August 11, 2025 • 14 mins
True leadership in dental practice means empowering your team through the right conversations rather than trying to be the answer person for everything. Mastering three key conversation types – vision, accountability, and problem-solving – can solve 95% of practice problems and prevent owner burnout.
• Vision conversations connect daily tasks to meaningful patient outcomes and team benefits
• Creating purpose helps team members understand their work impacts patients' overall health and quality of life
• Accountability conversations establish clear expectations and maintain practice standards
• "You will get what you tolerate" – addressing small issues prevents them from becoming destructive habits
• Focus on specific behaviors rather than making assumptions about the person
• Problem-solving conversations involve the team in finding solutions together
• Collaborative approach increases buy-in and implementation success
• Create psychological safety for team members to share ideas without fear
• Recommended resources: "Start With Why" (Sinek), "Crucial Accountability," and "No Bullshit Leadership"
• Don't wait for perfection – having these conversations consistently is more important than doing them perfectly
If you want a practice where your team handles day-to-day management while you take time off, we have the experience to show you how to do it.
Take Control of Your Practice and Your Life
We help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams.
Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul Etchison (00:02):
When I first became a practice owner, I
thought leadership meant beingthe smartest person in the room
and having the answer for everysingle thing.
If a problem came up, I was theone that was going to jump in,
fix it and be the hero.
And at first it felt reallygood.
It felt good to be in charge.
It felt good to be the answerperson, the one that always knew
(00:23):
what to do, no matter what thesituation.
But as time kept on going, Istarted noticing myself really
starting to resent my team forasking me questions, and I also
noticed that the same questions,the same problems kept coming
up and they would bring meissues that I know they knew the
answer for or problems that Iknow that they could solve on
their own.
(00:43):
And then my team got so largethat these questions just came
at me nonstop, which contributedto burnout me, being depressed,
me resenting the practice and,essentially, me not living the
best life that I knew waspossible.
And this was my fault.
It was because of the way I hadset things up.
I became the bottleneck, andthat's when I realized that
(01:04):
leadership it's not about doingmore.
It's about talking less andhaving the right kinds of
conversations that can make yourteam capable and confident
enough to solve the problemswithout you, so that you don't
have to do everything, but youcan ensure that everything gets
done exactly the way that youwant it.
So that's what we're going tobe talking about today.
I'm going to teach you thethree most powerful types of
(01:26):
conversations you should behaving as the leader and the
practice owner.
If you can just nail thesethree conversations, 95% of your
problems will solve themselves.
All you got to do is make surethat these conversations are
happening at your practice.
Now, for those who don't know,I'm Dr Paul Edgison and you are
(01:47):
listening to the Dental PracticeHeroes podcast.
I'm an author of two books ondental practice management, a
dental coach and the owner of alarge multi-doc practice in the
south suburbs of Chicago.
I am here to teach you how tocreate a team-driven practice
that allows you to make moremoney, take more time off and
take amazing care of yourpatients and your team.
So if you're looking to make animpact on the people around you
(02:10):
, as well as your family,through practice ownership, you
are in the right place.
Now let's talk about thesethree conversations.
The first one is visionconversations.
This is when you're telling theteam here is where we're going
Now.
I remember when I first openedmy practice, you read somewhere
that you're supposed to have amission and a vision and core
values and all this stuff.
(02:30):
So I sit down one day and I dothis and it ends up being a
bunch of words, like mostpeople's are.
You know, we are here to takeamazing care of our community.
We are going to change theworld through amazing dentistry
and delivery of care, and youread this and it sounds good.
But then when you zoom out andyou look at it, you say is this
real?
Is this like too over the top?
(02:51):
I mean, is this something thatsomeone can really get behind
and feel like they're making adifference?
So that led me to reallysitting down and saying how can
I give my team something to getbehind so that when they wake up
each morning and someone says,why do you do what you do?
Questions like that they cangive an answer that's not just
(03:11):
because I need the money.
They can give them somethingthat is more purpose driven,
something that they can jump outof bed and be excited and feel
like they're contributingsomething to the world.
If you don't provide this visionas the leader of the practice,
your team is going to default tothe just show up and do my
stuff and go home.
But if you can give them abigger reason, they can then
(03:31):
connect the dots betweeneverything they do daily and the
practice's mission.
So how do you have these visionconversations?
You want to tie everything wedo at the practice to patient
outcomes and team benefits.
So you'll hear me say this alot is that Every single thing
we do at the practice, it's gotto satisfy two things One, it's
got to take care of our team andtwo, it's got to take care of
(03:53):
our patients.
So what we want our team tounderstand is that every little
thing we do at the practicemakes a difference.
The way that we do it, the waythat we answer the phone, the
way we greet people, how cleanour practice looks, the way that
we talk about treatment andfinancing every little thing
makes a difference and it eitherhelps the patient say yes to
treatment or gets them to apoint where they say I've got to
(04:13):
think about it, I'll call youback, and usually that results
in them saying no to treatment.
So I want my team to understandthat whether or not the patient
gets dentally healthy isdependent on all the things they
do at their job, and I alsowant them to understand that
dental health is important fortheir long-term health.
It's important for theirpsychological health.
Dental health is important fortheir long-term health.
It's important for theirpsychological health.
(04:33):
It's very difficult to havevisual dental problems and it's
very difficult to havefunctional dental problems when
you can't eat the food that youwant.
So I want to tie all thesethings together that having your
teeth makes you healthier.
You being healthier allows youto be around in this world
longer for your kids, yourspouse, your parents, everybody
around you, your community.
So it's not just presentinganother treatment plan, it's not
(04:56):
just answering another phonecall.
It is us helping our patientreach their fullest potential
within the confines of what weprovide at a dental office, or
it's helping them not meet theirfullest potential.
So I want my team to take thatseriously.
So make sure that you arehaving the vision conversations
that get your team excited andhelp them realize that what they
do every day is more than justa job.
(05:18):
It matters.
All right, the next type ofconversation you got to be
having is accountabilityconversations, when we're saying
this thing needs to change, oryou need to change when you want
people to do things a certainway.
So, as the leader of thepractice, it is up to us to
create the standards of how wedo things at the practice and
make sure that everybody isupholding that standard.
(05:40):
Now a lot of practice ownersthey will look at their team and
they say you know what?
I just don't have the rightpeople.
I need to get the right people.
I just can't find good teammembers.
And I would disagree with that.
I think most of the people onyour team could be all stars.
You're just not pouring intothem enough.
You're not giving them thetraining that they need.
You're not giving them clearexpectations of how you want
things to be done, and it's notyour fault.
(06:01):
You might have not even thoughtabout how you want things done.
This is what we help practiceowners do in our coaching
packages, as well as ourupcoming mastermind that's
starting in September.
We're teaching you how to thinkabout the way you do things in
your practice and how to expressthat and implement that with
your team so that things getdone.
But ultimately, at the end ofthat, you're giving clear
expectations.
(06:22):
You're saying how you wantthings done, but you've got to
hold them accountable.
And if I could teach you onething, and one thing only, is
that you will get what youtolerate at the practice Small
issues.
If you leave them alone, theywill become bigger issues and
they will become bad habits andthey have the effect to tear
down the culture at yourpractice.
(06:43):
If you allow things becauseyou're scared to address them,
you're scared to have thisaccountability conversation, you
are sending the message to theentire team that whatever this
person's doing or not doing isacceptable.
You get what you tolerate.
So this comes back to somethingmy dad used to say all the time,
so I can never, ever forget itSay what you mean and mean what
(07:04):
you say.
Make your word golden.
So how do you have theseconversations?
First of all, before you starttelling somebody you want them
to do something differently oryou want them to not do
something that they're doing is,you've got to be clear about
what you want, and I see so manypractice owners.
We just don't even do it.
We don't know what we want.
We know we just don't want that.
(07:24):
I'm not sure what I want you todo, but I don't want you to do
that and that is not a way foranyone to operate.
It's hard to be the employee inthat situation and it's really
hard to be the owner, becauseyou're going to be constantly
upset.
So when you start having theseconversations with your team, I
want you to be specific.
I want you to focus on thebehavior.
So often us, as practice owners, we focus on the person.
(07:47):
This is what I call playingover the net.
We are assuming, because ofwhatever behavior is happening,
that this means that thisemployee is lazy, or maybe
they're stupid, maybe they'renot the smartest, or maybe
they're not thinking.
We don't want to make theconversations about what it
means for that person personally.
Stay with the behavior and getcurious, ask questions.
(08:10):
For example, if you notice ahygienist isn't doing their
chart notes, I've noticed thatsome of your chart notes aren't
getting done and this is aproblem because and I know
that's not like you, so I justwant to understand is there
something getting in the way ofyou doing this?
Let me know what I can do tohelp you, because this is a
non-negotiable practice.
We have to do our chart notes,and the thing that sucks about a
(08:34):
lot of these conversations iswe've got so many bigger issues
we want to address, andsometimes it can feel like we're
addressing these little tinythings that are just draining
all the energy from us and thatthey're a complete waste of time
.
But the thing is is when youallow things and when you're
inconsistent with your team, itputs you in a difficult position
for the situations that areimportant.
So you need to maintain thatconsistency.
(08:55):
Your team needs to know thatyou're going to stand behind
what you say and that you willuphold the standards of the
practice.
So as soon as something's notlining up, as soon as you get
that inkling that you got tohave a conversation with someone
, just have it, have itprivately, have it with
consideration for the otherperson's feelings and just make
it about the behavior.
All right.
Number three the last oneproblem solving conversations.
(09:17):
And this is when you want tofigure this out together.
We want to involve our team inthe way that we do things at the
practice, because when weinvolve them, they are more
likely to get behind it and theyare more likely to carry that
system through and make sure itworks, and if it's not working,
they're more likely to figureout a way to make it work.
Now what if you don't you becomethat answer person.
(09:39):
You become that person that theteam is so dependent on.
They cannot make a decisionwithout you.
And I did this for years andyears and years.
I just I was the answer person.
It was like death by a millionpaper cuts.
My team kept growing and it gotto the point.
I was answering so manyquestions and making so many
decisions.
At the end of the day, I wasjust exhausted.
(10:03):
You don't need to do that.
Your team is more than capableof making decisions on their own
.
You just have to empower themand you have to let them do it.
So when you identify an issue atthe practice frame the problem
what is the goal or the solutionthat we're looking for?
So, for example, if we'retalking about cancellation
policy maybe we're talking aboutthe $50 charge or something
like that You'd say, hey, whatis the goal of this?
(10:24):
And people might say, well,it's so we can charge $50 and
cover the hygienist's time whenthey fail their appointment.
No, the goal of this system isto get the patients to show up.
We just want them to show up.
We don't want to charge them.
We don't want to get revenuefor doing nothing.
We would just want them to showup.
So we frame the problem clearly.
There are patients that are notkeeping their appointments and
(10:48):
it is costing us time and money.
So we want to solve thisproblem.
Where do we start?
We've got to get curious.
Ask your team what do they thinkis going on?
And what do they think is goingon and what do they think is
the solution?
Brainstorm it together, getyour team involved and when
people share something, even ifyou think it's the dumbest idea
in the world, just thank themfor sharing, because realize
(11:08):
this, when your team startsputting themselves out there,
they start contributing andcollaborating and coming up with
ideas.
It is a beautiful thing, butsometimes your team members are
going to say some things thataren't the smartest.
That's okay.
You say things that are not thesmartest.
A lot of times, too.
We all do that.
We want them to feel safe.
We do that by the way that wereact.
So, for example, let's talkabout hygiene, running behind
(11:30):
schedule.
Hey, we are running behindschedule.
And hygiene what do you thinkis happening?
What do you guys think we cando to make this better, instead
of saying, hey, hygienist, Ineed you on time, make sure that
you're staying on time and whatwe might find out is that it's
not them running behind.
Maybe they're waiting on thedoctor for the exam, maybe we
need to tweak our system orsomebody else needs more
training.
There's a lot of solutions tothe problems, but what we want
(11:53):
to do as leaders is foster thatcollaboration, foster that
conversation and get things outin the open and make it safe to
contribute.
So those are the threeconversations.
We're talking about vision,we're talking about
accountability and we're talkingabout problem solving.
If you're looking for somegreat resources and books, I
love books, start With why bySimon Sinek.
That's a great one for vision.
(12:13):
Crucial Accountability andCrucial Conversations is a great
one for the accountabilitypiece and for the problem
solving one.
I really like the book noBullshit Leadership.
I think that is such afantastic short read that really
summarizes what it means to bea leader at the practice.
So when we're saying that weneed to work on our
communication, we need to becomebetter leaders, it doesn't have
to be this big giant task thatseems insurmountable.
(12:39):
It's a few conversations andwhat I really want to stress
with you it's not so importanthow you have these conversations
as it is that you have theconversations you will get
better at this over time.
Don't let perfection andanalysis paralysis get in the
way of you having theseconversations, because, as long
as you're having them, andyou're having them in a way that
your team feels safe talking toyou, that you're not getting
(12:59):
defensive, no matter what youwin, never, never, never put off
having these conversations, andthis will be the difference
between a successful practiceowner and somebody that has
chaos, turnover and has apractice that's just stuck.
And this is exactly what weteach at Dental Practice Heroes.
This is what makes DPH special,and this is exactly what we
teach at Dental Practice Heroes.
This is what makes DPH special.
(13:20):
We are actual practice ownersthat have actually led large
teams through issues, throughconflict and through growing
large practices that allow us totake a ton of time off while
the team takes care of theday-to-day management.
So if you want to practice likethat, we have the experience to
show you how to do it.
Thank you so much for listeningand we will talk to you next
(13:40):
time.
When I first became a practice owner, I
thought leadership meant beingthe smartest person in the room
and having the answer for everysingle thing.
If a problem came up, I was theone that was going to jump in,
fix it and be the hero.
And at first it felt reallygood.
It felt good to be in charge.
It felt good to be the answerperson, the one that always knew
(00:23):
what to do, no matter what thesituation.
But as time kept on going, Istarted noticing myself really
starting to resent my team forasking me questions, and I also
noticed that the same questions,the same problems kept coming
up and they would bring meissues that I know they knew the
answer for or problems that Iknow that they could solve on
their own.
(00:43):
And then my team got so largethat these questions just came
at me nonstop, which contributedto burnout me, being depressed,
me resenting the practice and,essentially, me not living the
best life that I knew waspossible.
And this was my fault.
It was because of the way I hadset things up.
I became the bottleneck, andthat's when I realized that
(01:04):
leadership it's not about doingmore.
It's about talking less andhaving the right kinds of
conversations that can make yourteam capable and confident
enough to solve the problemswithout you, so that you don't
have to do everything, but youcan ensure that everything gets
done exactly the way that youwant it.
So that's what we're going tobe talking about today.
I'm going to teach you thethree most powerful types of
(01:26):
conversations you should behaving as the leader and the
practice owner.
If you can just nail thesethree conversations, 95% of your
problems will solve themselves.
All you got to do is make surethat these conversations are
happening at your practice.
Now, for those who don't know,I'm Dr Paul Edgison and you are
(01:47):
listening to the Dental PracticeHeroes podcast.
I'm an author of two books ondental practice management, a
dental coach and the owner of alarge multi-doc practice in the
south suburbs of Chicago.
I am here to teach you how tocreate a team-driven practice
that allows you to make moremoney, take more time off and
take amazing care of yourpatients and your team.
So if you're looking to make animpact on the people around you
(02:10):
, as well as your family,through practice ownership, you
are in the right place.
Now let's talk about thesethree conversations.
The first one is visionconversations.
This is when you're telling theteam here is where we're going
Now.
I remember when I first openedmy practice, you read somewhere
that you're supposed to have amission and a vision and core
values and all this stuff.
(02:30):
So I sit down one day and I dothis and it ends up being a
bunch of words, like mostpeople's are.
You know, we are here to takeamazing care of our community.
We are going to change theworld through amazing dentistry
and delivery of care, and youread this and it sounds good.
But then when you zoom out andyou look at it, you say is this
real?
Is this like too over the top?
(02:51):
I mean, is this something thatsomeone can really get behind
and feel like they're making adifference?
So that led me to reallysitting down and saying how can
I give my team something to getbehind so that when they wake up
each morning and someone says,why do you do what you do?
Questions like that they cangive an answer that's not just
(03:11):
because I need the money.
They can give them somethingthat is more purpose driven,
something that they can jump outof bed and be excited and feel
like they're contributingsomething to the world.
If you don't provide this visionas the leader of the practice,
your team is going to default tothe just show up and do my
stuff and go home.
But if you can give them abigger reason, they can then
(03:31):
connect the dots betweeneverything they do daily and the
practice's mission.
So how do you have these visionconversations?
You want to tie everything wedo at the practice to patient
outcomes and team benefits.
So you'll hear me say this alot is that Every single thing
we do at the practice, it's gotto satisfy two things One, it's
got to take care of our team andtwo, it's got to take care of
(03:53):
our patients.
So what we want our team tounderstand is that every little
thing we do at the practicemakes a difference.
The way that we do it, the waythat we answer the phone, the
way we greet people, how cleanour practice looks, the way that
we talk about treatment andfinancing every little thing
makes a difference and it eitherhelps the patient say yes to
treatment or gets them to apoint where they say I've got to
(04:13):
think about it, I'll call youback, and usually that results
in them saying no to treatment.
So I want my team to understandthat whether or not the patient
gets dentally healthy isdependent on all the things they
do at their job, and I alsowant them to understand that
dental health is important fortheir long-term health.
It's important for theirpsychological health.
Dental health is important fortheir long-term health.
It's important for theirpsychological health.
(04:33):
It's very difficult to havevisual dental problems and it's
very difficult to havefunctional dental problems when
you can't eat the food that youwant.
So I want to tie all thesethings together that having your
teeth makes you healthier.
You being healthier allows youto be around in this world
longer for your kids, yourspouse, your parents, everybody
around you, your community.
So it's not just presentinganother treatment plan, it's not
(04:56):
just answering another phonecall.
It is us helping our patientreach their fullest potential
within the confines of what weprovide at a dental office, or
it's helping them not meet theirfullest potential.
So I want my team to take thatseriously.
So make sure that you arehaving the vision conversations
that get your team excited andhelp them realize that what they
do every day is more than justa job.
(05:18):
It matters.
All right, the next type ofconversation you got to be
having is accountabilityconversations, when we're saying
this thing needs to change, oryou need to change when you want
people to do things a certainway.
So, as the leader of thepractice, it is up to us to
create the standards of how wedo things at the practice and
make sure that everybody isupholding that standard.
(05:40):
Now a lot of practice ownersthey will look at their team and
they say you know what?
I just don't have the rightpeople.
I need to get the right people.
I just can't find good teammembers.
And I would disagree with that.
I think most of the people onyour team could be all stars.
You're just not pouring intothem enough.
You're not giving them thetraining that they need.
You're not giving them clearexpectations of how you want
things to be done, and it's notyour fault.
(06:01):
You might have not even thoughtabout how you want things done.
This is what we help practiceowners do in our coaching
packages, as well as ourupcoming mastermind that's
starting in September.
We're teaching you how to thinkabout the way you do things in
your practice and how to expressthat and implement that with
your team so that things getdone.
But ultimately, at the end ofthat, you're giving clear
expectations.
(06:22):
You're saying how you wantthings done, but you've got to
hold them accountable.
And if I could teach you onething, and one thing only, is
that you will get what youtolerate at the practice Small
issues.
If you leave them alone, theywill become bigger issues and
they will become bad habits andthey have the effect to tear
down the culture at yourpractice.
(06:43):
If you allow things becauseyou're scared to address them,
you're scared to have thisaccountability conversation, you
are sending the message to theentire team that whatever this
person's doing or not doing isacceptable.
You get what you tolerate.
So this comes back to somethingmy dad used to say all the time,
so I can never, ever forget itSay what you mean and mean what
(07:04):
you say.
Make your word golden.
So how do you have theseconversations?
First of all, before you starttelling somebody you want them
to do something differently oryou want them to not do
something that they're doing is,you've got to be clear about
what you want, and I see so manypractice owners.
We just don't even do it.
We don't know what we want.
We know we just don't want that.
(07:24):
I'm not sure what I want you todo, but I don't want you to do
that and that is not a way foranyone to operate.
It's hard to be the employee inthat situation and it's really
hard to be the owner, becauseyou're going to be constantly
upset.
So when you start having theseconversations with your team, I
want you to be specific.
I want you to focus on thebehavior.
So often us, as practice owners, we focus on the person.
(07:47):
This is what I call playingover the net.
We are assuming, because ofwhatever behavior is happening,
that this means that thisemployee is lazy, or maybe
they're stupid, maybe they'renot the smartest, or maybe
they're not thinking.
We don't want to make theconversations about what it
means for that person personally.
Stay with the behavior and getcurious, ask questions.
(08:10):
For example, if you notice ahygienist isn't doing their
chart notes, I've noticed thatsome of your chart notes aren't
getting done and this is aproblem because and I know
that's not like you, so I justwant to understand is there
something getting in the way ofyou doing this?
Let me know what I can do tohelp you, because this is a
non-negotiable practice.
We have to do our chart notes,and the thing that sucks about a
(08:34):
lot of these conversations iswe've got so many bigger issues
we want to address, andsometimes it can feel like we're
addressing these little tinythings that are just draining
all the energy from us and thatthey're a complete waste of time
.
But the thing is is when youallow things and when you're
inconsistent with your team, itputs you in a difficult position
for the situations that areimportant.
So you need to maintain thatconsistency.
(08:55):
Your team needs to know thatyou're going to stand behind
what you say and that you willuphold the standards of the
practice.
So as soon as something's notlining up, as soon as you get
that inkling that you got tohave a conversation with someone
, just have it, have itprivately, have it with
consideration for the otherperson's feelings and just make
it about the behavior.
All right.
Number three the last oneproblem solving conversations.
(09:17):
And this is when you want tofigure this out together.
We want to involve our team inthe way that we do things at the
practice, because when weinvolve them, they are more
likely to get behind it and theyare more likely to carry that
system through and make sure itworks, and if it's not working,
they're more likely to figureout a way to make it work.
Now what if you don't you becomethat answer person.
(09:39):
You become that person that theteam is so dependent on.
They cannot make a decisionwithout you.
And I did this for years andyears and years.
I just I was the answer person.
It was like death by a millionpaper cuts.
My team kept growing and it gotto the point.
I was answering so manyquestions and making so many
decisions.
At the end of the day, I wasjust exhausted.
(10:03):
You don't need to do that.
Your team is more than capableof making decisions on their own
.
You just have to empower themand you have to let them do it.
So when you identify an issue atthe practice frame the problem
what is the goal or the solutionthat we're looking for?
So, for example, if we'retalking about cancellation
policy maybe we're talking aboutthe $50 charge or something
like that You'd say, hey, whatis the goal of this?
(10:24):
And people might say, well,it's so we can charge $50 and
cover the hygienist's time whenthey fail their appointment.
No, the goal of this system isto get the patients to show up.
We just want them to show up.
We don't want to charge them.
We don't want to get revenuefor doing nothing.
We would just want them to showup.
So we frame the problem clearly.
There are patients that are notkeeping their appointments and
(10:48):
it is costing us time and money.
So we want to solve thisproblem.
Where do we start?
We've got to get curious.
Ask your team what do they thinkis going on?
And what do they think is goingon and what do they think is
the solution?
Brainstorm it together, getyour team involved and when
people share something, even ifyou think it's the dumbest idea
in the world, just thank themfor sharing, because realize
(11:08):
this, when your team startsputting themselves out there,
they start contributing andcollaborating and coming up with
ideas.
It is a beautiful thing, butsometimes your team members are
going to say some things thataren't the smartest.
That's okay.
You say things that are not thesmartest.
A lot of times, too.
We all do that.
We want them to feel safe.
We do that by the way that wereact.
So, for example, let's talkabout hygiene, running behind
(11:30):
schedule.
Hey, we are running behindschedule.
And hygiene what do you thinkis happening?
What do you guys think we cando to make this better, instead
of saying, hey, hygienist, Ineed you on time, make sure that
you're staying on time and whatwe might find out is that it's
not them running behind.
Maybe they're waiting on thedoctor for the exam, maybe we
need to tweak our system orsomebody else needs more
training.
There's a lot of solutions tothe problems, but what we want
(11:53):
to do as leaders is foster thatcollaboration, foster that
conversation and get things outin the open and make it safe to
contribute.
So those are the threeconversations.
We're talking about vision,we're talking about
accountability and we're talkingabout problem solving.
If you're looking for somegreat resources and books, I
love books, start With why bySimon Sinek.
That's a great one for vision.
(12:13):
Crucial Accountability andCrucial Conversations is a great
one for the accountabilitypiece and for the problem
solving one.
I really like the book noBullshit Leadership.
I think that is such afantastic short read that really
summarizes what it means to bea leader at the practice.
So when we're saying that weneed to work on our
communication, we need to becomebetter leaders, it doesn't have
to be this big giant task thatseems insurmountable.
(12:39):
It's a few conversations andwhat I really want to stress
with you it's not so importanthow you have these conversations
as it is that you have theconversations you will get
better at this over time.
Don't let perfection andanalysis paralysis get in the
way of you having theseconversations, because, as long
as you're having them, andyou're having them in a way that
your team feels safe talking toyou, that you're not getting
(12:59):
defensive, no matter what youwin, never, never, never put off
having these conversations, andthis will be the difference
between a successful practiceowner and somebody that has
chaos, turnover and has apractice that's just stuck.
And this is exactly what weteach at Dental Practice Heroes.
This is what makes DPH special,and this is exactly what we
teach at Dental Practice Heroes.
This is what makes DPH special.
(13:20):
We are actual practice ownersthat have actually led large
teams through issues, throughconflict and through growing
large practices that allow us totake a ton of time off while
the team takes care of theday-to-day management.
So if you want to practice likethat, we have the experience to
show you how to do it.
Thank you so much for listeningand we will talk to you next
(13:40):
time.
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