first one.  The staff and dentist must convey a sense of pride about what they do, how they do it and how it turns out.  They should brag about each other to the patient.  "Dr. Morgan is just great to work for, do you know he sent us all to the spa for the day last week?"  "You'll love Julie!  All our patients say their teeth have never felt so clean after she works on them!"  "Annette is such a great person to work with, she's always fun and easy-going."  "We are so happy that Brooke joined our staff.  She is always so willing to help everyone!"  When patients see that everyone likes each other it helps them relax because there is less tension in the office. Continue to keep the beat going when the treatment is complete by walking the patient to the front desk and telling them how much you enjoyed seeing them.  If they had more extensive treatment, call them at the end of the day to see how they are doing.  Do everything you can to keep the beat in their head long after treatment ends.  That's what drives them to let others know just how great you are, just like Kris and Lindsay inspired me to write this blog.  People want to share experiences that impress them and make them feel good.

And the beat goes on.

Losing Through Complacency

"When a great team loses through complacency, it will constantly search for new and more intricate explanations to explain away defeat."  ~Pat Riley

First let's talk about losing through complacency.  Sometimes you can have a team that works hard to reach their goals and at some point they make it.  Everyone feels pretty good about how far they've come, but no one remembers to set new goals.  You may think, "Well, everybody needs a break.  We have to relax and enjoy the reward of all our hard work." That's fine, as long as complacency doesn't set in.  Good enough feels good enough for most people, but after a while it's not enough anymore and no one notices.  When you finally realize that it's time to keep moving forward you may have a hard time motivating anyone.  

Very few people work harder, or think innovatively, just for the satisfaction of it.  Most need a nudge, a carrot dangled, or the worry of personal loss.  Over the years I've noticed that there is no way to attach an expectation of performance to any age range, geographic origin, or level of experience.  I've seen people who've been in the profession for decades who are still on fire with ideas and enthusiasm, while the friend they started out with is just riding that final wave into the beach.  I've seen brand new employees come in every day ready to learn and improve while other newbies could care less, they just want that paycheck.  As far as Yankee work ethic beating out some slow, laid-back Southern drawler, that ain't happening either.  Lazy is lazy, no matter where it comes from, the accent may be different, but it is what it is.

Motivation generally starts from inside a person.  It can be reinforced by good raising, rewards and praise, but it has to be part of a person's character.  That's why it's important to try to find out how people think about work before you ever hire them, but anyone who has done any hiring knows, the person who shows up for work can be very different from the one you interviewed.  Read my last few posts and you'll know what to do when that happens.  

Complacency makes people lazy, there's no other way to think about it.  Complacency is allowed by a complacent manager or owner.  Once it sets in, it's hard to reverse, because someone has to wake up and realize there's a problem to begin with.  It makes people work harder at making up excuses when things go wrong, than they do at fixing, or preventing them.  It's insidious and once it infects your practice it can ooze very silently and extensively through your office.  You are the solution.  Have a staff meeting to address it and don't let the excuses begin, or you'll be right back where you started.  Be open and honest about your own responsibility for it and let everyone know that there will be new goals and ask them to find new energy to get moving again.  Next time remember; you have to keep setting your goals and expectations out a little farther as you come close to reach the ones you previously set.

The Light Of Heaven

The intellect of the wise is like glass; it admits the light of heaven and reflects it.  ~Augustus Haire~

We've talked about employees whose mental capacity, or lack thereof, just don't work in a dental practice.  I've saved the best for last.  Let's talk about the person whose intellect makes the workplace a heaven on earth because of the peace and light she brings with her (or him).

A wise employee knows the following equation: information shared is information squared.  When you share what you know, help someone else look good, or help out without worrying what's in it for you, everyone increases.  

This is the employee who does whatever she does for the right reasons, to help make things better.  Her goal is for the success of the practice and the welfare of the patient and her co-workers.  She goes about her business without the need for applause or fanfare.  Funny enough, that is what the employee who is too smart for her own good is looking for, and will rarely find, yet this unassuming person will win the respect and goodwill of others without ever pursuing it.

This employee makes everyone feel good when they are around her and draws others to herself.  She deflects praise and directs it to others.  My friend Julie works in another practice in town and she is a shining example of this.  She exudes love and goodwill.  She means it and you can feel it.  She inspires confidence in herself and the practice she works in.  The light of heaven truly is exhibited in her demeanor, her words, her actions and her countenance.  If she left her job she'd have multiple offers as soon as the news that she was available got out.  Everyone wants this kind of employee, but they are rare and rarely available.

This type of employee has an intelligence that can not be taught.  It is character and integrity that make them special.  Decency and self-knowledge give them confidence, and that confidence guides them to intelligent actions and decisions.  It makes them treat others so well that they build them up too, inspiring them to their own confidence and improved performance.  It's a wonderful ripple effect.

This is the kind of person you want to surround yourself with.  This why you don't tolerate negativity and insolence.  You make your practice able to support this type of goodness by eliminating the things that will discourage or repel it.  As a manager, that's your goal and that's your job.

 

And Then There's: Too Smart For Your Own Good

An intelligent person is never afraid or ashamed to find errors in his understanding of things. ~Bryant H. McGill~

So, last time we talked about stupidity and you wouldn't believe how many times I just typed stupidity until I got it right!  It is right, isn't it?  Now, I guess we realize we're all a little stupid sometimes.  There's stupid for love, stupid drunk, stupid for stupid's sake and just downright stupid. There's nice, but stupid, sweetly stupid, and too stupid to know they're stupid.  Hopefully, I've helped you establish a game plan to deal with all the different varieties of stupid there are.

Sometimes there's something even worse.  Something more damaging, tenacious, and obnoxious than stupid.  It's "Being too smart for your own good."  You know what I'm talking about, but just in case, this is how it looks and feels.  Snarky, smirky, smug.  It's eye-rolling.  It's "Duh!", "Let me explain it to you in a way you can understand.."  "Are you serious, do you realllly do that?"  It points out faults in others and makes excuses for faults in self.  It blames, chastises, gossips and is basically ignorant.  It never learns.  It's bossy and unrepentant.  It's horrible to be around and doesn't see how ugly it is.  It thinks it's perfect.  It has no idea how unintelligent it seems to everyone else.  Worst of all it's a waste of any actual intelligence that happens to be there.

It comes from insecurity, low self-esteem, conceit, lack of compassion and ignorance about the way people and the world work.  It may have been beaten into a person.  It may result from constantly being praised without merit.  In some cases, I suppose it's innate.  But...in the dental practice it's damaging, disruptive, discouraging and as a manager, you have to dismantle it if at all possible, (which it usually isn't because the person with these issues probably needs therapy and if you start to think you're a therapist, you have your own delusions of grandeur and may think about investing in some therapy yourself.  Having said that, who do I think I am giving all this advice...?)  If you can't get through quickly and effectively, then it's not a workable situation so don't prolong everyone else's agony.  Again, as in the case of unmitigated, negative stupidity; smugness about one's intelligence can cause a world of hurt in the small environment of a dental practice. (in my own defense, ignorance about punctuation doesn't count because I'll admit I get it wrong a lot and it's really hard, especially when it comes to semi-colons!  If anyone can tell me if I use them right, I'm all ears.)

When you work in a small, often stressful environment, it is imperative to work together, to support each other's weaknesses and applaud each other's strengths.  The last two examples I've given regarding stupidity and being too smart work against that.  Deal with it.  Either way the vibe can be felt in the air.  My friend Kathy, recently said that her husband's practice gained a new patient because the former practice felt negative and stressful, while Kathy's husband's practice felt happy and welcoming.  What gave each practice it's vibe?  The employees and the dentist.  You can't buy that vibe, you can only practice it.  You can manage it by making sure you have the right people in your practice and weed out the ones that just shouldn't be htere. Sure, you feel bad letting someone go, but think about it, did they feel bad making everyone around them tense, aggravated or miserable?  See, it's not your problem unless you choose to keep it and make it your's.

Whatcha Gonna Do About It?

“Two things are infinite: the universe and human stupidity; and I'm not sure about the universe.” 
~Albert Einstein~

Ok, so I got your attention, but how many of you shook your head in agreement regarding human stupidity.  Let's face it, we're all a little stupid now and then; some more often than others and a few on a daily basis.  Whatcha gonna do about it?

As for life in general, we can just expect it.  You're going to meet someone who behaves stupidly every day, and you may just meet yourself along the way.  Sometimes I do things that appall me. (example: I just had to look up the spelling of appall because it looked weird when I typed it, but I was right! WooHoo)  Actually the stupidist thing I did lately was jump into an elevator to try to press the "door open" button for a lady with a stroller and ended up pushing the "door close" button and then throwing myself between the doors to stop them rather than pushing the right button.  You should have seen her expression.  It basically said, "This woman is a lunatic."  (I've seen that expression on people's faces more times than I care to admit) My point is, stupid happens in the world and you just have to deal with it as best you can.

The dental office is different when it comes to stupid.  Stupid can hurt people, cost the practice money, and add a lot of frustration to a workplace that carries it's own share of inherent stress.  The problem is, a lot of times people who behave, or think in ways that we perceive as stupid are also kind-hearted, trust-worthy, gentle and hard-working.  Then, there are the others who are lazy, selfish, dull, or just don't care.  Sorting the wheat from the chaff is your job as a manager.  Once you've decided that an employee is a wonderful person, but just lacks certain decision-making skills, you can try to help them find a way to work around their deficiencies.  It starts with sitting down and being gently, but firmly honest about their strengths and weaknesses; in other words, the dreaded performance review.

Set your review up so that you can really highlight their strengths first, but can also work those strengths into solutions, or tools to build up their weaknesses.  If possible, try to assign them duties that will put their strengths to use more frequently and take them away from areas in which their weaknesses cause problems.  

Accept the fact that most people, including yourself, are not good at everything.  If you have an employee that is not comfortable making decisions, you may be able to give her information that gives her steps to take in making a decision, but if fear of failure or reproach are her underlying issues, your brilliant decison- making steps sheet is not going to help.  Instead, address the underlying issues.  Role-play at staff meetings and let her see that if she makes a poor decision you will not scream at her, embarrass her or ridicule her.  If all else fails, maybe you can console yourself with the fact that you won't have to worry about her making her own rules, or doing things that constantly have to be undone. Identify the underlying issues that cause an otherwise wonderful person to perform poorly and you may have a diamond under all that dust.  Their heart makes them brilliant.  You just have to place them in a light that makes them shine.

Now, if you have someone who is lazy, selfish, dull and uncaring, ask yourself this: "Why do I keep someone on staff who is lazy, selfish, dull and uncaring?"  "Does that make me kind of stupid?"  The answer: "On some level, Yes."  You may take offense and think, "I'm not stupid, I'm just a nice person.  I see the best in everyone.  I think everyone has potential."  If it feels better, than go ahead and keep telling yourself that, but it will be at the risk of watching the good, kind-hearted, caring employees walk out the door.  Nothing clears a practice of good employees faster than the tolerance of poor employees.  A friend once told me, "People will sink to the level of the lowest common denominator to keep the peace."  I would add, "Or they'll leave."   With this type of employee, their attitude makes them stupid.  They may be pretty smart on paper, but what's in their heart makes them stupid.

It's not hard to tell the difference between the employee who has some weaknesses that cause her to perform in ways that could be construed as stupid and one whose cruddy attitude makes them stupid.  If you can't figure it out, maybe you're the one we should be worried about. Sooner or later, ignoring either type of employee just to avoid the discomfort that will accompany dealing with it will come home to bite you.  So, whatcha gonna do about it?

 

Check out this great blog by Nomi Waters. I've been slacking off, but she's not. Don't worry, "I'll be back." ~The Terminator~

http://nomiwaters.com/

Painstaking Excellence

"All labor that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence."

~Martin Luther King, Jr.~

Once you've read the above quote, read it again and put the emphasis on the word all.  Many times it's easy to see the dignity and importance in the work the dentist does in a dental practice.  He's gone to school for years and he is taking care of his patient so that they feel better and live healthier.  It's the same with the hygienist.  She is performing a valuable service that contibutes to her patients good health and she has a license hanging on the wall.  The dental assistant is a valuable asset to the dentist and keeps his day moving along efficiently.  The front desk assistant keeps the schedule full and is the first impression patients receive about the practice.  There are other support people who clean rooms, service equipment, deliver lab cases, order supplies, clean the office, etc.

At some point, some people assign more importance to what one or more of the people I've mentioned above do over what the others contribute.  It's not always a case of someone looking down on others, but often a matter of someone feeling less than or beneath their co-workers.  That is why I'm putting the emphasis on the word all.  We have to see what we contribute to patient care in a bigger picture. We have to see what everyone contributes as important to our success as a team.  In our office we often hire someone who's job it is to clean and set-up rooms.  When this person is efficient, with excellent attention to detail, not only does it help us stay on time, it gives us a sense of confidence that the room is clean beyond reproach and that everything needed for our procedure will be there.  This greatly contributes to the patient's overall experience and their level of confidence in our practice.  

At one point, the person in that position moved away and we asked our front desk assistant to help out as much as she could.  The rest of the staff shared the extra work as well.  Over a bit of time, our normally pleasant and cooperative front desk assitant began to have a change in her demeanor and attitude.  She became quiet and touchy and began acting out.  When I asked her what was wrong, she denied there was a problem.  She responded the same way when I asked if something about helping with room clean up bothered her.  Her behavior continued to deteriorate until one day she blew up and told me that we had her doing all the "crap work."  I explained the importance to the rest of the team and the patient of the work she was doing, but she could not see it.  To her it was beneath her.  Before long she was no longer a part of our team.  Her reaction to doing the work had a dramatic effect on the vibe of our practice.  The tension that exuded from her was palpable and difficult to understand because she had always been very mild, and almost silly.  The tension caused distraction and made it hard to concentrate on the work we were doing.  Once she left, everyone picked up a little more extra work until we hired a new employee.  Even though everyone was handling a much heavier workload, we all knew it was temporary and didn't resent it, so the vibe returned to normal.

When the person in that and in any position understands the importance and value of their work they can take pride in doing a good job. We all have to remember that everyone affectss everyone else, therefore we are all important to the practice, from the mailman to the lady who comes in once everyone has gone home to vacuum, and clean the office.  Can you imagine what it would be like if any one of them stopped what they were doing for us?  Positive feedback and appreciation lets everyone know that what they do is valued and appreciated.  Then they can be happy in their work rather than resentful or discouraged.  It eliminates jealousy It helps keep the culture or vibe in a practice calm, relaxed and happy.

How Do You Inspire Anyone?

"The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires."   ~William Arthur Ward~

Every now and then, a business is so great that I'm compelled to write about it here.  In the past I've written about The Hair Gallery, 131 Main, Rabbit and Company, etc.  The common denominator that makes these businesses so impressive?  The people who work there.  They are always friendly, professional, upbeat and have great customer service skills.  It's the no-fail combination for success.  

The business that has driven me to my laptop on this cold Saturday is my new gym, Totally New You Fitness.  I first heard about this gym from a patient who raved about the workout and the people who taught there.  At the time I was already paying for the YMCA and a kickboxing gym.  I really couldn't see how I could fit another gym into my schedule, neverless afford one.  He encouraged me to at least go for a no-fee consultation and meet the trainer.  That was all it took to get me hooked.

When I showed up I met Kym Roberts who is a friendly, upbeat, fun, smart, intelligent woman.  She told me about the program and took me through an easy workout to see where I was in my fitness level.  She described the type of workouts I'd be doing and the atmosphere of the gym.  Of course, being me, I signed up.  That meant paying for a kickboxing gym for 3 more months that I was pretty sure I wasn't going to use anymore and I so glad I did.

 Kym inspired me to stretch my budget with her personality, attitude and knowledge.  She made me want to be there.  That's your first clue for why this has anything to do with a dental practice.  Do you and your staff make your patients want to be there?  Believe me, these workouts are not a piece of cake, they're tough, you have to want to go through them.  Dental treatment is not always a piece of cake either, so you have to do something to make patients want to be there.

I've been going to Totally New You for about 6 weeks now and I can see that I'm getting fitter and stronger.  Kym, the owner David Hoffmaster, and Holly all encourage us to work harder, try more and always, to squeeze our butts tighter and pull our tummies in.  They're serious, but they always keep it fun.  They love what they do and it shows.  David, Kym and Holly are good people and you can feel it.  They are naturally easy to be around.  That's your second take away from this; are you and your staff natural and easy to be around.  Do patients feel that you care and that they can ask you any questions they may have without worrying about upsetting or insulting you?

Here's what really impresses me about them.  They remember every detail of everyone's workout.  They remember what weight you were lifting the last time you worked out (and they're not walking around with clipboards).  They pay attention to detail (if I hear David say "Everything is in plank" one more time I am sure I'll wake up in plank in the morning).  They bring in humor; Kym is the most easy-going person I've ever met, yet she delights in walking around with a stick and poking butts and tummies to see if they're tight.  Like David, she has a favorite phrase, "Crack a walnut", meaning you should be able to crack a walnut with your butt.  That could come in handy at a party.  Finally, they know what all of us can do and they push us to do the next little bit more.  They have our backs while we do it. They are patient with the ones who need to go slower, but supportive of people who want to keep improving faster as long as it's not dangerous. The other day I wanted to add weight for an overhead press.  I had already done 24 presses at 40 and 50 lbs. and was going to do my final set at 65 lbs.  When I did my first press I knew it was hard and at my limit.  I did two more and then attempted a fourth.  When I got it over my head I started to wobble and before I could panic Kym was grabbing the bar and steadying me.  Once I racked it I turned and said "I didn't even know you were behind me."  Kym just looked at me and said, "Of course I was."  That said it all.  I know she'll push me, but she'll be right there with me.  When you're doing something incorrectly they all notice and work with you to get it right.  When you're doing it right, they cheer you on and it feels great because you know they're not giving false praise...you've earned it!  Do you pay attention to what is happening in your patient's lives?  Do you make notes on their charts so you can ask them about it the next time they come in?  Is your concern real, or just for the hour they are with you?

That's what you want in your practice.  That's how you inspire your staff to be the best they can be.  So much modern psychology makes us shy away from having expectations for people, from pushing them to work harder, or to set performance standards.  It doesn't help anyone.  When people push you to be your best with a supportive, caring attitude, it makes you want to partner with them in achieving what they know you can do.  It makes you believe in yourself and your abilities. When you give correction with concern, they don't feel belittled.  When you praise appropriately, for true progress and performance, you build people up. The people at Totally New You make me want to work harder.  They inspire me with their attitudes, their personalities and their genuine concern.  You can do that for your staff and you will have the results you've always wanted.

That's how you inspire anyone.

What's Next?

"Change is the essence of life.  It is the goal of all psychotherapeutic conversation.  In order for the process to proceed, however, it must move beyond simple complaint."   ~Gordon Livingston, M.D.~

If you're a regular reader of this blog, you may be wondering where I've been for the last two months.  I've been dating.  It's been fun so far.  Change has been thrust upon me and I've decided to go through the door that opened when the other one closed and it's going to be an interesting journey into a new life, but I have high hopes.  I've met some really nice people and some that were not so nice, learned a lot about myself, had my heart bruised again, gotten confused now and then, cried, laughed, felt doubtful, and felt proud of myself, and there's more to come.  We can't always choose the circumstances we're presented with, but we can sure choose how to react and respond to them.  That choice makes all the difference in how your life will be.  

Let's take this into your work life.  Is it what you want it to be?  Are you happy?  Do you enjoy your day and leave work without unfinished issues, stress or unpleasantness and go home and enjoy your personal life?  If the answer is yes; you're doing it right.  If the answer is no; why are you choosing to let whatever is happening rob you of your happiness?  

Many times we tell ourselves that there is nothing we can do.  It's the economy, our staff is hopeless, our boss is crazy, the patients drive us nuts, etc.  Spare me.  It's you.  You are choosing to keep doing the same thing that you always do and you're getting the same result you always get.  And you're complaining and hating every minute of it.

Yes, the economy is tough, but are you changing anything about the way you run your practice to help yourself survive?  You can only survive if you help your patients find ways to understand the treatment they need, so they can want it.  Once they understand and want it, you have to help them see how they can afford it in your office.  Make it possible and they will accept the treatment they want.

So, your staff is hopeless?  Why?  Yes, it's hard to find great team members.  It's up to you to identify quality staff members, train them, make corrections where needed, praise, reward and reinforce when warranted and make them feel like they are an essential part of the success of the practice.

Oh, it's your boss that's the problem?  Did you ever ask her what's wrong?  Did you ever show interest in the state of the practice or you like a kid in the backseat of the car asking "Are we there yet?"  Do you come up with ideas to improve processes, save resources, and improve patient service? Do you take initiative and help other staff members succeed?  If you do all that and your boss is still an ogre, why are you still there?  It's not worth being miserable.  I'd urge you to actively seek something better for yourself.

Patients drive you nuts?  Sometimes they will.  As much as possible, try to find something good about them.  Try to see it as a challenge to make the grouchy ones smile, the nervous ones calm down, and the ones with horrible home care do a little better.  That's why they call it work.  

I could go on all day, but I'm hoping you can see for yourself that you have a choice, maybe you just never noticed that you do.  Here's my challenge to you: tomorrow, instead of dreading the things you usually dread; look at them as opportunities to change your attitude, your way of thinking, your way of behaving, and ultimately your level of happiness and your life in general.  

Happiness is not acheived with chemicals, medications, a lifetime of therapy, or by winning the lottery.  It's acheived by changing the way you think and react.  You had the power all along.  Use it.

 

7 Levels of Intimacy At Work

Matthew Kelly, a popular Catholic writer and speaker, speaks about the 7 levels of intimacy in relationships.  I was at a meeting this morning at church and began wondering how this idea could be applied to relationships in the workplace. The 7 levels are:

1.  Cliche' - this is basically the relationship in which one person says, "Hi, how are you?" and the other replies, "Good, thanks." and the conversation is over.  Very basic and superficial.

2.  Facts - This one goes a tiny bit further.  The reply to "How are you?" will include a few more details such as, "Oh, I'm good, working hard, leaving for vacation next week." Pleasant, but still not much more than a passing comment.

3.  Opinions - In this relationship a person will give their opinion and listen to the other person's opinion without really trying to understand why they feel the way they do. They may even just try to tell them why they should feel the same way they do.

4.  Hopes and Dreams - There's a bit more trust in this one and the people involved will share what they want and hope for in life.

5.  Feelings - Now the people in this relationship have enough trust in each other to express their real feelings about how things are between them and about other people and circumstances in their lives.

6.  Legitimate Needs - Here people can express what they need and ask for it and may even care enough to ask the other person what they need from them.

7.  Faults, fears and failures - This is the most vulnerable level of intimacy.  It's the level that all the other levels have built up to, culminating in trust and inter-dependance.

In our meeting, the final question was, "What level have you reached with God?" Now, there's something to think about if you are so inclined. For the purpose of this blog, I'm asking you, "What level have you reached in your relationships in your practice; with your staff and with your patients?  How far do you really want to go?  What would reaching level 7 mean for you and your practice?

I would venture to guess that most people have at least gotten to level 3. You may even wish you'd stayed at level 2 so that you didn't have to listen to all the various opinions of your staff members.  In my opinion, the problem with staying at level 3 is this, the opinions become annoying because no one cares enough to express the hopes and dreams that would help others understand where the opinions are coming from. 

So, let's say you move up a level and begin sharing your hopes and dreams.  That could be an awesome staff meeting in itself and would surely offer a few eye, and possibly, heart-opening surprises. It will only work if you let your staff in on the 7 levels though, so that they understand you're not just being nosy or weird.  You can't just ask everyone to share their hopes and dreams and then just drop it there either, they'll feel used and end up resenting it and clamming up next time you try to do something like this. You will have to commit to moving on to level 5 and sharing and hearing their feelings. Ok, I know some of you are horrified at the thought and thinking, "Well, now she's lost it.  This is too touchy-feely and I don't want to do it.  It's just work, who needs it?"  Well, that's fine, you can stay at level 3, but you'll be missing out.  If you go through level 5, you'll begin to build a culture of trust, cooperation, and shared mission.  Who would want that?  

At this point, you may be as far as you want to go. Everyone is working together well, people care more, they are beginning to share your vision.  Life is better.  But, don't you wonder where climbing to those last two levels might just take you?  Do you really want to stop short of the pinnacle?  I didn't think so.  Level 6 may make things a little uncomfortable. This is where people start asking for what they need.  You may not like to hear that your hygienists need 10 more minutes per patient to do the job right.  You may hate to hear your assistant say that one more staff member would make everything go smoother.  But, here's the thing, you get to ask for what you need, too.  You can ask your staff to share in your dreams for your practice.  You can ask them to treat your patients the way you want them to.  You can ask for dedication, willingness, and you can ask them to take responsibility for the success of the practice.  You can feel the groundswell of the building commitment to a shared cause and that's what inspires and drives success.

You may wonder, if we have all that, why should we bother with level 7?  Really, who wants to talk about their faults, their fears, and their failures?  What purpose does it serve?  It levels us.  It makes us all human to each other.  It connects us in a way the other levels can't. It sustains the success that was so hard-earned.  It brings us back together when we fail at one of the other levels.  We remember what was shared and we feel for the others when they are struggling, or causing us to struggle. It makes it all work and it makes it all real.

 

So, What Happens When It Just Doesn't Work?

Over the years, I've seen my fair share of new employees who just don't work well with our practice. Of course, the first reaction on either side is to blame the other for whatever caused things to fail. That's just human nature, no one wants to be at fault. The only problem with that reaction is that it prevents, or at least postpones us from taking a good look at our role in whatever caused the problem.

More and more I find that new employees want to come into the practice and show us that they "know everything" already. I do understand that they "knew everything" at the practice they worked in previously. I do think that they are trying to impress us with what they know. I do everything I can to let them know before they ever start that we will want them to learn to do things our way. That seems to be the point at which stubborness sets in, on both of our parts.  In the rare instance, it's the place where a willingness to learn shines through and my joy in teaching ignites. It's the place where we get our first glimpse of heaven or hell.

Now, you may be expecting me to blame the descent into hell on the new employee. Ok, I will.  No, only kidding, I realize that I play a devilish role in the misery, too. Let's face it, everyone wants to be right all the time, and no one is.  We all see things from our perspective and rarely take the time to see the other's point of view.  And that's where you're both wrong. The real issue is that each person knows where they're coming from, but they don't take the time to calmly explain it and the other person doesn't bother to look past the surface.

The other problem is the emotions involved. The manager wants to see the employee do things the way she wants them done. Period. At the beginning of a new employment situation, that's what matters and anything less is disappointing, frustrating and possibly seen as a warning sign of things to come. That immediately pushes the manager back a few steps and the negatives come into focus while the positives begin to blur. The employee may feel that she has to keep pushing her agenda and can become super-sensitive to any critical feedback, increasing the manager's frustration. Once that tornado touches down, all hell can surely break loose, and often does.

At this point the communication is shutting down and any talking that happens tends to come in the form of accusations and recriminations. It's a shame, because it's really just about people trying to get what they want and need. They're just going about it the wrong way. I don't think any new employee begins a job with sinister intentions and I don't think any manager is just dying to make someone's life miserable.

The answer is communication. Be clear, be consistent and be open to the other person's point of view.  It still might not be a match made in heaven, but it doesn't have to get crazy either. In the end, you have a position that needs to be filled, and the trick is to find an employee that is willing to be open to training, the way you want to do it and who believes there is still something she can learn. Try to keep the emotion out of it and take it one day at a time.

True Grace

“The quality of mercy is not strained; It droppeth as the gentle rain from heaven Upon the place beneath. It is twice blessed- It blesseth him that gives, and him that takes.”    ~William Shakespeare~

In the last few posts I talked about what it takes to be a good candidate for employment.  Today I want to tell you about a wonderful boss.  It happens to be my boss, Dr. Nigel Morgan.  The main thing that makes Dr. Morgan a great boss is his ability to see the good and the specialness in everyone.  I noticed this quality in him very early in our working relationship when he patiently listened to an irate, older patient who was unfairly blaming him for something someone else did. He listened patiently and worked with her to come to a satisfactory solution. As I watched, I realized that I would have been hard pressed to feel as much equanimity as he seemed to be feeling. His attitude made a big impression on me.

About a year ago, I made the worst mistake of my dental assisting career.  I recemented two provisional crowns with permanent cement.  At first, I just thought the temporaries were just really hard to get off.  Dr. Morgan came in and tried, but they wouldn't budge.  As he tried to cut them off it began to be obvious that there was a problem and he said, "This seems like permanent cement.  The longer he drilled the worse my horror grew as I began to accept the fact that he was right. He basically had to prep the temps off and re-prep the teeth. I was dying and he just kept his even temperment. When we were done I apologized profusely. It was obvious that I was very upset by my mistake and Dr. Morgan just said, "It's ok, you've never done anything like that before, everyone makes mistakes." He said it with a kind look on his face, rather than hissing it through gritted teeth. It was a mercy given for the benefit of another with no need for self-satisfaction.

Today, I was grateful to have had the example he set a year ago.  One of our hygienists came to me and was obviously upset. She said she'd done something really bad. I asked her what and could see she didn't want to tell me. Finally, she said she'd realized she'd just recemented a temporary on her mother with permanent cement.  Her mother has very limited opening and is difficult to work on.  Just the thought of having to prep off that temp was enough to make me go right into the death act. Instead, I looked at the distress on her face and remembered how kind Dr. Morgan had been to me when I'd done the very same thing. I wanted to be as kind to her as he'd been to me. I just said, "Well, I know how you feel, I've been there myself.  We'll just have to have her come in so we can take it off." I could see she would continue to beat herself up for a good part of the afternoon, she didn't need anything but mercy from me. As a result, the day went on without misery and we all went home happy.

Think back over the past week.  Were there times when you could have shown mercy, but gave into the anger of the moment?  How did you feel once you calmed down? The next time you feel like reacting in an angry way, stop yourself. Picture the result of that compared to what the result would be if you reacted with mercy. The ability to consider the good of another when you find yourself in a stressful situation is the definition of true grace.

How To Win The Job

So, I vented a little, maybe, the other day. I know, but I have to let it out once in a while,no? Now I'm back with the good side of interviewing and hiring. I'm going to tell you what you can do to impress and win the job you want. It starts with giving the prospective employer what they are telling you they want.

The cover letter and resume are the first impression you will make on an employer. Go online and find a professional looking template, use an easy to read font and never, ever forget to employ spell check. Make sure your cover letter is specific to the job for which you are applying. Go back and read the posting and ask yourself, "What are they looking for in an employee?" Now, use your cover letter to let the poster know why you are the person who will deliver what they are looking for, what you will bring to the business, and why you want to work for them. Be careful to come across as confident, but not conceited, assertive, but not aggressive, and professional, but not uptight. The resume should begin with your most recent employment and you should list your job responsibilities, salary, and reason for leaving. List your education, associations, awards, interests and any other pertinent information that will help the employer know what you will bring to the position.  Also include good references such as former employers, teachers and co-workers. For extra points, include letters of reference from former employers; they make a big impression.

A great cover letter and resume will most likely result in a phone call, so let's think about your phone. If your ringtone is Fat Bottomed Girls, please change it to a simple, non-offensive ring. You don't know what kind of music the caller loves or hates, and wouldn't it be a shame to have a strike against you before you even answer?  Which leads me to: be polite when you answer the phone.  Don't say, "Yeah?" Instead, use a well-modulated, upbeat voice and just say "Hello."  When someone asks to speak to you, respond, "Yes, this is ______."  When the caller identifies herself as a potential employer sound pleased to hear from her and be forthcoming with your responses. Listen to clues as to what she is looking for and be honest in your responses. Don't use slang, don't say "Ain't." If offered an interview, respond with pleasure and ask if there is anything that she would like you to bring that you have not already included in your resume.  Ask for the address and Mapquest it, don't make the caller spend time giving you directions and waiting for you to write them down.  Also ask for the best phone number to call in case there is any hold-up with traffic.

Now, do your homework.  Get your map and if you're not sure exactly where the office is, take a ride and find out. Google the Dr's name and if he has a website, visit it and take notes. Does the practice cater to anxious patients, does the Dr. use Cerec, promote an amalgam-free practice, accept insurance, etc.? Look at the Dr. and staff bios and find interests you have in common with them. Now, think about yourself. How would you describe yourself to someone you've never met, that has nothing they can do for you? How would your friends describe you if they knew you'd never know what they said? What would people say at your funeral? (Sorry,that's morbid). What do you like to do in your free time? What's your all-time favorite movie? Actor? Singer? Book? What famous person, dead or alive, would you most like to have lunch with? What would you ask them? How do you handle stress, anger, questions you don't know the answer to, criticism, a difficult boss, a gossipy co-worker? Do all this and you will be ahead of the crowd at the interview because these are all popular interview questions. 

Ok, it's time to get ready to go to the interview. Dress like you would to go to church, if you don't attend church, wear what you think you'd wear if you did.  I prefer black dress pants and a nice blouse. Don't wear something too low cut, if the dentist is a decent guy, you'll probably make him feel awkward and if a woman interviews you, she'll just think it's inappropriate. Besides, you want them to think about you, not your chest. If you have pets, make sure you use one of those sticky roller things. Also make sure your clothes are wrinkle and stain free.  I assume that your uniform will only look as neat as what you wear to the interview. Leave 10 minutes earlier than you think you have to, you can always drive around the block and one of my favorite sayings is, "On time is 5 minutes early." Turn off your cell phone before you enter the office.  Turn it all the way off, don't leave it on vibrate. When you arrive introduce yourself to the receptionist, smile warmly and shake her hand and compliment the attractiveness of the waiting room.

Once you are in the interview try to relax and give them a good impression of what it would be like to be around you all day. Don't chew gum. It's ok to pause a few seconds before answering a question, but don't panic or say, "I don't know." Don't look like you think a question is stupid, and don't complain about how long the application was or how long the interview is taking.  Be interested in the practice and the interviewer's questions. Be yourself.  Have some questions ready to ask about the practice, the position, the other staff, the patient's and the dentist. Don't ask about pay or benefits until the end of the interview. As the interview winds up, ask what the next step in the process will be, tell the interviewer how impressed you are with the practice and why you'd love to work there. Thank her for her time and say goodby to the receptionist on the way out.

Once you get home, email the interviewer and re-state how much you enjoyed your time in the office and thank her for her time. Tell her you look forward to hearing from her. Follow up with a hand written note on plain, cream colored, good stock stationary. If you haven't heard anything in a week, call the office to ask if they've made a decision. If not, re-state your interest in working there. I once was hired based on doing just that.

You are going to get that job.

How To Interview Yourself Out Of A Job

It seems like a lot of people are taking this cat's advice these days.  I have ceased to be amazed at what people will do and say in a job interview. That is, if they ever make it to the interview. When I place an ad I always request a cover letter, a resume and references.  That's where we'll start.  Pay attention to the ad and give the person what they are asking for. I rarely get a cover letter with the resume and often, when I do, the person has not bothered to change the cover letter to fit the job for which they're applying. When I post a dental assiting position and get a cover letter that reads, "My career goal is to create a successful career in the banking industry...", I have to wonder what the applicant is thinking. Why would I waste time interviewing someone who's ultimate goal is to do something else?

And what's with the reluctance to provide references? Is it some kind of power play or something? I hate to read "references provided upon request". Why do I have to request them? Actually, I already did, in my job posting. Do you mean to make me beg for them? Speaking of references, try to make them worth my dime. I don't want to call your best friend, or your sister. I want to call someone who supervised you, someone who taught you, and someone who worked with you. If you want to add your best friend in with that crew, I'll take it, it will give me an idea of the kind of people you like to hang around with.

If you provide me with what I asked for in my posting, and you used spell check and didn't mess up the grammar with words like "ain't" or phrases like, "I don't got any experience, but people say I learn real fast"; your email address isn't something like "hotandsexybunny@hotmail.com; your paper isn't food stained and doesn't smell like cigarettes; I'll probably call you.

Here's the next hurdle, answer your phone like a human being. Don't have Fat Bottom Girls as your ringback. Say hello in a pleasant tone. When you hear it's someone calling you about a job you applied for, sound happy about it. Here's how one of these calls went the other day: After I enjoyed listening to the aforementioned Fat Bottom Girls tune, the applicant answered the phone,

"Yeah". 

Hmph. "Hello, may I speak to Janie?"

"Yeah".

"Is this Janie?"

"Yeah".

Ok, one last chance. "I'm Linda, I'm calling about a job posting you responded to."

"Yeah".

"We are looking for someone who can communicate with our patients intelligently and pleasantly. You've just disqualified yourself from consideration because of the way you answered your phone. I'm sorry."

"Oh, ok."

Are you kidding me? I wish that was a joke, but this is not the first time that's happened. At least I didn't have to put myself through actually sitting across from this person, but I just don't get it. I thought there was a shortage of jobs. 

So, if you make it in for an in-person interview, I'm going to have a lengthy questionairre for you to fill out. I want to know your strengths and weaknesses, how you react under pressure, what your pet peeves are, what you love about your career, basically who you are, what you'll bring to the job, and what it will be like to spend the day with you. Use your head. Don't tell me that nothing bothers you, I've yet to hire a saint. Be honest and let me see who you are. On the other hand, don't be foolish about it. I asked one applicant what her favorite book is. Her response? "Well, I like Harry Potter, but my boyfriend is begging me to read "50 Shades of Gray." Ok, I don't need to know that. "In case you haven't heard, and I don't know how you couldn't have, "50 Shades of Gray" is basically soft porn. I don't care if you read it, just don't tell me in an interview situation. When I told the same applicant that we had an ergonamic saddle type assistant's stool she woggled her eyebrows at me and said, "Oh, I don't know if I can sit on that all day, it might get me all worked up. (another eyebrow woggle) Know what I mean?" I think I could guess correctly, and not because I've had any similar relationship with the stool, but it made me sure that I didn't want to have to share that stool with her. So, she didn't get the job. Neither did the person who leaned over and started tearing sheets off the little calendar on my desk to "catch me up to the present". Really? You just kinda pissed me off. Nor did I hire the woman in the cat hair covered black sweat suit who wanted to know if we could be done in 15 minutes because she had 13 cats that she had to get home to feed. (That one sounded amazing on the phone, too)  I didn't hire the one who complained that my questionairre was too long either. Hey, you're unemployed, can't you spare the time to fill out my paper?

If you make it through the in-person interview with me, you get to come back for an interview with my boss and me together. One young lady decided that her best assets resided between her collarbone and navel and came dressed to show them off. My poor boss didn't know where to look. I was absolutely tempted to go get a patient bib and clip it on her so I could stop staring at her chest. I just couldn't believe what my eyes were seeing. Why would anyone think it would be a good idea to interview with their boobs?

I'm exhausted just writing this, I hope I haven't worn you out having you read it. Hopefully, you've gotten a chuckle out of it and are most likely ruefully shaking your head because it all sounds like someone you've interviewed. See, it's not just you. I've actually started to think I attract these people. Next, I'll be back to tell you what will actually give you a good chance of getting the job.

Heart

    This is my boss, Nigel Morgan, DDS, my co-worker Annette Lane, RDH, and me after finishing a mini-triathlon as a relay team.  Dr. Morgan did the 1/2 mile swim, I did the 6 mile mountain bike and Annette did the 6 mile run. We all survived; I had no doubt Dr. Morgan would as he has done multiple Ironman triathlons, but Annette and I are newcomers to the sport. I will say this; I'm proud of us, it was the hardest physical thing I'd ever done, and I've had 3 kids.  Well, maybe childbirth was a little harder, but not much.

    You may be wondering how I'm ever going to relate this to managing a dental practice, right?  Well, I learned three things participating in this event that will stick with me and come to mind during the work day. There are three components to a triathlon, obviously and each one taught me something.

    First is the swim which Dr. Morgan completed in 15 minutes. This event was minor compared to what he puts into Ironman Kona, but he put his all into it.  He had to start 4 minutes later than the others, but swam so hard he came out of the water second.  When I tell him how amazed I am he acts like it was nothing.  I asked him later if he would have liked to have done the whole race and he said he would have. So the first lesson is humility.  He could have done better on his own, he probably would have won, but he worked as hard as he could knowing we'd probably come in toward the end, which we did. He took a place as part of our team without having to be the star, he brushed off the compliments he deserved and heaped praise on Annette and I, thanking us repeatedly for participating with him. It wasn't phony or condescending, he was proud of us.  He's the same at work; he's proud of what we do as a team and we know it.  He thanks us every day for what we do. He's humble about himself and happy to be there.

    Second is the bike, which took me about 90 minutes.  To my horror, my chain jammed on the first hill causing me to get off the bike and turn it upside down and put the chain back on.  It happened 2 more times before I finally got going, but now I was starting in the middle of the hill. By the time I got to the top, the panic and adrenaline had done a number on me.  I felt exhausted already. It ended up being a very difficult course with steep uphills and trecherously technical descents.  At one point I seriously felt like throwing the bike off the mountain.  As other riders passed me, I began to feel like I was the only one left on the mountain and as if I'd never finish.  The urge to quit was strong, but I knew that Annette was waiting to begin her run.  We had trained together and she'd trained alone too, so I knew how much she'd put into it and I wasn't going to let her down. I pushed aside the discouragement I was feeling, put my big girl pants on and kept going.  At one point I crashed and scraped up my knee.  When the trail helper pointed out the fact that I was bleeding, I was thrilled because when I came down last, at least I'd look tough.  Seeing Annette standing there waiting for me, and Dr. Morgan and his family cheering me on made me glad I'd persevered.  I was filthy, bleeding, and sweaty, but I did it.  So, the lesson is perseverance.  You may think you could never do something, but you'll never know unless you try. Sometimes things are hard, but you just might be tougher than you think you are.  

    The last component is the run and Annette finished in 75 minutes.  I think that's incredible for someone who started running a month before. Once Annette committed to competing with us, she put everything into training.  Annette's been through huge challenges this summer, but she is determined to be strong and optimistic.  Seeing her come around the last corner to approach the finish line with a huge smile on her face was thrilling and inspiring. Her amazing attitude shows us that you choose your responses and behaviors.  When things get tough, you can choose to allow yourself to give up and no one would blame you.  On the other hand, you can choose to keep going, with a smile, and you can inspire others and grow in your own character.

    Humility, committment, perseverance, toughness, determination, and a great attitude all translate into success.  Those elements of character can get you through a race and they can get you through a rough day at work, a difficult situation with a staff member, a challenging patient, or a bad economy. If you want to become stronger and better, challenge yourself.  Find something that will not be easy to do and try it.  Do the same with your team.  Nothing increases the strength of a team like coming through a challenge. Find something to do with your team that will require them to work together to achieve success.  It doesn't have to be a triathlon, but try to do something that will cause everyone to stretch past their comfort zone. Some will learn  that they contribute by encouraging, others will be strong where some are weak, everyone will find their niche. In the end, they will see that by working together and encouraging each other they will grow closer and do better.  That's what gives a team it's heart.

If We Love What We Do, Are We Somehow Obliged To Help Others Do The Same??

The other day I was talking to a colleague who just retired from dental hygiene.  I was telling her that I'm looking for a dental assistant so that I can spend more time on my management duties.  We were talking about how hard it is to find people with great work ethics who love caring for patients.  She mentioned that it seems like everyone just shows up for the paycheck anymore.  

I have to admit to a momentary feeling of self-satisfaction.  After all, I know that I don't do that.  But, it was a feeling that brought questions with it.  Ok, so I've been fortunate enough to find what I love to do.  Not only that, I've had some success with it, and some people think I'm good at it.  I am even lucky enough to work for a wonderful boss with a great team.   That all feels good to me.  But, then there's that first paragraph again.  I was sitting with a colleague bemoaning the fact that I can't find others who love what they do.  I have to admit, it doesn't sound like I was being part of the solution, so does that make me part of the problem?

Maybe I am.  Maybe I've been looking too hard for that thing that tells me that this person doesn't care like I want them to.  Maybe I should be looking instead for that tiny spark that I might be able to breathe into a flame.  When I think back to when I started out in dental assisting at 18 years old, I have to ask myself, "Did I feel then like I do now?"  

The answer is "No", in more than one way.  I loved dental assisting, but I didn't feel it as a vocation; now I do.  At 18 I wanted to put in a good day's work and take good care of our patients, but when the door closed behind me, my 18 year old world opened in front of me and I forgot about work for the day.  I didn't go home and write up newsletters, blog articles or read dental periodicals.  I wasn't trying to think up new and better ways to serve our patients.  I was out with my boyfriend and my friends doing what other 18 year olds do.  When I thought about the future, there was nothing dental in the picture; rather I foresaw a wedding, babies and a home.  I was a good dental assistant, but it was in a box that fit where I was in life at that moment.

It seems to me that it would be more realistic to look at employees in more than a dental dimension.  Yes, we want them to be in it for more than the paycheck, but that's where leadership comes in.  I think we have to lead them to the satisfaction of a job well done, a patient well cared for.  So much can depend on how we interact, react, and reward.  When I read the line in the above Steve Jobs quote, "as with all matters of the heart", I realize that we must address the heart of the employee if we want their work to matter to their heart.  Their heart has to matter to us.  What do they need from us? When we find out, we have something to do with it.  Even if, in the end, this doesn't end up being the work they love, at least you'll know that you did your part.

Taking The Headache Out Of Starting Up - Insurance

Should you or shouldn't you?  That's the question, and you'll get so many different points of view that you may be sorry you asked.  Ask anyway, you need to make an informed decision.  

Should you sign up as a perferred provider for insurance plans?  On the plus side, it will help you build a practice base quickly.  If you negotiate your fees well, it may be worth it at least for a while.  There is finally an established company to help you with that. Sandi and Lisa at Unlock the PPO can help you decide which insurance plans will work best for you and they can also help you negotiate fees. They offer:

• Personalized strategy based around each dentist’s individual practice goals
• Gradual approach that gives dentists the tools to monitor progress
• Insurance tips to help focus on maximizing fee schedules and most relevant codes used by each office
• Front desk support to ensure changes are communicated effectively with patients
• Real financial analysis giving dentists clear information about the cost associated with each plan
• Updates on insurance industry changes and tips, be sure to check out our blog
• Real world experience from 15 years in the dental industry
• Common sense approach encouraging dentists to make smart financial decisions rather than abruptly dropping all plans

Both of these ladies are good friends of mine so I feel free to tell you that they are both just warm and sincere and so easy to work with.  (I am receiving no renumeration in return for this endorsement, they don't even know I'm writing it.  I hope they don't mind me copying and pasting the above from their site).  It's also a good idea to talk to them if you're buying an existing practice.  They can look at the ratio of insured patients to non-insured and they'll also see if the plans that the dentist is currently involved with will work the same for you.  Just remember, if you sign up as a preferred provider it may help you build your practice in the beginning, but it may be tricky to drop plans later once you're established without losing the patients who came to you because you were "a part of their insurance."  No matter whether you participate, or not, always make sure you and you're team understand insurance participation or non-participation and know what to say to your patients either way.

I recently heard of a situation where an insurance company stopped grandfathering in new dentists as premier providers.  The dentists were buying practices that showed an income from insurance based on the fact that the selling dentist is a premier provider.  When the new dentist takes over he finds out that he can not be a premier provider and then has to accept a lower fee per procedure than the previous owner.  That can drastically lower the income potential for the new dentist. I like to watch out for you new dentists and I don't want to see this happen to you so be careful and do your homework on any practice you want to buy.

Another option is fee for service (FFS), or partial fee for service. In a fee for service practice, patients pay at the time of service and send in their own insurance form and are reimbursed directly.  The office will often print out the form for them along with any necessary narratives and x-rays.  In a partial fee for service practice, the practice may agree to allowing the patient to extend payment over a few months.

Naturally, patients initially prefer to visit a in network dentist because they perceive it to be the best way to get their dentistry for "free."  They can become so "insurance bound" that they actually start to believe that they are "not allowed" to exceed the yearly maximum.  It takes patience and excellent communication skills to be able to educate the patient on the limitations of their insurance, their right and ability to choose out of network care, and to reassure them that they are not "losing their benefit" by choosing a non-participating dentist in most cases. For the dentist, becoming a participating provider can mean more paperwork, necessitate hiring additional staff, require accepting less per procedure, and often results in a certain amount of professional dissatisfaction depending on the temperment and sensibilities of the dentist.  

It's not an easy decision and that's why I'm so happy to see Sandi and Lisa ready and willing to help you navigate these important and difficult decisions.

 

Who Leads You In Your Leadership?

A few months ago I mentioned that there will be times when I will bring spirituality directly into a blog post.  This post will be one of those times when it will lead the blog post.  When I first mentioned it, a reader immediately messaged me and said that she loved my blog, but would not be returning because of the mention of religion.  That's too bad because it makes me wonder if it hadn't be evident that I am led by, or at least want to be led by faith and trust in God; or her mind is made up that all religion is a certain way.  Here's my thought on spirituality: I respect every faith that has goodness as it's basis.  Goodness toward our fellow man, toward our environment, and our fellow creatures on earth.  For myself, my faith is that God is love and He wants us to love one another.  So, on with the post.

There are times, as a manager, that something happens that makes me have an initial reaction of anger.  I know this is not a proper reaction to act on, so I try to wait until the emotion subsides before I approach the problem, if possible.  If the issue needs an immediate response, I try to figure out what needs to happen first, and do that and push the emotions aside.

The other day I noticed that one of our employees had been on Facebook during business hours.  I know that some employers have decided that this is one battle that they don't want to fight, but I don't want anyone playing on a social networking site when everyone else is working, and they are being paid, and trusted, to do the same.  The employee, let's call her Laura, had left early with permission and had inadvertantly left her Facebook page minimized.  When I was closing her computer at the end of the day, I saw it and my heart sank a little.  I know that in the grand scheme of life, this is a little thing, but I trusted her not to do that and I'm always sad when my trust is chipped away.  Now, I started thinking about those things that I'd been after her to do that were still left undone.  I thought about viruses entering the system and disrupting our day.  I had to wonder how she went about getting on the internet to begin with since it had been disabled on staff computers.  (It's not hard after all, I figured it out pretty quickly).  After all those thoughts came and went, it all came back to trust.  Then the anger started to tickle it's way in.  I thought it would be a great surprise for her to come in the next day to find her Facebook page maximized on her screen.  I typed out a letter documenting the offense with a place for me, my boss and Laura to sign.  I felt annoyed that she had caused me to have to do that. The thing that made me most annoyed was that my boss had just announced that he was sending us all to the spa for a day to thank us for all our hard work.  This is how she shows her appreciation?  Hmph!

That night happened to be the night I spend an hour at Adoration in our chapel.  It is an hour dedicated to prayer and contemplation.  As I sat there I prayed that God would show me how He would like me to handle the situation.  You see, the anger had faded and I realized I just wanted to be fair to Laura, my boss, and the other staff who had been hard at work while she was on Facebook.  The first thought that came to mind was, "What would I want someone to do if it had been me?"  The answer was that I'd want them to give me another chance and not assume that I would just do it again.  I would want them to think about my overall performance and behavior.  I would want them to show mercy and consideration for me as a human being.  Ok, God, but what about my boss?  He's paying her to work, he just arranged a nice day to thank us all for all we do.  Doesn't he deserve better?  My thought then was, What makes us assume that we deserve everyone to be perfect for us?  If, overall, they try hard and do their best, that's enough.  As far as the other staff goes, they've all messed up at one time or another, as have I, and we've survived.  I still didn't know how to approach the issue because I didn't want it to continue, but now I knew I didn't want to have that FB page maximized anymore either and the document was going into the shredder.  What to do then?

As I left the chapel, our pastor, Fr. Martin, was standing outside alone.  I asked him for advice and he said,

"Write her a short note saying that you saw that she was on Facebook, she knows she shouldn't be, and that you don't want her to do it again.  Don't make a big deal out of it, give her a chance.  Leave the note and see what she does."  

That's it?  So easy?  So peaceful?  That's when I realized that we make too much drama out of nothing sometimes.  Fr. Martin and the rest of our priests are Franciscans.  Franciscans are renowned as peacemakers, and known for their simple, approachable manner.  They see the world and people differently.  They build their own life around prayer and fraternity.  For reference, to be fraternal, means to aim for mutual aid or benefit.  

I realized that is the way to approach problems and people.  Be with them when you lead them, not "in charge" of them.  Love them if you want them to follow.  I got into work early the next morning and closed the Facebook page.  I fed the shredder and sat down and typed up a short note using Fr. Martin's words as my guide.  I set it in front of her computer and went about my morning tasks.  When she came in I greeted her as usual.  She saw the note and read it and came to me immediately and apologized.  I told her that I like to be able to trust her, and that I knew she would work to rebuild that trust.  I told her that her overall attitude and performance was wonderful and that now that we had discussed it, I hoped it would be left in the past.  I then went on to discuss patients for the day with her and tasks that I needed her to accomplish.  In other words, peace.  What could have been a tense, stiff, uncomfortable day, continued on in peace.  

We have to remember that we lead as we are led and we choose who and what we follow.  I searched out my lead and was directed to Fr. Martin.  We have to remember to do that.  We can't just think that we know best all the time.  We have to wait and check our gut.  Does the solution that seemed brilliant an hour ago now make you squirm a little?  Whenever you solution ends up with some victory for you, examine yourself.  Why do you need that?  Do you need to feel powerful?  Do you need to feel clever?  Deal with yourself before you ever have the nerve to deal with anyone else.  If you are spiritual, ask for guidance. Aim for fraternity with the other person.  That's when you'll do the right thing and have peace.

               Peace Prayer of St. Francis

 

Make me a channel of your peace:

Where there is hatred, let me bring your love,

Where there is injury, your pardon, Lord,

And where there's doubt true faith in you.

Make me a channel of your peace:

Where there's despair in life, let me bring hope,

Where there is darkness, only light,

And where there's sadness, ever joy.

O Master, grant that I may never seek

So much to be consoled as to console;

To be understood as to understand,

To be loved, as to love with all my soul!

Make me a channel of your peace:

It is in pardoning that we are pardoned,

In giving of ourselves that we receive,

And in dying that we are born to eternal life.

Whether you are spiritual, or not, nothing wrong with an attitude like that.

 

 

It's Good To Be Happy, Not Crappy

Those were the words of wisdom imparted to me from Chameroun during my pedicure yesterday.  You may remember that Chameroun works at the hair salon that I wrote about the other day.  I'm coming back to talk about her because she made a big impact on me years ago, and she never even knew it.

She had talked about what her life in Cambodia had been like, and she'd experienced some traumatic things.  As I said, she was living here without her children and I'm sure that was so hard for her.  Yet, she was always happy and cheerful.  One day I asked her how she stayed so happy all the time.  She answered, "I take each day and enjoy that day."

That reply has gotten me through some tough times since then.  It always pops into my head when I feel sorry for myself, or when I'm in a bad mood.  What it comes down to is being aware of what you are focusing on.  It's easy to focus on how bad things are when it seems like nothing will go right.  But, there's always something good if you're willing to see it.  Sometimes, I think we want to linger in 'how bad we have it' because it usually pays off, at least for a while.  People commisserate, they pity you, they try to help you, and you get a lot of attention in general.  What you don't realize at the time is that some of those people just want to be in on the information.  You are basically gossiping about yourself when you tell too much about your woes.  After a while, everyone gets tired of your downer routine and they go away.  Then you have one more thing to whine about, but now no one is listening.

How often does this happen at work?  One employee comes in with her terrible news and everyone hugs her and tells her how awful it is.  The next day, everyone is just wondering what will have happened since yesterday and they'll be all ears.  That will last a while, and then soon you'll notice a pall over the culture of the office.  The downer is having an effect and it's not good.  She walks around with a pitiful face and an "ask me about my troubles" attitude.  She's still more than willing to share, but she'll find she's worn everyone out.  Rather than healing, she's getting worse, and now you have a problem in the office in general, too.  The atmosphere is crappy, not happy.  Finally, by letting someone vent beyond reason, you are crippling them and keeping them from dealing and moving on.  

There's something wonderful about seeing someone smile through their pain.  One of my co-workers recently lost her husband, but you'd never know it by her demeanor toward patients and other staff.  She once told me that she sees work as a place where she can get away from her problems for 8 hours.  She is sad about her husband, but she doesn't shroud herself in sorrow.  She functions and finds the good in the day.  She's happy, not crappy.  Do you see how that is a choice?  Sometimes you have to choose it minute to minute.  Sometimes you are happy 95% of the day and give in to crappy 5% if the time.  It's a force you either go with, or pull away from.

Yesterday Chameroun told me that she's proud of me for being happy, not crappy.  I was delighted to hear that.  It was sometimes an effort, and it was definitely a conscious choice on my part.  In the end, it feels so much better to be admired than to be pitied.  Next time one of your employees or co-workers (or even your boss) is acting kind of crappy, talk to them about it.  Many times they don't even realize it and you could make a big impact on them and every one around them.

New Colgate Expert Implant Care Website Is Great!

 

Colgate has developed a great new website for dental professionals -- their New Expert Implant Care website.  You can visit the site at (www.expertimplantcare.com <http://www.expertimplantcare.com> 

 This tool helps professionals provide the experiential content patients need to maintain their investment by providing expert advice on proper hygiene techniques. The website features a “Share this Website” tab that allows professionals to email or text a link to patients during a consultation. This replaces paper brochures that may never be reviewed, with digital content delivered the way the patient prefers. This also benefits the dentist or hygienist by providing a valuable resource they can offer to their patients. The videos showing proper homecare will be appreciated by patients because, as they say, a picture, or in this case a video, is worth a thousand words.

Colgate is giving us a great tool for helping our patients take care of their implants.  Visit the site and you'll be impressed.  

 

The Right Stuff In A Small Town Hair Salon

Ok, I'm on a roll with Do The Right Thing and Get The Right Stuff.  My hairdresser just liked my post on Facebook and that got me thinking about her.  Martha Huggins opened the Hair Gallery about a billion years ago.  Not really, I just tend to exaggerate when I don't know the real information, so indulge me. Martha has been doing my hair for about 16 years and it always looks good thanks to her. But, what else does she do so good that makes me want to devote a blog post to her?  She's got her business figured out.

Once you become a repeat client at the Hair Gallery, you're family.  They build a relationship with you.  I've been to Martha's daughter's wedding and she's been to my daughter's wedding.  She even gave a last minute adjustment, at the reception, to the excrutiating clip she put in my hair, rendering it painless.  Good thing too, or that thing was coming out.  She has shared in my joys and she has shared in my heartaches.  I was sitting in her chair with color in my hair when my ex-husband called to tell me he didn't want to be married anymore.  Bad timing on his part, but Martha and her assistant Joy enveloped me in a hug that conveyed not only sympathy, but love, sisterhood and strength.  After the crying was over, Martha said, "Well, at least you can look good" which made me laugh and laughter through tears was a Steel Magnolia moment which fit the scene and fit the people.  

They share their lives with us, too.  They have their own measure of pain, heartache and worries, actually more than is fair, but they always greet everyone with a smile and a sincere welcome.  They're fun!  Joy is basically Martha's right hand and it's obvious that they share mutual respect and love for one another, and you can feel it.  Chameroun does my nails and she is a mess, in a good way.  Down South when you say someone is a mess, you mean they delight you and entertain you and you wouldn't have them any other way.  I love Chameroun.  I have been known to fall asleep in her chair during a pedicure only to snore myself awake to her laughing face.  She is always happy and I have to believe she's made a decision to be that way.  Chameroun emigrated here from Cambodia.  She's known more than her share of heatache.  She spent years without her children and went to college with a limited knowledge of the English language.  Now her children are here and they excel.  Chameroun is funny, sometimes naughty, but always spreading happiness.

Things don't always go perfectly at Martha's, but when something goes awry, she stays till the bitter end to fix it.  Martha may kill me for this, but I'm going to tell you about the time she turned my hair hot pink.  She was going for some red highlights and when Joy washed me out she said, "Were you going for this shade of pink?"  Now, Joy is pretty funny so I figured she was teasing, until Martha took the towel off my head.  Hot Pink!!  Martha calmly said, "Let's just see what this looks like once it's dry."  Still, HOT PINK!!!  Here's my philosophy; it's only hair, it can't kill you.  I was not about to make Martha feel any worse than she already did so I just smiled and said, "Oh, don't worry, I know you'll fix it."  Well, I had a doctor's appointment so I had to leave and come back to be fixed.  I had some fun with the doctor when he looked shocked and I told him I loved my new color.  I went back at 5pm and Martha went to work.  The first try turned the hot pink to purple which I thought was a big improvement.  Her son and his girlfriend stopped by to get a look at what was obviously becoming big news in our small town.  I half expected a news crew to show up next.  It took about 4 hours but Martha kept at it until she felt satisfied I could go about the world looking good.  I ended up with a really cool dark brown shade with a few purple highlights.  In the time I was there, Martha fed me dinner and made sure I was ok.  Mistakes happen, it's how you respond to them that makes all the difference in the world.  It's a lifelong memory for me now, but one that always makes me smile.

Are you starting to get the reason why I think Martha has the right stuff?  It's the culture she's built in that place.  She re-decorates every now and then, she's always got the latest, best products, and all that's nice, but it's the feeling you get when you walk in the door.  Heck, it's the feeling you get when you wake up in the morning knowing you've got an appointment there.  You anticipate a good time and a great result.

Martha also has the business end down as well.  She treats her employees like family.  She rewards dedication and loyalty.  On her birthday she took her entire staff out to dinner and a movie.  She celebrated her special day by treating them.  When I think about Martha I think about someone with a solid character, an easy laugh, a beautiful smile, a huge heart, and open arms that know when to close around a broken heart and somehow make it hurt a little less.

So, do you have what Martha has?  Have you built a culture in your practice that makes people smile just thinking about you?  I know, it's harder to do that for dentists because patients have a lot of anxiety, but we women have anxiety about our hair, too.  It's all in the approach.  Do you treat your staff like valued friends?  Do you make your patients a part of your practice family?  Do you share in their joys and sadnesses, or do you just politely say the appropriate words for the situation?  Do you face your mistakes, apologize and make it right everytime?  Do you love what you do and is it obvious?  If you asked Martha, I bet she'd tell you that she does all the above, and she does it with intention.  She intends to run her business this way and she intends to be a success.  The way I see it is this; you can wish for a great business and success, but wishes might as well be water, they don't stick and they slip right past you.  You have to intend, and act on your intentions and you will bring success into your life.

Get The Right Stuff

A week or so ago, I wrote a post about a book I read titled Do The Right Thing.  It was written by a former CEO of Southwest Airlines, James Parker, and told how they came to be known for excellent customer service.  It's a great book and I'll be building a staff meeting around it.

I realized something Thursday night.  You can't be confident that "the right thing" will always be done unless you start with the right stuff.  I was scheduled to fly to Colorado for a seminar after work Thursday on Delta.  When I got to the airport everything was listed as on time so I wasn't concerned about making my connection in Atlanta.  We got on the plane and pushed away from the gate and the captain came on and said that there would be a delay because the weather was bad in Atlanta, so we'd just stay there and wait for the go ahead.  I continued to read a magazine and still wasn't concerned.

After a while, the man in front of me asked the stewardess if she thought he'd get to Atlanta in time to make his connection.  She replied, "How do I know? I'm not in Atlanta."  When he looked irritated she pulled out her cell phone and looked up his flight and told him it said on time, "But that doesn't mean anything."  Now I was starting to worry that I'd miss my connection, and if I did, there was no sense in leaving Asheville at all.  A woman behind me asked if she had any idea how long the wait would be and she again gave the answer that she had no idea.  Again she pulled out the cell phone and looked up her connection and told her it was on time.  Well, at this point if all our connections were on time, we would all miss them. The woman asked her if we would be given hotel rooms and she said, "No, you'll have to pay for rooms yourself, weather is an act of God."Funny how people want to take "In God we Trust" off the dollar bill, but when they want to use Him to get out of paying for something His name rolls right out. If He can't be in other public places, He shouldn't get blamed for missed connections. 

Well, now I was realizing that I wouldn't make my plane, I wouldn't be able to go to the seminar at all, and there was no sense in my flying to Atlanta only to pay for a hotel so that I could turn around and fly back to Asheville in the morning.  I asked the stewardess if I would be able to de-plane since there was no sense in going on. She said, "They are not going to inconvenience all these other passengers just to let you off the plane."  I said, "Well, maybe it would be more convenient for a lot of them to get off, since so many will miss their connections." She ignored that.  I then asked if I would get a refund or voucher.  She said, "I'm not Delta, I have no idea."  Are you kidding me?  I'll bet if Delta issued a statement saying that anyone who was Delta would get a $100 bill, this woman would be Delta.

Finally, over 2 hours after we'd boarded, they pulled back into the gate and let us off. The captain was very courteous and apologized for the inconvenience.  I went to the desk and the Delta agent there was kind and said that although he couldn't give me a refund or voucher for the full trip amount he had a number I could call.  I called that number and was given a voucher for the full amount without any penalties. He was courteous and also apologized for the inconvenience.

So, if you were the CEO of Delta, who would you want representing you?  Of course you'd want the captain and ticket agent.  Delta probably trains their employees and assumes, or at least hopes they are courteous and polite.  But, they have an employee who tells customers that she is not Delta, and she pisses them off.  I found myself wondering if a Southwest stewardess would have given me the same response.  And that's the thing right there.  You never want one of your employees to make a customer, or patient, wish they were dealing with someone else.  No matter how great everything else is, that one thing will hurt you.  That one response will hurt you.  That one careless, uncaring employee will hurt you.

To get the right stuff you have to hire carefully, train thoroughly, monitor relentlessly, and respond effusively to the great stuff your team does.  You have to stay engaged and in the loop.  You can't assume everything is ok.  You have to keep your finger on the pulse of your practice and make sure everyone knows you do. You have to be the right stuff, too.

Do The Right Thing

I'm reading a book titled Do The Right Thing by James F. Parker.  He was the CEO for Southwest Airlines during 9/11.  My boss, Dr. Morgan, has been talking about the great experiences he's has with Southwest Airlines lately.  He recently cancelled a flight the day before he was supposed to fly.  They refunded his money with no penalties and no questions.  Who does that?

I decided I'd find out more about this company so I went to the library and got the book.  Now, if you want to buy the book, just get it on Amazon because the bookstores don't seem to stock it so save yourself some time and gas.  I've only read the first few chapters so far and I'm hooked.

One of the beginning chapters gives a riveting account of the 9/11 attacks.  When the terrorist drove the planes into the World Trade Center, and it became obvious that this was an attack on the United States, all planes were immediately instructed to land at the nearest airstrip.  This left passengers and crews stranded all over the country.  Southwest Airlines rented buses to drive as many people home as they could.  For the others, they rented hotel rooms and the employees made it their business to see that their passengers were fed and entertained, taking them to movies and bowling and putting the cost on their credit cards.  How's that for dedicated employees?

You may be wondering where Southwest found these great, dedicated employees.  I think to a certain extent, good hiring was involved, but to a greater extent, it was the culture they built.  While all other airlines cut back on flights once the no-fly mandate was lifted, Southwest continued full service.  While other airlines laid off 20% of their employees, Southwest kept everyone at full salary and even kept paying into their profit sharing funds.  The only ones who took a financial hit at Southwest were the officers and board members.  The top 10 voluntarily gave up their salary for the quarter so that other bills could be paid.  When employees offered to take pay cuts or forgo pay, they were not allowed to do that, only people officer level and above could make that sacrifice.

Southwest showed that they understood the people who worked for them, their concerns, and their lives.  They know that many people work paycheck to paycheck and there's not a lot of wiggle room.  The employees, showed their gratitude by working around the clock if needed, never complaining about the new restrictions brought about by the terrorist attacks, and continued to provide outstanding service.

There's one more element that plays in here; the customers.  Southwest was prepared and expecting to refund millions of dollars in airfares.  The flood of requests never came.  Many customers contacted them and said they didn't want a refund because they understood what the airline must be dealing with.  They went on to recount wonderful experiences they'd had with Southwest including fares that allowed them to see their loved ones more often, and kindness shown toward their children and the elderly.  Some even met their spouse aboard a Southwest flight.  

It's a true top-down message.  The people at the top do the right thing, the employees recognize that and respond the same way, and the passengers feel that and become raving fans, like Dr. Morgan.  Isn't that what makes a dental practice successful, too?  I'm going to keep reading and reporting back to you on this book.  Wouldn't hurt to pick up a copy yourself.  I will definitely plan a staff meeting around The Southwest Way.

Taking The Headache Out Of Starting Up

Just the thought of starting a practice, or even taking over an existing practice can be mind-boggling.  There's so much to do!  And they don't teach you how to do it in dental school.  This is your first rude awakening to the fact that you're not just a healthcare provider, you're a business man or woman.  

Don't panic, it's been done before.  First, make sure you locate a facility, or the space for one, that is in a good location with ample parking and great visibility.  If you're building from the ground up, think longer term.  I don't think I've ever met a dentist who felt that he'd given himself enough square footage.  You'll probably need more room for storage than you think you will.  You may want to add a second hygienist after a while and you may really appreciate having an overflow room.  A dedicated consult room is a plus, as well as a separate bathroom for the patients and staff.  Make sure you use a builder who has experience designing dental offices and who will higher subcontractors who do, too, especially when it comes to plumbing.  On the other hand, don't go crazy with space, or too many specialized "areas."  I know one dentist who has an enormous office different stations for everything you can think of and a lot of it is unused.  It's also miserable to scrounge for room to stock supplies, or to have stress caused by patients waiting until rooms can be cleaned to seat them.  Think about how you'll want to practice and then fit your office to that concept.

If you're buying an existing practice, make sure you know what you're getting.  How old is everything?  Really look at the walls, the carpet,the window coverings.  How old are the computers and the server and what version of any practice management software will they support?  Is there digital x-ray, how old are the sensors?  Check the upholstery on the dental chairs, is it starting to crack and show wear?  Replacing these things can be expensive and it hurts to do it soon after you've made the big leap into practice ownership.  How much stock of supplies will be left on hand when the transition takes place?  Make that part of the agreement.  How will outstanding collections be handled, who will handle it?  When will the patients be told about the transition?  Will the seller stay on for a period of time?  Take pictures of what is in the office, I've seen a dentist's wife come in and swap out staplers, phones, adding machines, you name it.

Next, I'll talk about equipment.

 

Make It Easier

Have you noticed how complicated we make our lives sometimes?  It's the same in our practices.  When I first started working in 1977 we had a receptionist and a dental assistant.  Every now and then a practice had a hygienist.  The receptionist handled the scheduling, payments and insurance.  All by herself.  Now things are a lot more specialized, and specialization can be great and efficient, or it can be complicated.  Here are a few suggestions for making your processes simpler:

1. Think It Through - start to finish.  

• Consider the total patient experience.  Is it smooth and natural, or does it go along in fits and starts?  Are hand-offs calm and easy, or does the patient leave one person just to wait for another person to take over? Find a way to signal the financial coordinator that the treatment coordinator is about finished with the patient so that she can show up at just the right time to take over elegantly.

   2.  Just Don't Do It

• If a system is weird, awkward, difficult, or just doesn't work well; stop it.  Find the easiest way to do everything.

   3.  Sweat The Small Stuff -

• don't comprimise, don't accept good enough, don't make exceptions when it comes to quality.  If you disappoint when patients are used to a WOW! experience and you may lose the patient. Make it easy for patients to stay loyal to you.

   4.  Be Experts

• Find your niche.  Don't try to be good at everything.  Be excellent at all the things you do.  To do that, you have to pick and choose, and be honest with yourself.  Are your root canals hit or miss?  Send those patients to the endodontist.  You'll have more time to schedule those veneer cases that you do so beautifully.  As a bonus, you'll enjoy your work more and have less stress.

   5.  Keep tabs on yourself

• Everyone should always be on the lookout for ways to do everything and anything better.  Encourage ideas.  They're free and if you find a gem in one out of every ten ideas that come up, you've got one way to do something better than you did before.  

Try this for your next staff meeting and see what your staff comes up with.  Getting them engaged with motivate them to carry through with the goals you set together.  

 

You First

I saw a post on Facebook about a teenage runner who stopped during a race to help another runner who had been in front of her, and had fallen. She helped her across the finish line...in front of her. She put her across the finish line first. And she seemed to think nothing of it. Watch here:

Runner victorious by finishing last: wdtn.com

The world is competitive and it's easy to forget our true purpose in life. We can get so caught up in being the best, that we can forget to be good. The problem with that is: when you spend all your time, energy and focus on being better than everyone else, you have little time to enjoy your success, if you actually do succeed. Even that success depends on who's definition of success you're using. The pinnacle can be a lonely spot and if you've alienated others on the way to the top, you may just stay lonely. On the other hand, you can work hard, strive for excellence, and still be good. Sometimes, someone striving for excellence is quieter than the person who has to be the best, and that's ok. They've learned to stop worrying about who notices them and to be happy doing a good job. In the end, as this video shows, goodness attracts attention and draws admiration. And isn't that what the person who drove themselves nuts trying to be the best was aiming for all along?

Help Fit Old Dog Raise Money For The American Heart Foundation

My boss's dad, Kevin Morgan is a 67 year old Ironman Triathlete who had a heart stent placed last year.  This year he and my boss are trying to make it to Hawaii Ironman together.  Kevin just got a slot in the New York City Marathon and he's agreed to raise funds for the American Heart Foundation.    Click on the link to read about it and help his fund-raising efforts.  

Don't Make A Mess

I was just reading an article in a magazine about how a well known woman coped with her breast cancer diagnosis.  One suggestion was to make your mess your message.  

I've shared a lot with you all about my life in the dental practice I work in and my personal life, to some degree.  If you've been reading for a while, you know that my 30 year marriage is ending in divorce.  While I don't understand most of the reason why what I thought was a good marriage is ending; there is something that has nagged at me.  I guess it's my mess, and maybe making it my message will make it stop nagging so much.

My mess is that I'm getting divorced, but the thing nagging at me is the thought that I was really very focused on my job.  I had stayed home to raise children for 14 years. Going back into the dental office, and finding that I had a talent for managing a practice really made me feel good.  My kids were growing up and getting busy with their interests and didn't need my constant presence.  My husband traveled all week and came home on weekends so I was alone a lot.  Work filled the empty places and made me feel important.  I became kind of one-dimensional.  I loved my job and thought it was fascinating.  I thought everyone else would find it fascinating too, so I talked about it a lot.  I think I became kind of self-involved and maybe a little boring.  I lost my balance in life.

Now, don't get me wrong, that certainly didn't give my husband a reason to give up on our marriage, or on me.  But, looking back, I can see that I should have developed other interests and talked about myself less.  I still probably should do that.  What's done is done with my marriage, but what about you?  Do you focus on work too much?  Has it become obsessive for you?  Is your family sick of dentistry being the main topic in your life?  Then do something about it.  I can tell you, this is not fun.  It's lonely and painful and so full of regret.  I don't want that for you.  I don't know if I would have listened if someone had told me this a few years ago.  I wish someone had and I wish I would have listened.  Please, if you're like that, listen.  That is my message now that I have a mess.  Let your message be that you listened to mine and made things right.  Your work is important, but your family and personal life are most important.  

Sometimes We Forget

I saw this video today and I realized that sometimes I forget how lucky I am. When I see a video like this and I think about the very small things that I let bother me, I realize that I need to remember to put things in perspective more often. Sometimes we just need to be more aware of the path our thoughts and emotions are taking and stop for a moment to monitor ourselves. Look at the kids in this video, they are full of the hope to overcome their very serious problems. Look at the doctors and nurses and the love and joy they bring to their work. They are all proud of the way they are facing their challenges. They have learned what matters. Think about the things we get upset with over the course of a day. Our boss says something that we think may have been a little insulting and we pout or get quiet hoping he'll ask what's wrong so we can let him know we're offended. Or another staff member is kissing up and it just drives you a little crazy. One person isn't pulling her weight and look, that one is texting her boyfriend. Tragic? No, just annoying if you focus on it. In all honesty, whether we like it or not, it's part of the human condition. People do things they're not supposed to do, not everyone sees things as we do, speaks as we speak or works like we work. It's ok. Fix what you can and learn to accept the rest. If you find yourself getting annoyed, just hum "Stronger" to yourself and think of these kids. They'd love to have your problems instead of theirs. In memory of my brother Charles Otranto who fought his brave fight against cancer until December 5, 2011.

What Do Persia and Dentistry Have In Common, Anyway?

Ok, I admit it, I'm kind of obsessed with my boss, Nigel Morgan's, Dad Kevin Morgan's blog Fit Old Dog.  Did that sentence make sense?  I hope so.  I'm still blown away by how he turned a piece of tumbleweed into such an insightful post about motivations and character types.  Anyway, today I noticed that he wrote a blog about Persia.  He was wondering where it was anyway, because he stopped studying history at about 13 years old.  Well, so did I, and at the time I was pretty relieved because I thought it was boring.  Oh, how I wish I knew then what I know now.  I would have appreciated history class a lot more, and I might have even paid attention.

In his fascinatingly meandering way, Kevin comes around to realizing that if you don't understand the history of something, you really don't understand it at all.  As usual, my mind connected this thought to our dental practice.  The practice I work in has been around for about 28 years.  I came in about year 14 so that means I only know about half the history.  I you think about it, I know even less than that because the idea of this practice started in the first owner, Dr. Price's, mind years before it's doors ever opened.  I can only assume  what it was like to open a brand new practice in a small town in North Carolina.  I'm sure there were struggles and fears, triumphs and successes, proud moments and scary ones, as well.  

What I do know is that since I've been there there have been struggles, triumphs, proud and scary moments, and losses and growth.  So it seems like life in a practice is cyclical.  Just like life in general.  I've seen one dentist have to face the end of this part of his career and walk away from what he built, and another dentist come in and walk forward in a practice that would never lose it's history, and build the future.  What has happened here in the past has left a footprint, and it's one that is different than it would have been if Dr. Morgan had been here all along.  That's why he began by learning the history of it all.  Now, we make our own history for this part of the life of the practice.  

Understanding the history helps us to understand each other..a little bit.  If you think about it, we all bring a personal history with us from all the events and experiences of our lifetimes.  Is it any wonder why we are sometimes a mystery to each other, and even to ourselves?  We can never know or understand the complete history we all have with us.   We can waste a lot of time if we insist on understanding everything about everyone.  At some point, we have to tell ourselves that our boss's, our co-workers, our staff and our patients will always remain somewhat a mystery, but we can also know that their history brought them to us with all their lovable, enjoyable, delightful, frustrating, maddening, aggravating habits and characteristics.  We can embrace it all and accept and love them.  We can  realize that by doing that, we are writing the next part of the history of us as this part of our practice.  We can make it great right now, and someone will take our story forward with them.  

So, where is Persia, anyway?  If you know, click over to Kevin's blog and tell him.  He seems like the curious type.  Guess the apple didn't fall far from the tree.