The Recipe of Building High-Trust, High-Performing Teams w/ Guests Dr. Jep Paschal and Office Manager, Lisa Torino

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Unlock the secrets to creating a powerhouse team in your healthcare practice with insights from Dr. Jep Paschal and office manager Lisa Tarino. They share their expertise on the pivotal role of trust in building high-performing teams, underscoring the necessity of hiring individuals you can depend on and letting go of those you can't. Learn how adopting a growth mindset, engaging in role-playing, and committing to continuous personal and professional development can transform your leadership and inspire your team to reach new heights.

Join us for a lively Fireside Chat, where we delve into the dynamics of effective team management with Lisa and Dr. Paschal, two stalwarts of the orthodontic industry. Relive humorous and insightful moments from past episodes with guest speakers like Dr. Bob Skopak and Dr. Mark Olson while gaining practical advice on fostering a supportive and cohesive work culture. Discover how exceptional office management skills and memorable team experiences can cultivate trust and drive team success.

Explore the profound impact of company culture and leadership through contrasting real-life experiences shared by Christina, highlighting the difference between a supportive, cohesive team environment and a toxic workplace. The episode emphasizes the critical role of leadership in building high-trust teams, managing HR challenges, and creating an empathetic, patient-centric environment. Gain valuable strategies for delegating tasks, fostering coachability, and turning feedback into growth opportunities, ensuring your practice thrives even in challenging economic times.

Episode Transcript

Speaker 1 (00:00):
I think the biggest thing is you have to focus on
building the team that you trustto carry out the mission that
you and, frankly, your team comeup with.
You know, because at the end ofthe day, without that trust,
it's just, it makes it too hardto come to work and it makes it
too hard to implement things,and you know, and there's so

(00:23):
many nuances in there but that'sthe biggest thing, that's the
50,000-foot view is consistentlyhire that team that you trust
and if you don't trust them, youreally have to look at getting
rid of them.

Speaker 2 (00:38):
Hey, new Patient Group and Right Chat Nation.
Welcome inside the broadcastbooth, brian Wright here, and
welcome in to another edition ofthe New Patient Group podcast,
fireside chat edition that is,and our third one Today.
I welcome in very good friendsof mine and longtime New Patient
Group customers, the great DrJeff Paschal and his wonderful
office manager, lisa Trino, andwe're going to talk about some
high-level stuff around how tocreate high-performing,

(01:00):
high-trust teams, the commitmentyou must have as a leader to
ever have a chance of gettingthere, and, whatever the issues
may be, if you have highturnover, people won't implement
what you're saying.
You can't find good people.
There's a recipe of overcomingall of that and it's very
different than what a lot of youout there may be thinking.
We're going to dive into somewonderful things.
These are great friends of mine,like I said, longtime customers

(01:23):
, and we achieved with thispractice higher level things and
maybe any practice we've everworked with, and there's very
specific reasons for that.
They have a growth mindset.
They have a culture to alwaysbe learning.
Their leaders him and Lisa, bythe way are some of the most
coachable people I have ever met.
Right, it's not your team,everybody, it's you, If you want
your team to become better.

(01:44):
You better be coachable, youbetter be the first to role play
, you better be reading books,you better be finding ways
office managers, doctors,whoever else is on your quote
unquote leadership team toconstantly show your team that
you're willing to get bettertoday than you were yesterday.
And we talk about some amazingthings.
So, without further ado, let'sdive in to another edition of
the New Patient Group podcast.

Speaker 3 (02:07):
Welcome aboard the New Patient Group flight deck.
Less chaos Check.
Less stress.
Check Less advertising costsCheck More personal and
financial freedom.
Ah, check All right.
Business checklist completed.
Let the takeoff roll begin.

(02:28):
Welcome to Season 7 of the NewPatient Group Audio Experience,
a podcast dedicated toforward-thinking doctors wanting
to learn innovative ways to runtheir business today so your
practice can achieve new heightstomorrow.
And now your host.
He's the founder and CEO of NewPatient Group, managing partner

(02:50):
of RightChat and a trustedmotivational speaker for
Invisalign, orthophi and others,brian Wright.

Speaker 5 (03:01):
All right.
Hello everybody and welcome toanother episode of let's Chat.
We're really excited to be herewith you tonight.
My name is Brian Lewis.
I'm the VP of sales here atRightChat and it's going to be a
great conversation with somereally great minds.
They're really insightful.
It's going to be fun and we'rereally going to dive into some

(03:22):
really great topics tonight.
So some of these topics includethings about leadership,
accountability and what it meansto create a growth mindset
within your team and how it canreally transform your practice.
Before we get started, I want totake a brief moment to thank
all of you for being heretonight, and especially all of
our clients and industrypartners who are logged in.

(03:42):
We appreciate you being hereand making this possible to
partner with us as we continueto share great information with
the industry.
I also want to introduce myamazing colleague, friend and
co-host, stephanie Solomon.
She manages public relationsevents, marketing, business
development really kind of allhats under one roof for both
RightChat and New Patient Group.

(04:03):
Stephanie and I will bemonitoring the Q and a box
throughout the session tonight,so please submit any questions
you have for our speakers.
We want this to be an engagingsession, so please take
advantage of this opportunityand and pick these guys brains
and really, you know, getinsights from some of the
experts that we have with ustonight.
If you don't use rightChat orNew Patient Group, I highly

(04:26):
recommend you look into us.
We help your practice in a lotof different ways On the
RightChat side whether it'shandling new patient calls, like
we've done for years, makingsure you're not missing
opportunities but we also arestarting to do some really great
things with pending patientmanagement.
So, if you're interested, checkus out on our website,
rightchatcom, and you schedule ameeting with myself and Brian

(04:48):
and we can tell you a little bitmore about that.
We're kind of doing a pilotwith a couple of practices.
So if you're interested, hit usup quick and we could get you
to the front of the list.
Newpatientgroupcom as well.
Stephanie is the one that'llmeet with you and tell you about
all the amazing things that NewPatient Group can do to help
your practice from digitalmarketing, from social media to

(05:09):
business coaching, tc coaching,leadership and development.
There's so many great things wecan help with your practice to
really make sure we're creatinga plan with you that's really
going to help your practicethrive.
So with that, I'm going to jumpinto some introductions.
First off, I'm proud tointroduce the incredible Brian
Wright.
He's the founder and CEO of NewPatient Group, managing partner

(05:30):
of RightChat and is a businessand life coach to some of the
most well-respected names indentistry and orthodontics,
whether it's through hisincredibly popular podcasts or
speaking at major industryevents like VAO, orthopreneurs,
nexus, align, brian's passionfor helping business owners
create a vision and guidingteams on how to execute them
flawlessly really shines through.

(05:51):
His leadership, innovativeapproach and insightful
strategies have made asignificant impact on the
industry and we lovingly referto him as the Tony Robbins of
healthcare.
Next, I'm really excited tointroduce Dr Jeff Paschal and
Lisa Torino of PaschalOrthodontics.
Dr Paschal is a dedicatedhusband, father of three, and a

(06:16):
really forward-thinkingorthodontist that's deeply
immersed in the transformativepower of technology.
He's renowned as an orthodonticinnovator and he lectures
worldwide on the most advancedorthodontic trends, techniques
and technologies that improvepatient care.
He's recognized as a leader isone of the leading experts in
digital orthodontics throughe-printing and strategic
integration of technology in theorthodontic landscape.

(06:37):
He practices in Madison inbeautiful, I should say, madison
in Greensboro, georgia,alongside his amazing office
manager, lisa, who's been withPaschal Orthodontics for over a
decade and even started out asone of Dr Paschal's patients, so
I couldn't be more excited.
This is going to be a greattime tonight and again ask
questions, engage with us andreally pick everyone's brain and

(06:58):
challenge these guys, asthey're talking tonight about
some really great topics.
So with that I'll hand it backover to Brian and thank you all
again for being here tonight.

Speaker 2 (07:07):
All right, thanks for the introduction.
Welcome inside the broadcastbooth everyone.
Hey Lisa, how have you put upwith him for more than 10 years?

Speaker 4 (07:15):
It's been a joy.
It's been a joy, it's been agreat 15 years.
I've learned a lot.
I really have.
I've been exposed to a lot inthe industry and got to meet
some amazing people along theway and really help, I think,
advance orthodontics and sothat's a very exciting component
to what we do.

(07:35):
So, yeah, it's been a great 15years.

Speaker 2 (07:39):
Now you two, knowing you like I do make a great team
and welcome in everybody RightChat, new patient customers,
podcast followers that are on,welcome in, appreciate your
support.
As always, I've got two greatguests on tonight.
This is our third one, so ifyou've been following along, we
launched it with Bob Skopak DrSkopak that was towards the

(07:59):
beginning of the year.
We followed that with the greatDr Mark Olson, and then we're
on tonight with Dr Paschal andLisa and we have a wonderful
relationship.
We're going to dive into a lotof really great things and one
of the big things that I goaround teaching is a very
different mindset than whatyou're going to hear from a lot
of in-industry people talk abouton stage and our customers

(08:21):
master this and their mindsetfollows right along with it.
And if this is your firstFireside Chat, really what this
is is if Jeff, lisa and I wentand sat at a bar together and
had some wine and some food andjust started talking off the
cuff.
That's what these are.
It's not scripted, we're notpreplanned, but we are going to
dive into some very specificthings tonight that I think will

(08:43):
benefit a lot of you, whetheryou're a team member, whether
you're a doctor, an OM.
Lisa, starting with her, is thesingle best office manager I
have ever worked with in 12years, almost in orthodontics
and, yes, I would say this evenif she wasn't staring at me in
the screen, so I'm not sayingthat because I'm pressured to

(09:05):
say it.
She is the single best andthere's very specific reasons.

Speaker 1 (09:08):
For the record, Lisa, he has said that to me.
If he said it to me once, hesaid it to me a hundred times.

Speaker 2 (09:16):
So thank you, and he is a very lucky dude to have you
and I know he knows thatbecause he said that to me.
If he said it once a hundredtimes.
But, as you all know, theprevious two, if you've joined,
I've always started off with alittle bit of a story.
I think Bob Skopak's story washilarious.
Mark Olson's was too, with themouse when he was visiting my

(09:38):
house.
That hopefully intrigues you.
If you haven't watched that one, to go back and watch it on our
YouTube station.
But Jeff Paschal is one of thebrightest human beings I have
ever met in my entire life andthere's a lot of reasons for
that.
And you know, dr Bob Skopak isone of the simple, very bright
guy, obviously, but one of thesimplest humans you'll ever want

(10:00):
to come across, just as far asthe way they articulate things
and he says stuff.
Well, we have a mastermindgroup and we meet the second
Wednesday of every month and onetime a year in person in our
doctor's house event.
But we also have our doctorsvisit other doctors' practices
and just monitor for a day.
Well, jeff was visiting BobSkopak's practice in North

(10:21):
Barrington and we had a day ofit and then we were at Bob's
house afterwards.
We're in his basement and we'retalking, having some wine,
recapping for the day, and Jeffgets into this story and I don't
remember exactly what the storywas.
We were just talking about thisoffline before we went live.
And for those of you who've everwatched the episode of Friends

(10:42):
where Joey was going to speak atMonica and Chandler's wedding
and he wanted to sound reallysmart, so he came up with his
speech and then he went to thethesaurus and he changed
literally every single word inthe entire speech using the
thesaurus.
Well, sometimes, listening toJep talk, he's so bright in the

(11:03):
words he uses it'll lose me.
I'm like, oh my God, where areyou going with this?
Well, we're in Bob's basementand Bob and I are listening to
him speak and I can read Boblike a book and he and I are
looking at each other, bob and Iand I go all right, I got this.
And I turn to Jep and I say,dude, you got to stop.
We have no idea what you'retalking about and we all got a

(11:23):
good laugh from it.

Speaker 1 (11:23):
I think some of that had to do with how much y'all
had to drink that night.
I'm just going to say that outloud.
So you know I don't think I wasquite as far in as you two were
.
So you know I'll just leave itthere.

Speaker 2 (11:40):
So, bob.
So when you walk into Bob'sbasement, everybody, he's got
these two tall wine cabinets orwine cellars.
He's got these two tall winecabinets or wine cellars and the
one on the left houses thereally good bottles and the one
on the right are just, you know,I like them, but I like them
and they're 10 bucks, 15, thatkind of thing.
Well, when I first got to knowBob and his wife Stephanie, you
know they would have me out tothe house and I noticed they
would go to the left cabinet andpull out the good ones.
Well, as time passed and ourrelationship developed, I

(12:03):
noticed them started going tothe right cabinet and I asked
him once shouldn't that be theopposite?
All the things we've helped youwith in our relationship, you
should go to the good ones now.
But anyway, that was reversed.
But that was a good night andwelcome in you two.
I miss you a lot and I'm readyto dive in and everyone.
Obviously we're dealing with adown economy and the more I

(12:26):
travel to speak and the morepeople come aboard or think
about coming aboard, I see theexact same mistake across the
board and what we're about todescribe and talk about is much
easier said than done, butpeople are hurting out there.
Orthodontics the latest reportI've got some are over 15% down.
Some reports a conversion hasdipped into the high 40s, low
50s and there's a lot of peoplethat they try to speed up when

(12:49):
production's down, conversion'sdown, new patients are down.
Instead of focusing on one ortwo things, they try to focus on
100 and speed up the wheel totry to catch up.
And the very opposite happens.
The same way, if you're tryingto lose weight and you try to
speed up and do 1800 things atonce, the scale is not going to
go in your favor.
And it's the same way inbusiness.

(13:10):
And I have never come across inmy life an organization that I
walked into to coach that wasbetter at what we're going to
talk about tonight, around theculture and the leadership and
the focus and how you canactually move faster by focusing
on things one or two things ata time.
And I want to welcome you to itand I want to talk about this.

(13:32):
You know, when I walked intoyour practice after we met, I
think it was at the OrthoFinational event you were so ready
for us to have success in yourorganization and I want you to
talk to the audience a littlebit about just some of the
things you did over the courseof the years to create a culture
like you have.

Speaker 1 (13:52):
Well, brian, first off, thanks for the wonderful
introduction and thanks for theprops.
I'm humbled by your opinion andyour perspective on our practice
.
But you know, I think thebiggest thing is you have to
focus on building the team thatyou trust to carry out the

(14:12):
mission that you and, frankly,your team come up with.
You know, because, at the end ofthe day, without that trust,
it's just, it makes it too hardto come to work and it makes it
too hard to implement things.
And you know, and there's it,it's just it makes it too hard
to come to work and it makes ittoo hard to implement things.
And you know, and there's somany nuances in there, but
that's the biggest thing, that'sthe, that's the 50,000 foot

(14:33):
view is consistently hire thatteam that you trust.
And if the and if you don'ttrust them, um, you, you really
have to look at getting rid ofthem.
You know you have to invitethem to leave somehow, some way
and I know that it looksdifferent in different states
and different areas of the worldbut you know you have to focus

(14:53):
on the people you trust, becauseif you don't trust them, it's
going to be a failedrelationship.
And I'll pass the next part offto Lisa.

Speaker 4 (15:02):
Yeah, we have a term really that we use.
It's about being on the bus.
You know everybody's on the bus.
We have the same vision, thesame goals and you know if
there's someone that is on theteam that is not going down the
same path, then you know theyget off the bus and that's
that's an important component.

(15:22):
It's very challenging it can be,but I mean we've all had it.
We've all had what we call thebad apples or the cancers.
You know, and if you allow thatto fester and to grow, it can
really ruin a lot of hard workthat you've put into growing
your practice and growing thattrust with your patients and
your team.
And it's not easy but it isnecessary, it really is.

(15:46):
And I'll go even further thatit really depends on the
doctor's leadership.
You know, whenever we first metwith Brian and new patient group
, there was a lot to kind ofreview and a lot to digest and I
can tell you that Dr Paschalalways said, yes, we are going

(16:06):
to implement this.
And you know, going to thispoint of doing things slower
than rather faster, but havingthat leadership from the top, it
went down to me and it was soeasy to just have it run
pervasive throughout the office,and so there was no questions.
We all knew what the job was,we all knew what we needed to do

(16:27):
, and so I'll second that withthe doctor's leadership as well.
You know it's very importantwhenever you're making changes
within your office whether it bea bracket system or you know
how we answer the phones or howwe greet patients when they walk
in the door.
It really, really depends onthe doctor.
I would have him come up to meand say why are we not meeting

(16:51):
them at the door anymore?
What's going on?
You know he would check in withus at the beginning, making
sure that we were doingeverything that we needed to do,
so that's important.

Speaker 1 (17:01):
And you know just the and a key part of this is your
relationship, is the doctor'srelationship with the office
manager and vice versa, and theoffice manager relationship with
the doctor, like today, ithappened.
That exact same thing happened.
We had a digital process We'vetalked about it several times
and I walked in.
I was reminded by anotherdoctor I happened to be on the
phone with at lunch.

(17:21):
I walked into Lisa's office.
I'm like we've talked aboutthis a couple of times why
aren't we doing it?
You know, and Lisa's like it'sdifficult, and I was like, well
then, we need to revisit it.
You know, and and and that'swhat it needs to be
conversational.
It's not, it's it's.
I didn't trust Lisa thatthere's a reason behind it, and

(17:46):
sometimes that reason is weforgot, and that's okay, but we
need to institute somethingwhere we're not going to forget
it anymore, so that freedom ofexchange has to be there.

Speaker 4 (18:00):
Absolutely that trust .

Speaker 2 (18:03):
There's four things that you brought up.
One is trust.
It's something about HR that Iwant to talk about too.
Actually, not you brought up,but you sparked interest in what
I want to take this nowyesterday and it's called Good

(18:27):
Christina versus Bad Christina,and this was an office I was in
years ago I don't want to namethe practice name and it was a
new.
It was the first time I wasthere.
I'm talking to this girl namedChristina and she's telling me
how much she loves the practice.
She loves the doctor, she lovesthe office manager.
They're always there whenneeded.
They're not looking over yourshoulder.
She loves her teammates.
The culture's great.
They're not looking over yourshoulder.
She loves her teammates, theculture is great.
And then she goes on and shesays but I'm only here part time

(18:48):
.
And she goes on to tell meabout the other practice she
works in and how much she hatesit.
Doctor's not involved, horribleleader.
Office managers constantlybusting my chops, never there to
help.
Team is miserable and theyprobably think I'm a crappy
employee.
And it goes back to walking intoan environment Because, look,
when you hire, like Lisa justsaid, you're switching bracket

(19:10):
systems, new, clear liner.
You're bringing in us.
All these companies aresomewhat at the mercy of what
your culture is.
When we walk through the door,and this is a perfect example
where you have an employeethat's great in one office and
she stinks in the other and it'sgot nothing to do with her,
it's all the leadership team andthis is why it's top-down.

(19:32):
You all, as doctors, you madethe choice to own your own
business, which therefore makesyou an entrepreneur first, and
if you don't want to be a leader, you don't want to spend time
in the culture.
That's when you go work forsomebody else.
And these two people spend somuch time building a high-trust
team and that's something where,if somebody's great at
something, but everybody in thelocker room hates them, that's

(19:56):
not a high-trust team.
The right thing, help eachother, et cetera, and that's why
their environment thrives.
But one of the things youbrought up too, or that I know
people are thinking, is on theHR side of it.
It's so hard to find,especially if you're in the
Californias of the world, butit's so hard to find good people

(20:17):
that there's such a I call itan epidemic, but this is.
If I go help a restaurant, it'sthe same thing is that you know
the person in the office that'scausing the problems.
You want to get rid of them,but you're afraid that if you do
, you're never going to be ableto replace them because you
can't find anybody.
I want you to talk about yourcommitment to keeping the good
people, developing them andweeding out the ones, regardless

(20:40):
of if it's going to put you ina strap situation, may not have
enough assistance for a fewweeks.
Whatever it may be, you have acommitment to the culture that
you want and I want you to talkabout that.

Speaker 1 (20:53):
Lisa get it.

Speaker 4 (20:55):
Well, I mean, it's something that we just talked
about today as well.
We have, for whatever reason,an assistant that's out, a very,
very good, sound clinicalassistant, and she's just out of
the office today.
And Dr Paschal was telling meyou know, when we're a team
member down in the back, Ireally don't feel it.
There's no stress, there's noyou know people upset or

(21:19):
anything.
It's just it flows very nicely.
And how did we get there thing.
It's just, it flows very nicely.
And how did we get there?
I think we get there by a lotof encouragement, a lot of
training.
I will tell you, dr Paschalevery single day looks at our
staff and says thank you so muchfor a great day.
I cannot recall a day where hedoesn't do that.

(21:40):
And it's a relationship.
We spend most of our timetogether as a team, sometimes
more often than we do with ourown families at home, and just
cultivating that relationship.
And it doesn't mean that I knoweverybody's business or Dr
Paschal knows personal things,but it's just respect, the
passing down of the respect,whether it be in training or

(22:04):
listening, understanding if ateam member is stressed or
struggling, wanting to be aproblem solver, and those
aspects.
I guess that's my role ineverything is really to protect
the patients, protect my team,protect my doctor, and so it's
just being involved.
It's it's caring my doctor, andso it's just being involved.

(22:27):
It's it's caring.
You know, and when we hire newpeople, I always say you know, I
can teach you to be a greatassistant or a TC or, you know,
an administrative person upfront, but I can't teach you to
be a good person.
And so we really look for thatin a person, because the type of
training that we can implementthanks to Brian, we can get them
where they need to be.
So that's what I think is a bigcomponent of it is that it's

(22:51):
just when you get there, it'seasy.
You know, people enjoy cominginto work, they enjoy picking up
slack quote unquote for otherpeople, because there's we care.
You know, we care about whatother our teammates and our
family members are going through, so it's it's just caring.
I think I really do.
You know we care about whatother our teammates and our
family members are going through, so it's it's just caring.
I think I really do.

Speaker 1 (23:09):
You know and that's Brian, you know to your question
about.
You know how that's how youselect people.
The culture becomes reflectiveout in our environment.
And we do have one smalladvantage over major
metropolitan areas is that we'rein a smaller community.
Both of our practices are in,you know, smaller areas, so out

(23:31):
in the country kind ofenvironment, and that is good
and bad.
It's good in the sense that youknow we have the ethical part
becomes a little bit easier tothe discussion because you know
one person at our practice morethan likely is going to know of
somebody or know family ofsomebody that we're talking to.
So that's, that is a distinctadvantage.

(23:54):
However, it's also adisadvantage too.
If we don't have the rightculture, we can't hide, period.
Nobody wants to work for us,okay, word spreads fast, okay,
and that also works on thepatient side too, but in regards
to HR.
So a lot of our thing.
You know, I hear a lot of myfriends and you know when they

(24:14):
their struggles with hiring, alot of what we do.
We have similar struggles.
It's not like we're, you know,we're free of it, but we do a
lot of advertising when we'rehiring somebody from within, a
lot out on Facebook, a lot outon, you know, just, the internal
market that our staff has, andour staff comes with a lot of

(24:35):
people.
You know, over the years, andand frankly, I've gotten to the
point now where I just I justlet the staff hire them.
You know, I just I get it outof the way.
I, I the only thing I reservethe right to do is blackball.
You know I reserve the rightfor that.
But when it comes to hiring,I'll literally the last hiring
cycle we just did, I was like,look, here's the two, I'm here's

(24:56):
the two.
I like y'all, y'all decide, youknow, and and it is great
because the staff owns it.
Then you know we own it as ateam, then it's not just me
owning it.

Speaker 2 (25:08):
Well, that's a sign, everybody, of a of a wonderful
culture, and there's there'ssomething in sports that when
the players police themselvesand you don't have to be a part
of it, that is an ideal cultureyou all should be looking for.
If you have to be so involvedin so micromanagement, if you
will, you don't have the rightpeople.
They may be good performers,but they're low trust, and

(25:31):
that's what I don't rememberwhat season, but seasons ago on
the podcast we talked about thebrand awareness you may not be
thinking about and you justbrought up a point that I'm not
sure a lot of people think of isyou're worried about what the
community thinks of you as faras a patient perspective goes,
but what are your employeestelling other people in the
community about you, in yourenvironment, in the culture?

(25:52):
Right, that's advertising initself and not a lot of people
spend a lot of time focusing onit and let me one-up that just
amplify that comment.

Speaker 1 (26:00):
One more level you always have to one-up me.
No, I'm not one-upping you, I'mjust amplifying what you're
saying.
It's even more important, Ithink, than we give lip service
to it, because the older I getand the more established we
become in the community, the onething I'm realizing is that I
really have nothing to do withthis.

(26:20):
It's my staff and what theyemulate and what they amplify
and reflect into our community.
That's what brings the patientsin the door and what brings the
parents in the door and whatbrings the trust in the door,
and when they sign on with us,they trust their kid or they
trust themselves to be treated.
No amount of marketing, noamount of advertising, no amount

(26:44):
of muffin runs, no amount canovercompensate for that.

Speaker 2 (26:50):
Well, matt what the whole industry is trying to do
is muffin runs andadvertisements, and I'm trying
to get the mindset of stop it.
Everybody Go inside your doors.
Culture, leadership, repetitiverole plays, which we'll talk
about in just a minute.
That is what moves yourbusiness forward, especially
during down economic times.
You can always rely on that.

(27:12):
You cannot rely on outside yourdoor anything to save you when
the economy sucks, go ahead.

Speaker 1 (27:18):
I want to be clear on one thing.
I'm not saying don't do themuffin runs.
I'm not saying don't do thelunches with the doctors or
whatever, or marketing andadvertising.
You know not saying that.
But if you're paying all thatto get them in the door and then
when you open the door it's notinviting and it's not trusting,
and then you've literallywasted 50% of your money because

(27:42):
50% of the people are going toturn around and walk out.

Speaker 2 (27:45):
Absolutely.
Hey, steph, let me make thisone point and then ask us what
they want.
So one of the things officemanagers that are on or doctors
that are on that have an officemanager you're thinking about
hiring one.
I don't know if this has become.
This is because, for most ofour existence, we come from
outside of the ortho health careenvironment and now been in it

(28:06):
for 12 years.
But when you look at reallynice restaurants, what are the
best managers do?
Right, they're on the floor.
They're making sure the waitershave what they need to wait the
tables at a high level.
They're picking up the slackfor the waiters if they're
falling behind.
They're greeting people whenthey walk through the door.
They're going to the, thecustomers that that, that

(28:27):
high-dollar customers that keepcoming back and shaking their
hand.
That's what a manager does andfor whatever reason, it drives
me nuts.
In ortho industry, what do mostmanagers do is they sit inside
an office and they becomeglorified practice management
babysitters of the people aswell.
Your job and the reason whythey've created this culture and

(28:47):
one of is because Lisa and shebrought it up your job is to get
to know your people, be therewhen they need it, learn and
lead with empathy.
Be on the floor, greet the newpatients when they walk through
the door so they don't sit down.
That's the job, and I think somany OMs are either misused or
misinterpret what the role is is.
Your role is to make otherpeople better, right, make other

(29:10):
people better.
Put them into uncomfortablepositions, role play with them,
make them nervous, as can be.
That's how you advance peopleforward in their career.
It is not to sit in an office,and if you're sitting in an
office for the majority of yourday, you will never create a
high trust team.
It is not to sit in an office,and if you're sitting in an
office for the majority of yourday, you will never create a
high trust team.
It is not possible.
And doctors same way.
If you don't have one or youhave one, if you're disengaged

(29:33):
and you're not involved, youhave Zippo chance of creating a
culture that puts your businesson autopilot, and this is why
it's always, even in a downeconomy, the best marketing
investment you will ever make.
Does it pay off tomorrow?
No, but it's what makes yourbusiness recession-proof.
Is what we're talking about,steph.

(29:54):
What's the question, hey man?

Speaker 6 (29:55):
This is from a practice in Jersey and they want
to know as an office manager,how did you learn to trust your
team and feel comfortable,giving them space to make
mistakes and learn from them?

Speaker 4 (30:06):
That's a great question.
Really.
Again, it's a testament to thedoctor being patient with the
clinician or whomever, to makethose mistakes and to guide them
through that process.
I mean it's not easy, butusually the assistant will let
you know I mean not by words,but the doctor can see okay,

(30:30):
she's ready for this or he isready for this.
We happen to have a clinic leadin our office and so it's a
constant really evaluating anykind of new hires.
We try to meet once a week andtalk about what they're good at,
what they're proficient at, andthen, week to week, we work on
a new skill set, and so that'ssomething that is very

(30:55):
intentional.
It does take a lot of time.
However, it's pays in spades atthe end.
So it's really about beingintentional about how you train
and what you're comfortable with, and then you have to trust
them and it's okay to fail, it'sokay to make mistakes, because
we've got your back and we'regoing to be able to, you know,

(31:16):
get that corrected and thenwe're going to show you the
right way to do it.
So really it's having thatfaith and trust, but it's being
involved, it's being intentionalwith your training and knowing
where that clinician or TC is atat that time and then giving
them that push.
You can do this.
This is the next step.

(31:37):
When Brian came into our office,it was a little overwhelming,
but what we did is we wrote downthe most important thing that
we wanted to implement right offthe bat, and there were two or
three things and we worked sodiligently on those two or three
things.
We would check them off andwork on the next group and

(31:59):
that's how we were able to growand to become the office that we
are today.
And the goal is always theimmersive experience.
You know you want your patientsto walk in and feel different.
We had always said we wanted tobe, you know, chick-fil-a, but
really the Ritz-Carlton.
You know that that was our goal, you know, and to be able to

(32:20):
provide that experience.
And, sure enough, several yearsago we had a guy leave a Google
review saying that we were theRitz-Carlton orthodontic.

Speaker 6 (32:29):
So you know we still have a lot of work to do.

Speaker 4 (32:34):
Don't get me wrong, it's not.
We're not complacent, but youknow it just takes continual
effort.
You know, once you sit down andyou get comfortable, that's
when things can get a little outof hand.

Speaker 2 (32:48):
So one quick thing on that.
So whoever asks that, this isobviously to everybody, but
especially the one who askedthat there is a major
misconception around leadershipand culture, right, what they're
talking about didn't happen ina year, or it didn't happen in
six months or yesterday.
It's an infinite pursuit.
Understanding that oneleadership is a trained skill

(33:11):
set.
Think about the amount oftraining you all give your
clinical assistants and thenthey become really good at it
and then you promote them tolead clinical assistant.
What happens, zippo?
No leadership.
They go into the most important, difficult position of their
career and they get little to notraining on how to be a great
leader.
And that's a problem withbusinesses in any industry,

(33:34):
because leadership is thehardest skill set you will ever
learn.
But you're not going to createand become a great leader in a
month, a year, a decade.
It is a consistent pursuit oflooking at yourself in the
mirror and finding out ways thatyou can motivate better,
communicate better, and that'sdifficult for people, because
that means and the question youasked is that you have to look

(33:56):
in the mirror, becausehigh-trust teams are not created
overnight.
They're created on an ongoing,infinite journey with a
commitment that everythingthey're talking about and it's
hard, and I'm convinced that'sthe reason why not a lot could
ever achieve it, because peoplein this industry and others
they're looking for the quickfix.
Right, you go to AAO, you see aspeaker, you come back and you

(34:17):
think that's going to be thewallah.
Or you go to a leadership eventover the weekend, you come back
and you think you're going tobe a great leader.
It doesn't work like that.
And these people and one of thereasons I wanted to have them
on she brought this up is when Iwalked into their office years
ago, one of the only things theywanted to work on for the
entire first year are the phones.

(34:37):
You remember that how much timewas dedicated to becoming great
at the new patient phone calland we spent a good 12 months
right, I think it was rightaround 12 months with that
almost being the only focus, andthrough that they became so
exceptional.

Speaker 1 (34:55):
That new call sheet went through more iterations
than you can shake a stick at,man oh yeah.
Holy cow.

Speaker 4 (35:01):
Miranda, thank you for that, by the way.

Speaker 1 (35:03):
What was our original length of the initial phone
call, Lisa, approximately.

Speaker 4 (35:09):
I thought I was doing an amazing job, taking 20
minutes of someone's precioustime by getting to know them and
talking, shooting the breeze.
And Brian came in and there waslike what are you doing?
This should be three, four,five minutes tops.
And I was like what are youtalking about?
And I was able to collect somuch more data and be more

(35:29):
focused on what needed to bedone and not waste our patients
time.
So, yeah, I mean it took awhile, and then to actually hand
write everything down, I waslike, are you crazy?
We are beyond this, but it'sstill something we do to this
day.
And it's not something I'llchange, because we scan these

(35:51):
and put them in the chart and weoften go back because there's
handwritten notes on there.
You know it's invaluable, ittruly is.
Hey, Brian in regards.

Speaker 1 (36:02):
I wanted to bounce back to the question real quick
in regards to kind of whatthings to do.
Is you're looking at amicromanager?
20 years ago I was, I mean, amicromanager I would be like,
nope, I'll take care of that.
Nope, I'll do that.

(36:23):
Nope, nope, wait a minute, I'llget that.
And the bottom line was it wasborn out of insecurity and out
of a fear of global failurewithin the practice and, frankly
, a fear of spending money atthe end of the day, and all I
was doing was restricting myability to grow and subsequently

(36:44):
make more money for everybodyinvolved with the team.
And finally, about five yearsin, because it took a long time
for me to learn the lesson, Istarted to let go a little bit.
Some of it was forced, justbecause we were getting busier.
Despite me, we were gettingbusier, and then finally I kind
of pulled back and then finally,one day, I realized the key to

(37:05):
this whole thing is givingpeople permission to fail,
because if I give thempermission to fail and watch
their failure, nobody learns bysuccess Nobody but you learn by
failure.
You learn by failing, andthat's true for me and that's
true for every member of ourteam but you've got to give them
permission to fail.

(37:26):
And so that's number one.
And then the number two area Iwas a micromanager on was kind
of the relationship type thing.
I'd hear a little adversarialtone in a patient or a parent
and I'd immediately like runover, I'd put down whatever I
was doing and I'd run over andinject myself into that
conversation and and and and.

(37:47):
Finally I figured out I wasmaking half the time I was
making it worse, namely becauseI'm a male and I'm trying to fix
it.
And that's not what's going on.
Nine times out of ten they justwant to air their grievances,
they don't want it fixed.
And so finally I pulled backfrom that and started letting
Lisa and the rest of the team dowhat they were better at.
Lisa and the rest of the teamdo what they were better at.

(38:09):
And I have a quick story, ifI'll permit.
The time is yesterday.
We had a scenario goingadversarial tone, two chairs
away from us or from me and I'mdown bonding a case, and
actually I'm sitting downgetting ready to bond a case and
my lead assistant was helpingme on that particular case and

(38:39):
she whispers in my ear and shesays do you want to go take care
of that.
And I looked at her and I waslike no, we're going to let that
percolate for a little bit andwe're going to see where this
goes.
And so I bonded the case and,sure enough, when I got up, the
assistant that was helping thatcase out had solved every one of
the problems.
The parent was happy, thepatient was happy and they
literally were walking out and Inever even needed to quote,

(39:00):
unquote, waste my time on thecase and everybody was happy.
If I had gotten involved, wewould have spent either another
10 minutes or I would havecreated a worse problem.
We would spend either another10 minutes or I would have
created a worse problem.
So, anyway, that's my twotidbits is learn to delegate and
let go and learn to just giveyour staff permission to fail

(39:20):
and then be there when they do.

Speaker 2 (39:23):
You can hear everybody when they talk.
It's a lot of reflection in themirror Right, lot of reflection
in the mirror right.
And when I went in to and thisis a common theme among our
family members, especially withnew patient group is they're
okay looking in the mirror andthey understand.
That's where it starts.
And when I went into theirpractice when we began the

(39:43):
journey, the two you see on hereare some of the most coachable
people you will ever meet inyour life.
Right, you can't expect andthis goes back to there is no.
Here's how you create the hightrust team.
This is certainly part of it isthat you have to show your team
that you are coachable, thatyou need to be fixed.

(40:06):
You need.
You're an ongoing project andthat's why all of you need to be
investing in help and gettingexperts in your environment that
can teach you and let your teamsee you be coached.
We did tons.
I've got videos I couldprobably find in five seconds

(40:26):
right now.
We have done so many role playsin their office and who went
first?
Oh, she's shaking.
You know I'm going to at somepoint when they went first and I
was just given the right chatteam.

Speaker 1 (40:38):
Okay, lisa, new patient phone call.
Go Sell me this pen.

Speaker 4 (40:43):
We should totally do this yeah.

Speaker 2 (40:45):
Edification, edification, go, yeah, sell the
pen baby, yes, all things.
But so many of you out thereyou think your team needs to be
coached.
When it's you, you need to becoached.
And even if you don't think youneed to be coached, you better
make believe, have a master's inBS and make your team think
that you need to be coached.

(41:05):
And that is such a great way tobuild a high trust team when
you role play together, and oneof the things they do I hope
you're still doing it is thatblock time every single week
where you meet and you practicetogether and you role play
together and you do the thingsthat no other business will
commit to because they're toobusy.

(41:25):
Seeing tables and serving themwine seeing tables and serving
them wine right, I want you totalk about.
You know what that hour plusevery single week, the
discipline it takes and howthat's helped build a high trust
team, a high performing team,along with it.

Speaker 4 (41:39):
Well, that was a tough one to swallow as well is
carving out a precious hour or45 minutes once a week, and I
was like gosh, that's going tobe really difficult.
But Dr Paschal said we need todo it.
Let's get real about it.
So, once a week, every Thursday, we meet as a group.
A lot of it has to do withtraining.

(42:01):
A lot of it has to do withfiguring out some things that
are going on within the practiceand trying to problem solve
through them.
Whether it be from the digitalaspect or patient relations,
bonding failures, whatever itmay be, it's our time to be
together, to sit down and talkabout.
The tone of what's happening inthe practice Gives us an

(42:23):
opportunity to say this is whathappened with this patient, how
would we handle it differentnext time?
And that's the role playingaspect of it.
It's important.
It's something that we willnever not do again is carve out
this time together as a group,to come and to sit and to talk
and to role play and to figureout.
I call it the problem solvinghour.

(42:44):
You know we're figuring thingsout, we're making it important,
you know, and that's that's abig part of it as well, and I'll
circle.
Back to the coachable aspect ofit.
It is not easy, you know I willsay this to all the office
managers.
You know it's not easy havingsomeone come in and telling you,
well, this is pretty good, butlet's try it this way, and

(43:07):
you're like man, I think we'redoing things great.
It's not easy, but once you letthose guards down and you're
able to, you know, receive thisinformation and start practicing
and role playing andimplementing I mean there's no
limit to what you can do forbuilding trust, for getting more

(43:28):
patients in your door,converting more patients and
having those patients referpatients back to you.

Speaker 2 (43:38):
Well, one of the things she just said is I think
when we start talking experienceor you need training and all
that, immediately I think a lotof people's brain goes we're
already good at that, right,we're already good at patient
experience, we're nice thingslike that.
And the problem you look atpatient experience, we're nice
things like that, and theproblem, you know.
You look at the Ritz-Carltoneverybody.
They require 250 hours oftraining before you're allowed
to speak in person or over aphone to a customer.

(44:00):
Right Now, nobody's thinkingany of you should give 250 hours
before they're allowed to go onthe floor and answer the phones
or whatever.
But you sure as heck can do iton an ongoing basis.
And the problem with thementality a lot of times
thinking you're already good atit is you totally disregard the

(44:22):
expertise that's out there thatcan take you to an entirely
different planet that youotherwise just don't know exists
.
And they were great at a lot ofthe stuff, whether it be how to
greet people when you walkthrough the door, the TC exam,
the digital workflow, his exam,presenting money, all the stuff.
They were damn good at it, oneof the better ones that I've
ever seen.
But they will tell you, eventhough they were damn good at it
.
There is an entire universethat they now know they can go

(44:46):
to that they may not have knownbefore.
And that's the case for all ofyou out there.
And you all have holes.
You know, phase one to two,conversion, missed new patient
calls, new patient, no-shows,conversion, whatever it may be.
You know you're all in anenvironment where you're
charging five, six, seven plusthousand dollars a pop.
So just a couple leaky holeshere and there.

(45:06):
You lose 500 grand a year andthe solution is not advertising.
The solution is to look in themirror and fix those things
internally.
So talk about one, thecommitment to role-playing.
Two, the commitment to doing itrepetitively.
It's not like we're going to dothis for a week and you've got
it.
We're going to do this on anongoing basis and then the level

(45:26):
you reached because of that.

Speaker 4 (45:34):
Well, I will say okay , go ahead, lisa.
It's not the most favoritething we do on the team, but
it's uncomfortable.
It is uncomfortable, but thereare things that you gain
practicing.
I mean, if you want to be anelite athlete, what do you do?
You run, you lift weights.
You get to be an elite athlete.
What do you do?
You run, you lift weights.

(45:57):
You get uncomfortable.
This is part of what we do andit is something that I have to
do, dr Paschal has to do, inorder for it to trickle down and
allow our you know team membersto say okay, I know this feels
silly, but it's an importantcomponent to growing and you
know I'm a big problem solver.
I want to figure things out, Idon't want to repeat mistakes.
So talking through these thingsand role-playing through these

(46:21):
things can help you figurethings out and help you be
better.
It is something that isdefinitely not comfortable to do
, but you gain so much from itabsolutely no.

Speaker 1 (46:37):
Yeah, I'll add one thing, um, for doctors that are
listening to this and to all theoffice managers are listening
to this, feel free to clip thisportion out and put it on and
your phone and show it to yourdoctor.
Um, doctor's got a role playtoo.
You don't get a pass, you know,and I would even one up that
and say be the the first to roleplay.

(46:57):
You know, um, put on thecheerleader outfit and just
kidding.
You know it's like, if you'renot willing to do it yourself,
then your, your team's justgoing to do it.
Pardon me half fast, you know.
You know.
So I've just found over theyears that the more I put myself
out there and the more Iembarrass myself in front of my

(47:18):
team, the better the team, youknow, even if they're laughing
at you.
It's building that trust andthat camaraderie with your team.
It's like, oh OK, he's willingto do it or she's willing to do
it.
All right, I'll do it too.
You know it's important enough.
Obviously, I need to do it too.
You know it's important enough.

(47:39):
Obviously, I need to do it too.

Speaker 2 (47:40):
Um, so that's that's what I'll add to that, brian
Well, and everything they'retalking about and we are talking
about it goes into building ahigh trust team period.
If you leave out any of this,you're not going to maximize the
success you could.
You could otherwise have, andthere's so many.
B Lewis, we have a question.

Speaker 5 (47:58):
Yeah, so this one's from uh, Sydney Coombe.
How do you choose topics orscenarios to role play?
Do you role play as one largegroup or do you break them into
smaller groups, Like you?

Speaker 4 (48:11):
know how do you, how do you guys go?

Speaker 1 (48:13):
about it when you're doing them?
That's another great question.
We keep it large, you.
We keep well large as far asour team and I like doing it.
I'll let Lisa take the details,but from my perspective, I like
doing it that way.
Even if it's a clinical thingthat we've got to work on or an
admin thing we've got to work on, I want the whole team to
understand what each respectivesubsection of the staff is doing

(48:39):
during the day.
I want everybody to know.

Speaker 5 (48:47):
So everybody's on the same page.

Speaker 1 (48:48):
Because I'll tell you , one of my huge pet peeves and
this is like a big red line thatnobody on our team ever crosses
because they know not to is Idon't ever hear the terms that's
not my job description orthat's not my job and that is no
.
Our job is to meet ourpatient's needs.

(49:09):
That's it how we do it.
There's a myriad of ways, fromemptying the garbage to
vacuuming the floor, to changingarch wires, to scanning
patients to, you know, receivingpayments, answering the phone,
whatever that is.
But I want it.
But if you don't start from arole-playing perspective, where
everybody is experiencing what'sgoing on, frankly that's a very

(49:32):
difficult thing to achievebecause then people start
compartmentalizing.

Speaker 2 (49:36):
So I'll back off now and get off my soapbox, lisa,
that is one of the hardestthings I have had in my career
is to convince people of what hejust said and what Lisa is
going to pick up on here in justa second is that we actually
stopped selling on-demandmemberships because we would get
people buy them and they wouldwant 900.

(49:56):
And this is the point,everybody, of what you're doing
to destroy your culture.
Is it better to implement andjust focus on the phones as an
example or the TC example forone year, or is it better to
focus on 10 things and themajority of people what they'll
do is they'll buy on-demandcourses and they'll go okay, tc,
you go watch this.
Assistants, you watch this.

(50:18):
Receptionists, you watch thisand that's what you think is
going to create a fast speed ofimplementation.
And it does the exact opposite.
You've all called 800 numbersand hit a prompt.
Janice answers and she can'thelp you.
She's got to transfer it toSusie or Tim.
Why?
Well, because they're acorporation.
They have unnecessary divisionsand they have no idea what the

(50:40):
heck the other one's doing.
You all are small businessowners.
You have no divisions and thefastest way you're going to get
things implemented is go slow,focused and have the whole team
be a part of it.
You've got to change themindset of well, I got a
clinical team and a front deskteam, wax it.
You've got to change themindset of well, I got a
clinical team and a front deskteam, wax it, you've got one

(51:00):
team.

Speaker 4 (51:00):
Lisa, your thoughts.
That's 100% correct.
I mean, you learn so much byhearing some of the struggles
that the clinicians are goingthrough that the everyday admin
team doesn't hear, and viceversa.
So by bringing them alltogether and discussing it and
figuring things out problemsolving as I call it, the role
playing everybody's on the samepage.
Everybody knows a little bitabout everybody's position and

(51:24):
can understand.
So it's very important to do ittogether as a team.

Speaker 1 (51:29):
And empathize, which is good and empathize.
You know, because when thecrap's going down in the back
and everybody thinks it's allabout them in the back and all
of a sudden, you know, you knowone of our team members up front
gets off the phone with anirate mother and then they come
back to you and say, hey, I'vegot this situation.
Our team's not popping off athim because they understand the

(51:54):
level of the gravity of thatphone call.
That just happened.
Um heck, you know, to be honestwith you, the nature of that
happened this afternoon.
I watched it.
I watched one of our frontstaff members walked in the back
and it was a very inconvenienttime of the day and she pulled
our lead aside who was with apatient and said I've got this,
this and this going on, and then20 minutes later I saw that

(52:16):
patient back in the back with,you know, being addressed.
So anyway, if you're sensingthis, this is a front to back,
cohesive, all inclusive issue,you know, again, all centered
around trust.

Speaker 2 (52:35):
Well, and the empathy part that he just talked about
and this is an all day workshopin itself.
But empathy is a trained skillset.
Everybody one.
You've got to have a culturethat supports it.
But I found this out many yearsago when we started RightChat,
which was five years ago now.
We had answered for this painrelief center and they would get
calls.

(52:55):
Like you know, my knees arekilling me, please help.
I can't move my back.
All this stuff and you wouldthink, and all of you can relate
to this call any 800 number andcomplain about your product or
service and it'll prove my point.
You would think the naturalhuman reaction to that would be
ma'am, I'm so sorry to hear that.
Like we don't want you to be inpain.

(53:18):
That's horrible.
We've got the best doctors andtech around.
We're going to get you out ofthat pain.
Let's get you scheduled.
But it's not.
If I saw the nicest, kindestagents not go to the empathy
card right after that, and ifyou're not training on it and
it's not front and center,empathy will not exist in your
organization and just payattention to it.
On how your employees react toeach other, on how the doctor

(53:41):
reacts to you, there is verylittle empathy and people do not
lead with empathy at a highlevel in organizations at all,
and that's why you need to getto know your employees.
If you have make-believe name,janice getting beat up by her
boyfriend, it's going to affecther at work, and if you don't
care enough to learn about yourpeople and understand those

(54:03):
things, you're not going tocreate another ingredient to the
question.
Right, how do you create a hightrust team?
It's all of this stuff, butit's repetitive, never ending,
and nobody wants to hear that,right?
Everybody wants to hear thequick fix.
There is no quick fix toleadership or culture.
It does not exist.
It's an ongoing, infinitejourney.
Steph, we got a question.

Speaker 6 (54:25):
Hi, how is on you Okay?
So this one is from Dr Barronout in the Denver area and it's
for Dr Pascal and Lisa, and shejust looked up your Google
reviews and saw you have almost195 star reviews at one of your
locations and over 130 at theother.
How have you been so successfulat that and how do you get
patients to actually post thephotos?
We have less than 50 and havebeen open for over five years.

Speaker 1 (54:50):
I'm going to let Lisa take this one, because this is
all her and her team up front.

Speaker 4 (54:53):
this one because it this is all her and her team up
front um, you know, it reallystarts with the immersive
experience and, um, it'ssomething that we have really
strived for and it's we want ourpatients to feel different when
they come in the door.
Um, yeah, we're great attechnology, we implement a lot

(55:16):
of that.
Our doctor lectures all overthe world, but that's not what
people really care about.
If you go and read thosereviews, you'll see that it's a
feeling, it's how they feel,it's how we make them feel, how
we make their kids feel, and alot of that is just everyday
training, the role playing,caring about our patients, the

(55:36):
empathy portion of it.
And you know, for a while therewe weren't getting reviews and
we were trying to do these youknow, gimme things.
But as of late, it's beenreally more organic, where we're
not really asking people forreviews, they're just going on
and doing them.
So I think, as Brian said before, a lot of it is it's work.

(55:58):
You know we've worked hard forit.
We're starting to see thefruits of our labor and it
doesn't happen overnight, but itis something that we
continually work on.
You know we have a saying inour office what would Brian
Wright do?
And it's still something thatmotivates us If we have a
problem.
We think it through and I'llshoot.

(56:20):
Either shoot them a text orwe'll.
We'll try to position ourselves.
Okay, remember our training.
And how do we get through this?
So it's not overnight, it takes.
It takes dedication really, butthat's the big goal.

Speaker 1 (56:36):
And Lisa, one of the things too, is the how portion
of that.
You know you have trained ourteam to consistently make an ask
.
You know there.
You know, if they know thatthere's a scenario where it's
been a difficult appointment andthe patient's like, oh, this
was great, or whatever, the teamis trained to look at them and

(56:57):
say I am so happy, you had agreat experience today and
thanks for working with me andgetting through that difficult
thing.
Would you mind sharing thatonline?
You know, and just the askalone goes a long way.
Now you're gonna ask eighttimes and get one review, but if
you don't ask eight times,you're not gonna get the one
review.
You know that's it at the endof the day.

(57:23):
And you know it's kind of likethe most successful insurance
sales people um on the planetare the ones that don't they?
They don't stop picking up thephone and calling the next call
or making the next ask.
It's it's all in the quantity,it's not, it's, it's just you
got to keep asking, and sothat's.
The other thing is to set thatyou've built the team that trust
you.
You've built the team thattrust, that trust each other and

(57:44):
the doctor.
They're they're theoreticallyproud of the doctor then, and
they're proud of what they do.
Why not get them to ask?
And why not get them to askmore patients to share with more
people?
And that's the culture youbuild.
And so and so we, we see thatall the time it's like just ask.
And in the first couple oftimes it's hard, man it is.

(58:08):
It is hard because you'll go,you'll put the meeting in place,
you'll, you'll demonstrate it,you'll do it, you'll role play
the ask.
And then you know, mondaymorning everybody's asking, and
then by Thursday everybody'sforgotten.
And then the next Mondaymorning, nothing, crickets.
Next thing, you know, two weeksgo by and you're like, why

(58:28):
aren't we asking anymore?
You know, well, eventually youreseed it and reseed it, and
reseed it and it happens.
So you know, we're at the pointnow where I think it's become
pretty cultural, but peoplestill don't love doing it.
If we stopped emphasizing it,they'd eventually stop doing it
like anything else.

Speaker 2 (58:47):
Well, that's like the role players, right.
The employees are not going tocome tug on anyone's you know
shorts or pants and say, hey,we're not role playing, we got
to get it back right shorts orpants and say, hey, we're not
role-playing, we got to get itback right.
You have to be the leader andyou've got to force, just like
you would your own kids, becauseit's better for themselves,
it's better for their career, etcetera.
But they're not going to pushyou and I think with your
practice, they've learned toembrace it right.

(59:08):
They have some fun with it,nobody likes it, but they've
embraced it, and that's theculture.

Speaker 1 (59:12):
I want forever Some of them.
Now I'll tell you what receivesit is.
We've gotten reviews now whereindividual staff members have
been named and situations havebeen named, and the team
actually, they kind of celebrateit.
Now we actually we have allthese five-star reviews About
what was it?
Two months ago, lisa, we got aone-star review First, one right

(59:33):
, and it was now.
Honestly, if we weren'tconsistently getting reviews and
we didn't have the culture thatwe had, it probably would have
crushed me and, frankly, theteam, because it was one of
those things like, oh my God.
Well, first of all, when I readit, it was like none of us
recognized the scenario that wasbeing described and I still

(59:54):
question whether it was anactual patient.
But that's okay, you know andand but, but because of the what
we had built and the naturewrapped around the asking, the
cool thing was is nobody reallytalked about it.
We acknowledged it, we talkedabout it in our team meeting and
then, next thing, you know, uh,we get three more five-star

(01:00:16):
reviews, like two or three dayslater and by the end of the week
there was a couple more reviews, all of them five stars.
We just kind of moved on.

Speaker 6 (01:00:23):
And you guys do a great job.
Commenting back, I have to sayLike I looked at all of them
because I was curious too tojust see what she was saying and
I was like wow, you writereally in-depth responses and
that's huge.

Speaker 2 (01:00:40):
Yeah, I have a question too about that.
I have a question too aboutthat.
I want to say one thing reallyfast.
So I want to say this to DrBarron so one thing, I'm in
Colorado Springs, so we need toget together.
I heard you were in Denver, butI don't think any.
A lot of times the answers youjust received to that question
most likely is not what you wantto hear, and what I mean by
that is a lot of people and Isee it at the AO with people
selling these little gadgets andautomated reviews, and that's
what everyone's looking for.

Speaker 1 (01:01:01):
Right, they're crap.
I've done it and I've wasted mymoney.
They're crap.

Speaker 2 (01:01:05):
This is how you automate your five star reviews
is one.
Ask yourself every?
And this is actually one of thethings Jeff told me, the reason
why they signed.
He saw me speak when I wasOrthoFi's keynote I think in 19,
at their national event and Ihad this screen up that shows
the consumer journey, right,your culture, your digital
marketing, the call, whathappens before they show up all
these interactions that you allhave with customers, patients,

(01:01:29):
every single day.
And you've got to create astory.
Your business is a story.
Every interaction is a newchapter, and it's difficult
because people remember thenegative.
You could have nine great andone poor, and they're going to
remember that one, or it doesn'teven mean it's poor, it just
may not be unexpected.
So you've got to ask yourselfthroughout every piece of the

(01:01:50):
puzzle in your organization whatare you doing?
That's unexpected?
I couldn't find in any otherpeople business in the world
Hotel, $500 table for two,restaurant practice down the
street.
And the only way you accomplishthat is by committing to
training your people on anongoing basis.
And it does become easy.
Right, it's very hard in thebeginning, but once it becomes

(01:02:12):
easy, it becomes easy and if youdo that, you will have the
five-star reviews, just likethem.
It's got to be unexpectedexperiences.
And then you've got to trainyour people how and when to ask
and you will get them.
But those two things have tohappen for the recipe for you to
get the reviews that you'relooking for.
There's no automation.
It does not work.

Speaker 5 (01:02:35):
I have a quick question too.
This isn't submitted, but itjust intrigues me.
When you guys get that, thismight be a Lisa question, do
that as a learning experiencefor your team, because sometimes
people get very defensive whenthey get a negative review and
well, was it my fault?
It's this patient, whatever itmight be, and it's like, hey, at
the end of the day it could be,it might not be your fault, but

(01:02:57):
like, is there anything you dowith your team?
It's the, you know, look at itand learn from it.
Use it as a learning experienceand kind of make it where it
could actually benefit you,versus just be defensive and say
it's the patient's fault, notour fault.

Speaker 4 (01:03:10):
Absolutely.
You know we looked at the view,we dug into it, tried to pull
any type of, you know, positivethings that we could get from it
, what we could be doingdifferently in the future.
And a lot of it comes down tocommunication.
That's a big core in our officeis making sure that we're
communicating with one anotheras a team and communicating with

(01:03:33):
our patients.
So we took that review apartand you know we talked about
what we would do differently,moving forward, um, and again, a
lot of it.
Yeah, you want to take theposture of, well, what's that on
us?
You know we're a great practice.
This person you know it's notauthentic, but you just never

(01:03:54):
know because the one person thatwrites something down there may
be five other people that maynot have had a great experience
and you really need to learnfrom the one person that will
come and say something if it isa true, valid issue.
So we talked about it, we tookit piece by piece and kind of

(01:04:15):
talked about from a customerservice component of it and then
also, you know, clinical aspectof it and you just you just
continue to move on and you grow, and that that one star review
has been completely negated.
I think we've had 28 since thatand I mentioned that last week
in our Thursday meeting.
You know, just giving the staffan update on it and it is what

(01:04:38):
it is.
We can't make everyone happy,but you know I had responded to
that review asking them to callus, and of course they didn't,
and it's not a patient name thatwe recognize.
So you know, regardless, youtake what you get and you learn
from it and you move on.
You know it's okay to makemistakes, but let's not repeat
them.
Get and you learn from it andyou move on.
It's okay to make mistakes, butlet's not repeat them, so we'll

(01:05:00):
learn from it.

Speaker 2 (01:05:02):
I think those one-star reviews everybody.
Sometimes they validate thefive stars.
If you're at NIC, you have 800five-star reviews Well, you're
paying for them.
Every once in a while you'regoing to get a crazy person.
And if you've got 105 stars andone one star, two one stars,
they're going to ignore thoseand look at those people as nuts

(01:05:23):
.
So the goal is just get morefives, don't harp on the ones.
But that's what I love abouttheir practice.
Right, if you have a weeklymeeting next week, you can sit
down and go over that review.
You can study it, find out ifit's a real patient.
If it is, look in your cells inthe mirror role, play the
scenario and get better.
And that's what so many of youout there don't do.
And if you're a basketball team, how would your sport team be

(01:05:46):
if you played it in the game allthe time?
They'd be terrible.
They would get worse as timepassed.
And that's what all of you are.
You are.
You're in the game from eightto five every single day.
And for whatever reason andthis is restaurants too and
others you don't see value inpracticing your playbook and
communication and all this.
And if you just do it, theleaky holes will start plugging

(01:06:08):
themselves.
You'll have one record yearafter another and you won't need
to spend all this unnecessaryadvertising that a lot of you do
and you won't need to spend allthis unnecessary advertising.

Speaker 4 (01:06:21):
That a lot of you do.

Speaker 5 (01:06:21):
That's a big question .
I know we're about an hour in,so I'd love to get your thoughts
.
We've gotten some greatcomments so far.
Everybody's very appreciativeof you.
Guys are perfect examples howpractice should be working.
And you know we have some greatcomments.
We'll send you guys bothafterwards of you know, from
Greg Goggins and a couple others, but is there any kind of final

(01:06:44):
thoughts?
Do you have a couple minutesleft before we wrap it up?
You know if there's anythingyou guys would want to hit on.

Speaker 1 (01:06:50):
So whenever a lecturer I always like to leave,
you know, leave whoever'slistening with something to try
to implement Monday morning.
You know, leave whoever'slistening with something to try
to implement Monday morning, youknow.
And I just want to give onething away that we did and I
don't I think this was evenbefore Brian came.
But we do a morning huddle,just like everybody else in the

(01:07:12):
industry, which I highlyrecommend.
But one of the things we do inthat morning huddle is we have
always shared gratitudes witheach other and nobody can get
off the hook.
Everybody has to share gratitudeand it could be something
mundane or it could be somethingreally significant.
And if you get in the habit ofevery single huddle spend four

(01:07:35):
minutes or five minutes everyteam member gives a gratitude
then over time you will beamazed at the trust and the
respect and the knowledge youhave about your team members,
about each other.
It is amazing what happens.
It honestly, I can't emphasizeit enough.

(01:07:56):
It's almost transformative foryour team.
So Monday morning or tomorrowbecause most of us are working
tomorrow implement it, startdoing gratitudes and explain it
to the team and just say whatare you grateful for?
I want to hear from each andevery one of you.
What are you grateful for today?
And share your gratitude andmove on to the next.

Speaker 4 (01:08:19):
I will also add that sometimes there are team members
that say I'm having a hard timetoday being grateful for
something.
And that's when we circlearound them, you know, and it's
not necessarily we allphysically circle around them,
but we know that, ok, she'shaving a bad day or she's, you
know, going to need some help,and it's just another window

(01:08:40):
into your we call it the Paschalfamily.
You know, it's a window intowhat they're going through.
It's a great exercise.
I highly recommend it as well.
That was a great point, drPaschal.

Speaker 2 (01:08:53):
Love it.
I love that that.

Speaker 5 (01:08:54):
I really love that.

Speaker 2 (01:08:55):
That's awesome you know I this this job that we do
everybody is a hard one and anda lot of times it's not that
gratifying because nobody tellsyou a good job pat in the back.
But I want to tell both of youthanks, because one I'm a words
of affirmation person and youguys have given me a lot of it
over over the course of theyears, and the team made a what

(01:09:16):
would brian say T-shirt thatthey gave me.
No one's ever done that beforeand it really means a lot.
You know it's an industry thatdoesn't tell you thanks a lot,
but if you don't do somethingright, they'll let you know that
.
So I really appreciate it.
The relationship's awesome andyou know it's an honor to help
you.

Speaker 1 (01:09:37):
Well, thanks for the opportunity.
We appreciate it.
Hey everybody Thank you guys Goahead.

Speaker 2 (01:09:43):
Brian, I'm going to give out the code.
So everybody on here.
So we have an on-demand courseand it's the Navy SEALs, Team 6.
And it's Trust FirstPerformance how to create a
high-trust team and I'm going togive out a code.
We can email this out to theaudience.
B Lewis, yeah, we got, it'sgoing to be, it's going to be
trust.
That's the code.
And you got to give us a fewminutes, like a day or two, to

(01:10:07):
implement it, Cause we've got togo in and create that code.
But I'd like everybody to getthat course and go through it
and it's going to give you a lotof insights on how the Navy
SEALs do this high-performingteam and this high-trust team
and it could be a good on-demandcourse for everybody.
I think it's normally like 200bucks, but let's give it to them
for free.

Speaker 1 (01:10:27):
Yeah, absolutely.
And to supplement that course,jacko Wilco's Extreme Ownership.
It's a must-read.
Yes, we read it as a team,probably what two years or a
year ago, lisa Went throughevery single chapter it was.
It really was good.
We had a great time doing it,so recommend that.

Speaker 4 (01:10:48):
And again on our Thursday meeting we would review
the chapter you know and learnand role play about.
You know, so it's, it'simportant.

Speaker 5 (01:10:57):
Beautiful.
I've read that book myself.
I love it.
I love it.
You guys?
That guy is a wild man.
He, uh, he's beyond impressive.
Um but that's great.
I want to thank you guys somuch.
You know I said earlier, ifyour practices are struggling
with some of these things, ifyou need help implementing
things, check out new patientgroup.
Um, there's so many things thatthey can do if your front desk

(01:11:17):
is struggling, you know thereyou guys wear a lot of hats, you
know.
So right chat can help you in alot of different ways as well.
So rightchatcom,newpatientgroupcom, check it out
, schedule a call with us.
You mean, you know it's veryinformal and we want to learn
about you, your practice and um.
You know, if it's the right fit, if we think we can help you,
we'd love to do it.
If not, you know we're going tocontinue to put out content

(01:11:37):
like this every, you know, atleast every month, every couple
of months, with with speakersjust like Dr Paschal and Lisa,
who have been incrediblyinsightful, and I and I thank
you guys both for for joining usand doing this with us tonight.

Speaker 4 (01:11:51):
So yeah, my pleasure.

Speaker 2 (01:11:55):
I want to leave the whole audience on this thought
and it took me a long time tocome up with it, but we've been
saying this and I want you toleave thinking this way.
So if you went to a restaurantand you showed up, you sat down
at the table and they handed youa bill for six hundred dollars
for a table for two, before youever tasted any, any liquor, any
drinks, any food whatsoever,what are all the things the

(01:12:18):
restaurant would have had tohave done leading up to that for
you to justify that $600 tablefor two bill?
That's what all of you are asorthodontists.
You're handing them a billbefore they can taste the food
and all the things that make upthat patient.
Justifying that bill,especially if it's higher than

(01:12:38):
the other four opinions, is whatwe do.
It's what we do with NewPatient Group and I want all of
you to constantly be thinkingexperience, because that's what
the restaurant would have had tohave done A to Z the valet, how
they greeted you, the initialcall, their website, etc.
Leading up to that bill.
That's who new patient group isand that's what you all must

(01:12:59):
think Employee and customerexperiences.
It must be on your brain at alltimes.
All right, we appreciateeverybody coming.
Jeff, lisa, I love you.

Speaker 1 (01:13:08):
Love you too.
Man, take care, tell the kidshave a wonderful night.

Speaker 5 (01:13:13):
Thank you all for joining.