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March 2, 2018

Five Steps to Stop Gossip!

Five Steps to Stop Gossip!

This message is dedicated to learning how to stop gossip resulting in a happier, healthier and higher performing culture. Gossip is often perceived as just a normal part of life! I often hear the following statements regarding gossip: It’s a woman thing, women just have to gossip, it’s really not a big deal because everybody does it, and you can’t stop it even if you try. Gossip is either accepted, allowed or not addressed in most dental practice cultures. If we truly comprehended the negative impact gossip has on the practice culture, patient experience and bottom line it would no longer be tolerated.

It’s time to clear up a few myths regarding gossip. Gossip is not just a woman thing…men do it too they just call it venting. Gossip is toxic and is a big deal! You can stop it if you are serious about having a no gossip office culture.

I refer to gossip as The Poison Triangle of Mistrust because it often involves two people talking negatively about a third person behind their back. Once the person overhears or learns about the gossip a triangle of mistrust is formed. They no longer trust the gossiper (the giver) or gossip-ee (the receiver) of the gossip.

Gossip affects:

*           Trust

*           Communication

*           Team Performance

*          Morale

*           Patient Experience

*           Bottom Line

That’s just to name a few. Gossip is not fluff stuff. It is really big stuff! We can create a happier, healthier and higher performing culture when we choose to no longer accept or allow gossip.

I teach a five step process to stop gossip.

Step One – Start with a team meeting with the entire team including the doctors. Share with the team the impact gossip has on the team and the practice and that in the future it will no longer be tolerated. Ask everyone individually to verbally agree to support a No-Gossip Culture in the practice. For example, I agree to support a No-Gossip Culture. Once they verbally agree they can no longer say I didn’t agree. I just didn’t say anything.

Step Two – Define what gossip means in your practice. I define gossip as anything that is negative or private about another person that they do not want others to know. As a team agree on a word or phrase to use if someone starts to gossip about another team member to them. It could be something as simple as peace (as in keep the peace), please take it to the source, please stop, or remember we said we weren’t going to gossip anymore. It doesn’t really matter what word(s) you use. What is important is that everyone knows what it is and agrees to use that specific word or phrase.

Step Three – Establish consequences for gossip. I suggest the same consequences as any other behavior that sabotages instead of supports the standards of the practice. Establish consequences that you know you will be willing to carry out. It is very important that the entire team understand what the consequences will be for gossip. If you would like to receive a complimentary copy of my white pages on consequences please email me at Judykay@PracticeSolutionsInc.net.

Step Four – It’s time to actually stop the gossip. This will take practicing many times before it becomes more comfortable. Stop talking to other people about others and instead go to the person you were going to gossip about and talk to them to resolve the concern. If you are on the receiving end of gossip you are just as responsible as the initiator. You play 50-50 role because if they have no one to tell the gossip stops. If a team member starts to gossip to you or you over hear two people gossiping about another team member say the word or phrase. Please be mindful of your tone of voice and attitude. Always speak from a place of care and concern not judgment and criticism. If they continue to gossip remind them once more by saying remember we agreed as a team we would not gossip about each other. Old habits die hard and we want to be supportive and help each other to stop the gossip. If they are gossiping to you and they refuse to stop physically remove yourself from the conversation. If they continue to gossip to another team member inform them that if they do not stop you will inform the doctor or manager (whoever handles conflict resolution in the practice).

Step Five – The doctor or manager holds the team member accountable by following through with the consequences. It is important the entire team understands the consequences for participating in gossiping. Yes you can terminate a team member for participating in gossiping. It is important to make it very clear what the consequences are for gossip and include as a part of your written communication standards. Following through with consequences is where the line is drawn in the sand. It will determine whether you succeed or fail at creating a No-Gossip Culture. Gossip is really big stuff! It affects trust, communication, team performance, morale, patient experience and your bottom line. Isn’t it time to stop gossip and end The Poison Triangle of Mistrust?

Contact Judy Kay today if you would like to learn more about how she can help you end The Poison Triangle of Mistrust in your practice!

February 1, 2018

Say Bye Bye to Fly-Bys!

 

Say Bye Bye to Fly-Bys!

This message is focused on developing a We Team decision strategy to avoid fly-bys! Let’s by start by illustrating a fly-by.

Foundation of a Fly-by!

It’s another busy day! Doctor you just stepped out of treatment op 1 and are hurrying to hygiene ops 3 and 4 to do checks that have been waiting for at least 10 minutes. The hygienists have buzzed, messaged and are now tapping their feet with impatience. You avoid eye contact with the three team members (office administrator, assistant and hygienist) lining the hallway as you know they are all waiting for you. A blur of questions assault you as you pass by them. “Doctor can I…, Doctor what do…, Doctor how would…!” All you want to do is get to the hygiene rooms before the hygienists get more upset. So without lifting your head you mutter responses on the fly…yes…no…do this starting now. You’re not even sure what you said or to who. All you know is that you cleared a path to get to the next room. You have just successfully completed another fly-by.

Fly-bys may seem like an effective and efficient resolution but can be very toxic to the team and practice culture.   There is no time to process benefits and consequences, get team feedback and input or discuss with the entire We Team (leadership team).   A new standard or process is put into place with a few sound bites of discussion with the one lucky or unlucky team member who happened to ask the question. Everyone else on the team including the other members of the We Team are unaware of the decision and new process. In a short time, the We Team will no longer be cohesive and the team will start to doubt what the standard is for the day. The team will no longer fill confident or empowered to take even the smallest action without asking questions. This will result in consistently fueling an even longer line in the hallway. If you hear your team say ask each other; “do you know if we are doing it this way today,” you know fly-bys are happening. Fly-bys fuel incompetence, uncertainty and divide the team. Doctors, fly-bys are neither effective nor efficient.

I would like to introduce my W.O.W. Decision Making Strategy.

W.O.W. is an acronym for weed out weeds. A weed is anything that does not benefit the patients, practice or the team. W.O.W. Decision Making gives the We Team a positive, practical and proven decision making strategy. The results are decisions that are consistent, fair and support the team, the patients and the practice.

The W.O.W. Decision Making Strategy is based on the following concept questions:

  • Patients, Practice & Team
    • What’s in the best interests of Patients, Practice and Team – not any individual (including doctor)
  • Practical
    • Does it make common sense
    • Is it realistic with resources available regarding Time, Money, People, Or are you willing to invest
  • Precedent
    • What precedent is being set? If it is done once for one team member, it becomes the expectation for entire team. If it is not across the board, it will feel like favoritism or inconsistency and, therefore, it will be unfair. Only say “yes” to what you want to set as a precedent.
  • Passionate
    • Is the We Team passionate enough about the decision to defend it – even to the point of possibly losing a patient or a team member? I suggest not implementing anything that the We Team thinks it is just a “nice to do”! “Nice to do” won’t be worth defending if the practice could lose a patient or team member. On a scale of 1 to 10 with 10 being high does it rate 8 or above. Don’t implement anything that does not rate at least an 8 or you will not be willing to sustain the change.

Team Behavior Decisions

When we don’t see the results we desire from a team member we get frustrated and tend believe it is a behavior issue that warrants consequences. However, before we take any action we need to identify whether their lack of performance was truly a behavior issue. Maybe it was an issue with training, expectations, or communication that caused the problem. It is critical to not just react to what you think it is because you really don’t know. This is why it is so essential to meet with the team member and ask questions. The reality is that we could clear the majority of our team problems if we just asked questions. Schedule a time to meet with the team member and ask them questions to verify if:

  • They have been trained to do the task
  • They were clear on what was expected
  • They were clear on what was communicated

In many cases you will find it is either a lack of training, expectations or communication and not behavior that causes the performance problem. If that is the case the ownership lies on the person delegating and not the receiver of the task.

Utilizing W.O.W. Decision Making Strategy will help you say good bye to fly-bys and cultivate a happier, healthier and more cohesive We Team, Team and Practice Culture!

January 1, 2018

The Buck Stops with Leadership

The Buck Stops with Leadership

Every office culture is unique based on its leadership. What leaders do and even what they don’t do affects the culture. Culture is always a direct result of leadership’s actions or inaction.   If leaders don’t cultivate a culture by design they will reap a culture by default. Leaders, the good news is if you have an awesome culture take a bow. The bad news is if you have a negative culture take a bow.

I often hear; “I just want to do the dentistry and let someone else run the practice.” News alert for practice owners! Even if you hand over the responsibility of running the practice so you can just focus on just doing dentistry you are still responsible for the culture. It’s what is accepted and allowed by the practice owner that determines the culture.

The practice owner is responsible for the organization and all decisions made within the organization. Whether they are the one making the decisions or not the buck stops with the practice owner. Which is why it is so important to develop cohesive leadership with your practice administrator and any other team members helping you to run your practice. Without cohesive leadership performance expectations will be ambiguous and the team will conform to whatever are the lowest standards or expectations. I refer to a cohesive leadership team as the We Team.  The We Team may consist of the owner doctor or doctors, practice administrator, manager, team lead and any other leadership roles in the practice.

The first step in developing a cohesive We Team is to clarify the vision and purpose of the practice. The practice owner needs to define the vision for their practice. In essence their WHY behind their practice. Otherwise, it’s very difficult to get others to follow their lead if they don’t even know who they are and what they stand for. I ask owners to come up with four core words that reflect the core values they want to have in their practice. I have found that four core words are much more powerful and effective than a rambling vision statement.

What four words in order of priority best describe your core values? Would other people be able to recognize those values in you? For example, my four core words in order of priority are: Lifter, Authentic, Happy, and Committed. If you don’t know what yours are stop reading and take some time to reflect. They are important to define and prioritize because they will help guide you and your leadership team in decision making. Defining and living by core values will also help to avoid the distractions of the daily mundane, shiny new things and the noise from other people’s shoulds. Core values give us a strategy and blue print on how to lead and live each day. We become more powerful when we examine every action or attitude before proceeding. Does the action or attitude support or sabotage the core values? We are all response-able. I use the suffix able because we are able to think and choose how we respond. Ask yourself how would the person I want to be respond or react based on the four core values instead of responding based on emotions. I fly almost every week to work with clients. Flying is well…let’s just say it can be very interesting. Asking myself, “How would a lifter respond?” has kept me many times from responding in anger or frustration when life is interesting.

Schedule weekly We Team Meetings to nurture and maintain cohesiveness. Pre-schedule a consistent day and time of the week for the year. They can range in time anywhere from a half hour up to two hours depending on the size of the We Team. We Team Meetings are very important and are not to be sacrificed to accommodate patients or other reasons. If for some reason it is absolutely necessary to reschedule find another time the same week even if it means cutting into patient schedule time. Yes practice owners it is imperative that you attend and participate. Otherwise, the practice culture will not be a culture you designed it will be a culture you accepted or allowed.

A weekly time frame allows the We Team to have real-time discussions, keep everyone in the loop and resolve issues before emotions soar. The practice administrator becomes the designated point of entry for the We Team. All questions, suggestions and concerns (unless immediate concern) are to be brought to the practice administrator. The benefit of having the team go to the practice administrator instead of the doctor will prevent many of the daily disruptions and on the fly decisions. The Practice Administrator will bring the information to the weekly We Team Meeting.   The We Team will discuss, give feedback and come to a decision or solution with final ruling determined by the practice owner. In some cases it may be beneficial to have a team meeting to discuss and get feedback from the entire team before making a final decision.

The practice administrator will schedule a Response Meeting (within 24 hours of the We Team Meeting when possible) with the team member or members. At the Response Meeting the Practice Administrator will share the We Team’s decision or solution with the team member.

Holding a weekly We Team Meeting will maintain a cohesive leadership team that is empowered to cultivate a culture by design versus a culture by default. Everything will begin and end with leadership. Leadership will be prepared for when the buck stops!

Tune is next month to learn the We Team’s discussion and decision process!

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