November 6, 2025 • 18 mins
From omelet disasters to sticky-note chaos, Savanah and Jen tackle one of the least glamorous topics in dentistry - inventory management - with their trademark honesty and humor.
They share how to reduce waste, create accountability, and keep your ordering systems simple and sustainable. Whether it’s using scanners and barcodes or setting clear inventory responsibilities, this episode proves that strong leadership starts with the details.
And yes, they address double-ply toilet paper.
Special thanks to our recording partner Chris "The Wizard" Stone of Rock Solid Media!
More ways to stay in touch!
Watch the episode on youtube: @backin10pod
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Chris Stone (00:00):
All right.
Fun topic.
It's inventory management withthe Boston Babes in 3, 2, 1.
Jen Steadman (00:08):
Back in 10 is a podcast for dental leaders who do it all
and need 10 minutes to themselves.
Savanah Carlson (00:13):
It's about real conversations, not curated ones,
the kind that happen off the clockbehind closed doors, and between
the chaos of running a practice.
And Running Life,
Jen Steadman (00:23):
hosted by Savannah Carlson and Jen Steadman, two women
who've led, learned, and laughed
Savanah Carlson (2) (00:28):
through it all.
This show brings honest stories,leadership truths, and the occasional
sassy take on what it reallymeans to lead in dentistry today,
Jen Steadman (00:37):
because sometimes the best leadership happens when
you step away for 10 minutes.
Savanah Carlson (2) (00:42):
Hello everyone.
Welcome to back in 10.
I'm Savanah.
And I'm Jen.
And today we are talkingabout inventory management.
We wanna reduce our office waste,we wanna control our costs, and more
(01:04):
importantly, we wanna make sure thateveryone is on side with doing so.
It got all over the omelet, so I said.
F it.
Jen Steadman (01:16):
have that full fat latte in my sourdough cinnamon toast.
It was delicious.
you did, what's your, favorite protein?
Oh, I just do coffee.
Coffee and chocolate.
Chocolate protein.
Mm-hmm.
Chocolate protein.
Yeah.
So good.
Savanah Carlson (2) (01:31):
I mean, that's where it's at.
Along with like a whole meal.
But yeah, I'm all about the prophy,getting in my caffeine and making
sure you're doing protein goals.
But anyway, I felt super wastefulbecause I had to chop all of that
into the trash and start over.
Jen Steadman (01:47):
Yeah.
And you know what's funny, you talkabout wasteful, addie had a wasteful
thing that happened at school and shecame home and was talking about it.
And when I thought about thisin inventory management, and we
talk about being wasteful, right?
Yeah.
So, I'll give you the scenario'cause this happens in the office.
So picture this, you go to lunchand you have a tray with all of your
(02:10):
stuff on it, but there's only onething that you wanna eat on that.
So you throw everything else awayother than that one item on the tray,
and that one item is really good.
Like everyone wants it.
Everyone wants that one thing.
Savanah Carlson (2) (02:28):
mm-hmm.
Jen Steadman (02:29):
You have to get it with everything.
similar like in practice, ifyou get things in bulk or in a
pack There's usually one thingin there everyone wants, right?
Yep.
for me it used to be those littlediscs that were really good for
IPR that everyone wanted to use.
I don't know what it's called.
for whatever reason, everyoneliked the white one, but
you had to buy it in a pack.
No one used the rest of them.
(02:50):
Wasteful.
So then it's like, what'sgoing on with the rest?
Same thing happened to Addieat school and the poor kid.
Didn't get her pizza because everyoneelse wanted the icy that was on lunch
and they didn't have enough pizza.
So the same thing happens in the dentaloffice that things get thrown away.
Because they're not used.
And then when someone goesto get the thing, they're
(03:11):
like, oh, I really need that.
It's not there.
So making sure that you have agood way to track your inventory.
Making sure that you have a goodsystem for ordering inventory.
Absolutely.
And for communicating whatthe team to figure out what
they like, what they don't.
And here, let's just listen and seeif they have any suggestions too.
(03:33):
to make sure that you're not wastefulbecause it is very easy to be
wasteful and it takes a little bitof finesse, I'll say, to be green.
Savanah Carlson (2) (03:45):
It's true.
And you bring up a good pointabout making sure that you
have a standardized, protocol
For your team, as a leaderyou're working with.
Whoever you've put in charge ofordering, whether it's a lead assistant
another assistant or maybe it's yourhygienist who is doing the ordering
for the practice, just making surethat you assign clear responsibilities,
(04:09):
but not only responsibilities.
We also have to talk aboutaccountability when it comes to
office inventory management andoffice products, if you use.
The last of something and do not addit to the supply list, shame on you.
I think that was in the top three ofarguments that were always happening.
(04:35):
Like every morning opportunitymeeting was like, well, someone used
to last bur and didn't say anything.
Someone did that last week.
Mm-hmm.
Guys, how many times do wehave to talk about this?
Yeah, if you look tagin the basket, please.
Exactly.
So have a clear ordering system.
Yes.
What do you want yourteam to do when things are
Jen Steadman (04:56):
Mm-hmm.
And you just said tag, right?
So there's a lot of offices that'lluse a TAG system, but I would say
don't wait until you take the last one.
Wait until there's like two or three.
Of that item, because sometimes youmight go through five of those in one
day and you just took the last one.
That ain't on you, thatyou took the last one.
That's actually four people before youbecause they should have done it, right?
(05:16):
Mm-hmm.
Another thing that works really well too.
Have you ever used a scanner?
Yeah, I loved the scanner.
So when you have the tags, there'slittle barcodes and your local rep of
your supply company can help you withthis, you just scan it and it adds it to
a list to make it really easy to order.
way back in the day, itused to take forever.
to order, because you had tolook in and what's the code and
(05:37):
what's this and what's that?
Now it's so much easier.
You can also have things on autoshipdepending on how much you use.
I always say I would rather have youhave the perfect amount or a little
bit more in your office than too much.
I don't want inventory sitting on yourshelves that you're not many years.
You don't wanna be a just
Savanah Carlson (2) (05:56):
in case hoarder, like no one, like I have seen supply closets
that have just when you over order,especially on, products with expiration
dates, that's just thousands and thousandsof dollars and wasted materials and money.
Mm-hmm.
Oh yeah.
It's not, mm-hmm.
(06:16):
No, you, I mean, I think that'swhere you have to track usage
One thing that my practice diddo, and a couple of assistants
were like, why are we doing this?
This is actually going To let us knowhow much an actual appointment costs
Based on the materials.
when you go in for a hospital visitThey itemize your bill down to the
tissue used everything is very itemized.
(06:39):
So you can see the cost of the materials.
Exactly.
Then they're Billing appropriately.
Your inventory managementalso reflects your production.
What are the actual materialscosting me for this appointment?
Jen Steadman (06:56):
Yeah, exactly.
And you know, it does take time to dothat, but man, is it eyeopening when you
do, it's crazy eyeopening So I did it forone practice and then, a lot I'll say.
And we went through and created a customformulary with our supply company.
(07:17):
And if you have gone through that, youknow, the strenuous process that it is
it's similar to if you had one office downto what's the gloves of choice, right?
And I will say it's not alwaysthe most expensive one, right?
In that process, we tested lotsof different things and selected
specific team members to helpwith that testing process.
(07:40):
Yeah, so we had a certain number ofdoctors, hygienists, assistants to
test different things, from differentlocations, different skill levels.
Everything we wanted to know downto, the fluoride they were using.
What did you like about it?
What did you not like about it,it's the consistency, right?
The viscosity of all thesethings, like there's so many.
(08:00):
Different things that come into play.
Even the composite, the impressionmaterial, if you needed it to do
temps or something, if you didn'thave a scan, like a 3D scanner
in your practice, a 3D printer.
So many different things and it takesforever, but it's worth it when you do.
Yeah.
And then you have a custom formulary ora catalog that your team orders from,
(08:20):
and that's all that they order from.
If there is something outside of that.
Then it's like, okay, wehave to go to the process.
But really what I found when wedid this is we tried to narrow it
down to our top five distributors.
And then when we do that, especiallyin a group practice, you can get better
pricing Because if you look and you'relike, oh, I'm gonna switch to this
(08:41):
composite from this other one becausethey're willing to give me a better
discount, and the team liked it, equally.
And not just on the clinical level.
Look at it on the admin level too.
You'd be surprised at how manyoffices turn into Staples.
it's incredible.
I've never seen so manylike Dimo appointment labels
(09:03):
in one place at one time.
Like, why do you have 27 roles?
Savanah Carlson (2) (09:11):
Because you left.
Because they only sell them like that.
I must have had an old Dimo printer then,because I could only get it on eBay.
And it came in a box of like 25 rolls.
Jen Steadman (09:24):
you must not have known me then because I could tell you the name of
the company right off the top of my head.
Savanah Carlson (2) (09:28):
I switched.
It was just a really old system.
Jen Steadman (09:31):
Oh, okay.
I'm sorry that you had to do that.
We went through them, but like
Savanah Carlson (2) (09:37):
I had to go through back stock before I would order anything.
Look at where you'restoring your inventory.
Oh, definitely.
Do an inventory storage auditand see where things are located.
In rooms.
I loved the standardization of inventory,Each hygiene room if you had to pop
(09:57):
over to someone else's room, you knewexactly where to find the prophy paste.
It was in the same drawerin every single room.
Same thing for dental operatoriesas well standardizing the inventory
location will also decrease.
Over purchasing of inventory.
Because you'll know where itall is and where to look when
you're doing your ordering.
Jen Steadman (10:18):
if you have, a guest hygienist come into your practice
and they don't see something in yourdrawer that your normal hygienist
that works for you all the time.
Yeah.
He's out of the office and they'relike, oh, I had to use this first 'cause
it's gonna be expiring Soon they goto get something brand new from the
cabinet and now it's expired, and you'vewasted it because they don't see it.
(10:38):
making sure things are visiblemakes it so much easier too.
Yeah.
But yeah, little whiteboard does a worldof wonders, like for the team if they
use the last of something or close to theend, that they can write it down and then
you can take it while you're ordering it.
Savanah Carlson (2) (10:51):
I always found it hard though for my lead dental
assistant Danielle, she crushed it.
She was so freaking amazing.
We, it would be a recurring conversationof like, please write it on the board.
Please put the tag in the basket.
And as a dental manager, I don't knowwho didn't put the tag in the basket, so
how am I going to address the problem?
(11:12):
I don't want fear factor peopleof, oh no, now Savannah's ordering,
we have to do everything, right.
No, you should have therespect for your team.
what would you do in that situation?
Jen Steadman (11:21):
I think it's important that they do that.
also standardizing what day or timeof day you're doing the ordering,
because you want to minimize theamount, the quantity of orders that
you have to do, because then there'sa lot of shipping costs, right?
But if you, so honestly, we gotit down that we ordered once
every other week or once a month.
(11:44):
Oh, you're lucky.
We were once a week.
we ripped through things.
we planned it out because it'stime away from that assistant
or whoever's doing the ordering.
So we would block off that person'sschedule for that amount of time.
One, an hour, hour and a half,depending on the size of the
practice and what's going on.
But like if they're doing itonce a month, we might take 'em
an hour and a half to do it.
(12:04):
But if they're doing that everysingle week, how much time is wasted?
your team knows how.
You know when it's getting ordered,what time of day, what day.
You also talk about at your opportunitymeeting in the morning and say, Hey,
Danielle's doing the ordering today.
If you need anything or know of anything,speak now or forever hold you peace.
(12:27):
Because if it's not here, it's notgonna get ordered until the next time.
Savanah Carlson (2) (12:30):
Right.
Jen Steadman (12:31):
And you have to make sure that everyone has all of that.
having that system downcan definitely help too.
Savanah Carlson (2) (12:37):
And for you as a leader, when the team sees that
you are invested in reducing waste inthe practice, they will follow suit.
People mirror behavior ideally.
if you are.
Striving for, reduced waste.
(12:58):
A team should come alongside.
You could even make ita practice initiative.
Like this year we're having aninitiative to go green and reduced waste.
So let's look at our products we'reordering and are they biodegradable
or do they cause help risks, right.
Like, let's look at everythingthat we order in the practice and
try to be as green as possible.
That's a really fun thing to do as a team.
(13:19):
To empower, your inventory management
And waste reduction.
Jen Steadman (13:22):
Yeah.
And when you're ordering only onceor twice a month, you don't have
to worry about all of the, exhaustand everything that can do to
the ecosystem and everything too.
So there's so many differentways that you can go green.
You just have to make sure that you'recommunicating that with your team and
that everyone's on the same page, andonce you decide, you hold everyone to it.
Absolutely.
Savanah Carlson (2) (13:41):
The only thing I'll say in closing is I don't mind if you,
spend a little extra money on doubleply toilet paper for the practice.
Jen Steadman (13:48):
Double ply or it didn't happen because you are team members.
Double ply or didn't happen is right.
Your team members will be veryappreciative and so will your patience.
Savanah Carlson (2) (13:58):
All right, y'all go manage your
inventory, get everyone on side.
Bye.
Thanks for spending a fewminutes with us on backend
Jen Steadman (14:07):
If something made you laugh, nod or feel a little more
human, share it with a friend andmake sure that you're subscribed.
Savanah Carlson (2) (14:13):
at Back in 10 Pod for more behind the scenes updates
Jen Steadman (14:17):
We're not here to have it all figured out.
We are just here to tell you thethings that we wish someone had told
us and remind you that leadershipdoesn't have to be perfect,
Savanah Carlson (2) (14:27):
We'll be back in 10,
back in 10.
All right.
Fun topic.
It's inventory management withthe Boston Babes in 3, 2, 1.
Jen Steadman (00:08):
Back in 10 is a podcast for dental leaders who do it all
and need 10 minutes to themselves.
Savanah Carlson (00:13):
It's about real conversations, not curated ones,
the kind that happen off the clockbehind closed doors, and between
the chaos of running a practice.
And Running Life,
Jen Steadman (00:23):
hosted by Savannah Carlson and Jen Steadman, two women
who've led, learned, and laughed
Savanah Carlson (2) (00:28):
through it all.
This show brings honest stories,leadership truths, and the occasional
sassy take on what it reallymeans to lead in dentistry today,
Jen Steadman (00:37):
because sometimes the best leadership happens when
you step away for 10 minutes.
Savanah Carlson (2) (00:42):
Hello everyone.
Welcome to back in 10.
I'm Savanah.
And I'm Jen.
And today we are talkingabout inventory management.
We wanna reduce our office waste,we wanna control our costs, and more
(01:04):
importantly, we wanna make sure thateveryone is on side with doing so.
It got all over the omelet, so I said.
F it.
Jen Steadman (01:16):
have that full fat latte in my sourdough cinnamon toast.
It was delicious.
you did, what's your, favorite protein?
Oh, I just do coffee.
Coffee and chocolate.
Chocolate protein.
Mm-hmm.
Chocolate protein.
Yeah.
So good.
Savanah Carlson (2) (01:31):
I mean, that's where it's at.
Along with like a whole meal.
But yeah, I'm all about the prophy,getting in my caffeine and making
sure you're doing protein goals.
But anyway, I felt super wastefulbecause I had to chop all of that
into the trash and start over.
Jen Steadman (01:47):
Yeah.
And you know what's funny, you talkabout wasteful, addie had a wasteful
thing that happened at school and shecame home and was talking about it.
And when I thought about thisin inventory management, and we
talk about being wasteful, right?
Yeah.
So, I'll give you the scenario'cause this happens in the office.
So picture this, you go to lunchand you have a tray with all of your
(02:10):
stuff on it, but there's only onething that you wanna eat on that.
So you throw everything else awayother than that one item on the tray,
and that one item is really good.
Like everyone wants it.
Everyone wants that one thing.
Savanah Carlson (2) (02:28):
mm-hmm.
Jen Steadman (02:29):
You have to get it with everything.
similar like in practice, ifyou get things in bulk or in a
pack There's usually one thingin there everyone wants, right?
Yep.
for me it used to be those littlediscs that were really good for
IPR that everyone wanted to use.
I don't know what it's called.
for whatever reason, everyoneliked the white one, but
you had to buy it in a pack.
No one used the rest of them.
(02:50):
Wasteful.
So then it's like, what'sgoing on with the rest?
Same thing happened to Addieat school and the poor kid.
Didn't get her pizza because everyoneelse wanted the icy that was on lunch
and they didn't have enough pizza.
So the same thing happens in the dentaloffice that things get thrown away.
Because they're not used.
And then when someone goesto get the thing, they're
(03:11):
like, oh, I really need that.
It's not there.
So making sure that you have agood way to track your inventory.
Making sure that you have a goodsystem for ordering inventory.
Absolutely.
And for communicating whatthe team to figure out what
they like, what they don't.
And here, let's just listen and seeif they have any suggestions too.
(03:33):
to make sure that you're not wastefulbecause it is very easy to be
wasteful and it takes a little bitof finesse, I'll say, to be green.
Savanah Carlson (2) (03:45):
It's true.
And you bring up a good pointabout making sure that you
have a standardized, protocol
For your team, as a leaderyou're working with.
Whoever you've put in charge ofordering, whether it's a lead assistant
another assistant or maybe it's yourhygienist who is doing the ordering
for the practice, just making surethat you assign clear responsibilities,
(04:09):
but not only responsibilities.
We also have to talk aboutaccountability when it comes to
office inventory management andoffice products, if you use.
The last of something and do not addit to the supply list, shame on you.
I think that was in the top three ofarguments that were always happening.
(04:35):
Like every morning opportunitymeeting was like, well, someone used
to last bur and didn't say anything.
Someone did that last week.
Mm-hmm.
Guys, how many times do wehave to talk about this?
Yeah, if you look tagin the basket, please.
Exactly.
So have a clear ordering system.
Yes.
What do you want yourteam to do when things are
Jen Steadman (04:56):
Mm-hmm.
And you just said tag, right?
So there's a lot of offices that'lluse a TAG system, but I would say
don't wait until you take the last one.
Wait until there's like two or three.
Of that item, because sometimes youmight go through five of those in one
day and you just took the last one.
That ain't on you, thatyou took the last one.
That's actually four people before youbecause they should have done it, right?
(05:16):
Mm-hmm.
Another thing that works really well too.
Have you ever used a scanner?
Yeah, I loved the scanner.
So when you have the tags, there'slittle barcodes and your local rep of
your supply company can help you withthis, you just scan it and it adds it to
a list to make it really easy to order.
way back in the day, itused to take forever.
to order, because you had tolook in and what's the code and
(05:37):
what's this and what's that?
Now it's so much easier.
You can also have things on autoshipdepending on how much you use.
I always say I would rather have youhave the perfect amount or a little
bit more in your office than too much.
I don't want inventory sitting on yourshelves that you're not many years.
You don't wanna be a just
Savanah Carlson (2) (05:56):
in case hoarder, like no one, like I have seen supply closets
that have just when you over order,especially on, products with expiration
dates, that's just thousands and thousandsof dollars and wasted materials and money.
Mm-hmm.
Oh yeah.
It's not, mm-hmm.
(06:16):
No, you, I mean, I think that'swhere you have to track usage
One thing that my practice diddo, and a couple of assistants
were like, why are we doing this?
This is actually going To let us knowhow much an actual appointment costs
Based on the materials.
when you go in for a hospital visitThey itemize your bill down to the
tissue used everything is very itemized.
(06:39):
So you can see the cost of the materials.
Exactly.
Then they're Billing appropriately.
Your inventory managementalso reflects your production.
What are the actual materialscosting me for this appointment?
Jen Steadman (06:56):
Yeah, exactly.
And you know, it does take time to dothat, but man, is it eyeopening when you
do, it's crazy eyeopening So I did it forone practice and then, a lot I'll say.
And we went through and created a customformulary with our supply company.
(07:17):
And if you have gone through that, youknow, the strenuous process that it is
it's similar to if you had one office downto what's the gloves of choice, right?
And I will say it's not alwaysthe most expensive one, right?
In that process, we tested lotsof different things and selected
specific team members to helpwith that testing process.
(07:40):
Yeah, so we had a certain number ofdoctors, hygienists, assistants to
test different things, from differentlocations, different skill levels.
Everything we wanted to know downto, the fluoride they were using.
What did you like about it?
What did you not like about it,it's the consistency, right?
The viscosity of all thesethings, like there's so many.
(08:00):
Different things that come into play.
Even the composite, the impressionmaterial, if you needed it to do
temps or something, if you didn'thave a scan, like a 3D scanner
in your practice, a 3D printer.
So many different things and it takesforever, but it's worth it when you do.
Yeah.
And then you have a custom formulary ora catalog that your team orders from,
(08:20):
and that's all that they order from.
If there is something outside of that.
Then it's like, okay, wehave to go to the process.
But really what I found when wedid this is we tried to narrow it
down to our top five distributors.
And then when we do that, especiallyin a group practice, you can get better
pricing Because if you look and you'relike, oh, I'm gonna switch to this
(08:41):
composite from this other one becausethey're willing to give me a better
discount, and the team liked it, equally.
And not just on the clinical level.
Look at it on the admin level too.
You'd be surprised at how manyoffices turn into Staples.
it's incredible.
I've never seen so manylike Dimo appointment labels
(09:03):
in one place at one time.
Like, why do you have 27 roles?
Savanah Carlson (2) (09:11):
Because you left.
Because they only sell them like that.
I must have had an old Dimo printer then,because I could only get it on eBay.
And it came in a box of like 25 rolls.
Jen Steadman (09:24):
you must not have known me then because I could tell you the name of
the company right off the top of my head.
Savanah Carlson (2) (09:28):
I switched.
It was just a really old system.
Jen Steadman (09:31):
Oh, okay.
I'm sorry that you had to do that.
We went through them, but like
Savanah Carlson (2) (09:37):
I had to go through back stock before I would order anything.
Look at where you'restoring your inventory.
Oh, definitely.
Do an inventory storage auditand see where things are located.
In rooms.
I loved the standardization of inventory,Each hygiene room if you had to pop
(09:57):
over to someone else's room, you knewexactly where to find the prophy paste.
It was in the same drawerin every single room.
Same thing for dental operatoriesas well standardizing the inventory
location will also decrease.
Over purchasing of inventory.
Because you'll know where itall is and where to look when
you're doing your ordering.
Jen Steadman (10:18):
if you have, a guest hygienist come into your practice
and they don't see something in yourdrawer that your normal hygienist
that works for you all the time.
Yeah.
He's out of the office and they'relike, oh, I had to use this first 'cause
it's gonna be expiring Soon they goto get something brand new from the
cabinet and now it's expired, and you'vewasted it because they don't see it.
(10:38):
making sure things are visiblemakes it so much easier too.
Yeah.
But yeah, little whiteboard does a worldof wonders, like for the team if they
use the last of something or close to theend, that they can write it down and then
you can take it while you're ordering it.
Savanah Carlson (2) (10:51):
I always found it hard though for my lead dental
assistant Danielle, she crushed it.
She was so freaking amazing.
We, it would be a recurring conversationof like, please write it on the board.
Please put the tag in the basket.
And as a dental manager, I don't knowwho didn't put the tag in the basket, so
how am I going to address the problem?
(11:12):
I don't want fear factor peopleof, oh no, now Savannah's ordering,
we have to do everything, right.
No, you should have therespect for your team.
what would you do in that situation?
Jen Steadman (11:21):
I think it's important that they do that.
also standardizing what day or timeof day you're doing the ordering,
because you want to minimize theamount, the quantity of orders that
you have to do, because then there'sa lot of shipping costs, right?
But if you, so honestly, we gotit down that we ordered once
every other week or once a month.
(11:44):
Oh, you're lucky.
We were once a week.
we ripped through things.
we planned it out because it'stime away from that assistant
or whoever's doing the ordering.
So we would block off that person'sschedule for that amount of time.
One, an hour, hour and a half,depending on the size of the
practice and what's going on.
But like if they're doing itonce a month, we might take 'em
an hour and a half to do it.
(12:04):
But if they're doing that everysingle week, how much time is wasted?
your team knows how.
You know when it's getting ordered,what time of day, what day.
You also talk about at your opportunitymeeting in the morning and say, Hey,
Danielle's doing the ordering today.
If you need anything or know of anything,speak now or forever hold you peace.
(12:27):
Because if it's not here, it's notgonna get ordered until the next time.
Savanah Carlson (2) (12:30):
Right.
Jen Steadman (12:31):
And you have to make sure that everyone has all of that.
having that system downcan definitely help too.
Savanah Carlson (2) (12:37):
And for you as a leader, when the team sees that
you are invested in reducing waste inthe practice, they will follow suit.
People mirror behavior ideally.
if you are.
Striving for, reduced waste.
(12:58):
A team should come alongside.
You could even make ita practice initiative.
Like this year we're having aninitiative to go green and reduced waste.
So let's look at our products we'reordering and are they biodegradable
or do they cause help risks, right.
Like, let's look at everythingthat we order in the practice and
try to be as green as possible.
That's a really fun thing to do as a team.
(13:19):
To empower, your inventory management
And waste reduction.
Jen Steadman (13:22):
Yeah.
And when you're ordering only onceor twice a month, you don't have
to worry about all of the, exhaustand everything that can do to
the ecosystem and everything too.
So there's so many differentways that you can go green.
You just have to make sure that you'recommunicating that with your team and
that everyone's on the same page, andonce you decide, you hold everyone to it.
Absolutely.
Savanah Carlson (2) (13:41):
The only thing I'll say in closing is I don't mind if you,
spend a little extra money on doubleply toilet paper for the practice.
Jen Steadman (13:48):
Double ply or it didn't happen because you are team members.
Double ply or didn't happen is right.
Your team members will be veryappreciative and so will your patience.
Savanah Carlson (2) (13:58):
All right, y'all go manage your
inventory, get everyone on side.
Bye.
Thanks for spending a fewminutes with us on backend
Jen Steadman (14:07):
If something made you laugh, nod or feel a little more
human, share it with a friend andmake sure that you're subscribed.
Savanah Carlson (2) (14:13):
at Back in 10 Pod for more behind the scenes updates
Jen Steadman (14:17):
We're not here to have it all figured out.
We are just here to tell you thethings that we wish someone had told
us and remind you that leadershipdoesn't have to be perfect,
Savanah Carlson (2) (14:27):
We'll be back in 10,
back in 10.
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