August 7, 2025 • 51 mins
On this episode of Dental Unscripted, Michael and Paula tackle a HOT TOPIC 🔥 that's crucial for the well being of any practice: Dental Team Culture. They explore how a strong, positive dental team culture is the ultimate antidote to burnout and stress, a pervasive issue in the dental community.
The conversation drills down on foundational elements of a winning team including culture, starting with core values. You'll find out why defining your team's values are an essential first step to empowering you to make better hiring and firing decisions. MIke and Paula share their own experience, explaining how having clearly defined values instantly reveals when a team member is not aligned.
Beyond values, they break down the critical need for setting granular, specific expectations in job descriptions. Forget outlining generalized tasks like "fill the schedule." Paula advocates for results-driven directives like "schedule to a $5,000 per day goal" to foster ownership and responsibility mentality in your team. The discussion also tackles the uncomfortable but necessary topic of handling conflict. Michael argues that a leader's ability to "lean into" difficult conversations can actually in-the-end Elevate ⬆️ that relationship and build respect between individuals.
We also emphasize the importance of creating a safe environment where team members feel comfortable addressing issues without fear of being attacked. Finally, Michael and Paula reveal celebrating everyday tasks ✅ that sustain a thriving culture. Recognize the small wins! Eliminate "culture vampires" , and other Key Takeaway? You can have the best strategy in the world, but as the old saying goes, "Culture eats strategy for breakfast".
0:00 Intro
3:15 Having Good Culture Alleviates Stress & Burnout
6:40 Nurturing Relationships & Your Dental Family
8:30 Importance of Establishing Your Team Values
10:19 Establishing & Communicating Clear Expectations
23:55 Handling Upsets Productively
27:26 Constructive Communication
30:30 Investing in Your Team (Time & Attention)
34:25 Culture Vampires - Energy Suckers
37:05 How to Instill Loyalty in Your Team
41:30 Culture Eats Strategy for Breakfast!
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Hosts of the Show:
Michael Dinsio iand Paula Quinn are Dental Practice Consultants who care! You can partner with them to turn around and supercharge your practice. Learn more about what he does and can do here: https://nxlevelconsultants.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:03):
Welcome to Dental Unscripted for Mike Dinzio and Paul the Quinn
Break down the practice ownership journey one episode at a time starting up buying and running a successful dental practice
(00:36):
Alright alright guys welcome back to another episode of Dental Unscripted
We're keeping it hot today
This is our second episode live so the socials are gonna be annoyed of Michael and Paula's face today but that's just how it's gonna be
Uh it's good to see you again Paula nice to see you and thanks for joining as always good morning good morning
(01:00):
Today is all about culture
We're gonna talk we're gonna break culture down
I think culture is um I think culture is a great topic because um lately I've been feeling like burnout and I know burnouts kind of like a buzz thing
I mean we've been talking about burnout since and I feel like a couple years after Covid everybody was burned out
(01:22):
I'd go to dental conferences and there'd be speakers on burned out
There there was a lot of burnout stuff out there and I feel like the better the culture you have your culture and your stress um can um well a good culture can help you have less stress in the situation but you're burned out
Um no I'm I'm not burned out
(01:43):
I thought you said you were no I'm not burned out
Um I have been burned out but I'm not burned out
But I feel like if you have a great team and you have great culture you're excited about going into work you're not as stressed you've got like minded people around you and you just can do you know it's it's just better
(02:03):
Um if you have like not such a great culture I think um I think you can get burnout quick
So I think it's a great topic it's very relevant for this moment in time and um that's what we're gonna break down today
Just a little uh housekeeping
If you're listening to this on startup unscripted or dental acquisition unscripted please join us on just uh the the channel dental unscripted
(02:32):
It's our new channel we're breaking down practice management stuff
We're still doing a ton of start up and acquisition stuff um lots of different topics but we're consolidating into one channel
So dental unscripted um Paula when I um talk about culture even at next level or our clients like what do you think
(02:57):
Where does your head go
Because it's such a consultant thing to discuss
Um but I I kinda wanna just have a really real conversation about why it's important and the benefits of it why should be important to our listeners and clients
(03:17):
Well you kind of just defined it right
It's a difference of wanting to be at work and not wanting to be at work or being around those you work with versus not you know if if there's not a good culture good vibe a good feel it's kind of like you know yeah we you know they we joke all the time and industry that we spend more time at work than we do home
(03:40):
And it's kind of our dental family
And if if it's if it doesn't feel good you know or there's clicks and and things like that
It can just it can actually you know run your mojo
Yeah I mean how how do you how do you even digest culture
Where do you even start in your mind start fixing culture or to start paying attention to it
(04:05):
I I was thinking uh about a client that we had before this episode here in Washington
And I asked him I'm like hey like do do you feel like your employees are partners like or are they like stakeholders
(04:26):
Like did did they want to come in or do they see this as a J o b right and I felt like he had a decent culture and he said they're all j o bers
And I made me sad because um I felt like that office had good culture
And so like it's not you have no hope so that there's no hope exactly
(04:50):
No I just feel like it's something that constantly needs nurture
Like you just you related it to a relationship
If if you don't nurture your relationship it's just not gonna it's not gonna take off
Right
And so where do you even start with culture in your mind because it's such a beast it's such a beast
Well I think just getting something here because it's where I would start what is that
(05:19):
Um I think you know one of the things we did recently was our core values oh whipping up blocks the cubes
And I do think that if everyone doesn't understand the why um behind the work it's not gonna build unity and accountability
(05:39):
So I think that really um I think you and I doven you know when we wanted to strengthen our our culture and we decided to really think about you
And I went to a a little event or not an event
We worked with someone and they had said that um they implemented some stuff for us
(06:04):
And one of the things they said is you know you should higher and fire to your core values you know because of someone's not on the train then it's it's somewhere along the line I mean it may not be direct sabotage but it's gonna sabotage what you're trying to do
Because the the passion the care the direction that you're trying to go
(06:28):
It's gonna be hard if you're dragging somebody uphill or downhill or cross the field um other than you know them being a part of it and believing and what you're doing
Yeah I know I I'm glad I'm glad you brought up values because I I think that probably is the foundation of any any culture um and values
(06:55):
You know we went through that and defined it and what was really interesting is like if the owner of the business or leader whatever you're doing
If you're a leader or an owner if you're not super clear about your values and the the things that are really important to your business um or what you're trying to do then you can't really hold people accountable to that
(07:20):
So defining the values what's gonna guide your team um it it that starts with that
And so Paul held up our cubes if you're watching on YouTube those were our our values and we defined them
And what was interesting even within our business is the minute you define them then you could quickly see even within ourselves as the owners or with the folks that help us do everything we do
(07:49):
You could quickly see like when we were out of alignment just simply defining it right
So integrity I know is one of your favorite values that you brought to the table and the minute it's on a cube or a poster or on the on your desktop background and you see it every day and you witness when someone's not being full of integrity then then then it's an issue and if someone consistently isn't doesn't have integrity then to to your point um might not be a good fit for the business
(08:26):
And so values uh I think are are huge
I I like you said that you start recognizing it like you know what you want but you you allow things to happen
But once you define it and you live it and you you know constantly like you said remind it starts eating away at you
If it's missing in somebody or something doing for sure yeah it it just brings it right to the top and it and it puts it right right in front of you
(08:54):
And I think I think values is probably a great place to start
Um you know the the other thing is is once you kind of have those values declared and and identified and agreed upon cause we went through a whole exercise getting our team to agree on the values and they even came up with some themselves
(09:15):
And so it was kind of like a document a constitution so to speak
But then Paula I think one of the best things you do for our clients is helping them with handling conflict and having hard discussions conversations
You've been a team member for 35 years in a dental office and now as a consultant and now you have hard conversations with even our team member sometimes even with me your partner
(09:44):
And so like okay so now we have values defined and you now you gotta have a hard conversation
It's that accountability piece just having the poster on the wall isn't it
Once someone's breaking one of the values consistently and it's their intention to to break those values then you gotta have a hard conversation
(10:06):
So how do you where do you even begin with construction or constructive communication
Cause I think having guys is one thing but then having the accountability piece to it and having hard conversations is another
Well I I would say for me I think that's jumping ahead a little bit
Because I I think that the other thing with just creating values is the expectations around that
(10:30):
So like especially when I go back to a dental job or a dental office
If we don't know our job or constantly gonna fail other people like if we don't know the expectations we don't know I mean super clear expectation so it's not just you answer the phone you answer the phone before the third ring
Um it's not just you know go get a patient
(10:53):
It's go out and get the patient and call them Paula or Miss Quinn
Um it's really defining you know to me the the expectations of both their job description and kind of you know I hate to say it cause you you always say it's overused
(11:13):
But that that clear vision clarity of where we're where we are
And it's not the vision that the FUFU vision that you see on the wall for the patient mission statement mission statement
It's not the mission statement yeah oh it is like truly where do we wanna be in one year two year three year four year
We relate it back to to teams sports teams a lot
(11:34):
It's like you know if if the football if the quarterback isn't calling the play could you imagine all the the team running around with their own intentions on how how that plays gonna go
You know I've seen those football teams
They're not very good yeah the Cleveland Browns for yeah so it's uh it's that it's that um it's a combo of things
(11:55):
It's setting those clear clear expectations
You know we we do a lot of startups Michael
And they'll say to me like oh you know we don't need a morning cuddle
You know we've got one patient today and three team members we talk all day long
Um and I and my answer to them is my response I should say to them is always like yeah but what happens when you have eight patients
(12:18):
And what when you have eight patients three days a week all of a sudden yeah that communication it isn't able to happen
So even if it doesn't mean just because you you don't have a ton of patients on schedule you don't have to come in 20 minutes early you can do it you know an hour into the day if you don't have an 8:00am patient
(12:39):
But I think it still needs the expectations still need to be set every day or everybody clear concise so that we win something fails
Those conversation that communication becomes easier
If I say to you hey show up tomorrow morning and you do but you don't bring anything is that on me or is that on you
(13:03):
So it's it's once I set those clear communications Michael show up tomorrow 8 a
M bring a pencil and no book and whatever and then you don't now we have something to talk about
I feel more empowered and confident in and having that conversation with you because I set the the expectations
(13:23):
If I don't now I'm probably just gonna let things slide because I'm thinking well I didn't really tell them yeah of course he didn't know
Now I'm frustrated with you I'm having my own internal battle
Yeah I mean does that make sense
No it makes total sense because I'm thinking about next level like 1.0
Um that might be an internal uh code word but you're gonna know what I'm talking about
(13:47):
When we first started and we grabbed folks to to even work for next level
Um I don't know if we were really ready but it made sense
And so we onboarded some coach or a few coaches and we didn't set any expectations
It was just kind of like hey you know you know what consultants all about you've been doing it for years yeah sure let's do it right
(14:12):
And and then when that those folks just didn't do it our way or or or or um didn't have the same kind of outcome that we would would like
It's hard to have a conversation about what like how they did wrong because we never set those expectations on them from from day 1
(14:33):
So I I think it's a beautiful example because the start up has nothing going on nothing they're sitting around picking their nose
There's nothing going on and so what a beautiful time well at least just use gloves
Haha you beat me to it
Uh just just that's a perfect time to establish all the agreements expectations um and job descriptions
(14:58):
Yeah even when you're acquiring a practice right it's like yeah these these folks you know whether you're a startup and acquisition or even even just general practice management most of these folks have experience
Uh huh they're gonna bring their experience from another office right or what they were taught from
What do you use Nancy Joe you know earlier
(15:20):
It doesn't mean it's horrible or wrong it's just not the way that we want
And some dogs don't even know they don't write phones being answered and they'll walk out and it's like uh good afternoon hold please
You know what I mean
And that's the way they did it the other arm and they've been doing it you know you've owned this practice and they may have been doing this for five or 10 years
(15:41):
You don't even know it till you hear it and you're like totally wait is that how you're answering the phone
Yeah not always you know and it's like holy crap haha so you wanna just you know whether you've owned for a long time and it starts today whether you've acquired a practice and it starts today or your startup
I think really honing in on your your expectate your your vision your core values and then even deeper just again like those job descriptions you know job descriptions are hey you answer the phone you answer emails you do this you this
(16:18):
But it even gets you know more nitty gritty and how how and why how and why
Yeah I love that you said that
So we're we're covering in really broad strokes here but I think these are really good things for every owner to go through so that we cover values expectations job descriptions but then taking it one layer one one layer deeper to Paula's point is like why are we doing these things
(16:46):
Because I think people treat their work their jobs as jobs until you explain to them what we're trying to do here or and why
It makes it more of an owner mentality
When I am training somebody uh at next level for example and I'm like yeah do this do this do this
(17:10):
And and there are people pleasers are like okay yeah I'll do that I'll do that I'll do that all day
That's no problem until you attach up
Well we do this because the consequences of not doing it is this and if that happens then that and that and that and that happens right and and now they're like oh like this isn't just a duty now like this affects if I don't do this thing it affects my team my owners my patient whatever like there is there's a consequence a ripple effect of not doing that thing
(17:49):
And if they don't attach the y behind it it just isn't as meaningful
It's just a job description a J O b yeah um okay so now now can we go to hard conversations
So so I love that Paul and I'm glad you had a step back because um you do have to define it and the leader has to drive it
(18:12):
And and all of that needs to get written out
Is that what you would suggest while is writing all this out and then kind of having all that as part of like a an onboarding process or at least a conversation
How would you implement values and expectations and agreements and we do agreements and offices all the time like how would you do that
(18:34):
Yeah I mean like if you're starting today it's it's almost like you know a check in you could either do it in a team meeting you could do a one on one
But I I think it's you know maybe even falling on your sword like hey maybe I didn't do this right from the beginning you know it's it's I I was a new owner or hey I've been doing this so long and you're new to the team or you know and I think it's just like first obviously getting clear yourself and then doing that
(19:06):
It's it's both through um you know to me like I said explaining your core value and your vision and then yeah absolutely job descriptions
I think everyone needs one
It I think we crave how can we please others
What what can we do to help
What can we do to make it happy
And how do I know if I'm doing a good job
(19:27):
And so I think you know the job description and the measurables behind it at at what point do I know that this is satisfying to you
Um so you know hmm you know I'm just I'm just trying to think like scheduling to goal you know if I know if I put$5,000 a day on the on the schedule or 3,000 I did a good job
(19:50):
Otherwise I'm just scheduling doctors frustrated doesn't know what's happening up there until finally someone comes up and says why is our month so crappy
You know what what happened
And I'm like what what do you mean
What's BI
You know what I mean
Yeah exactly you know there was something all day long or or whatever
So I think it's you know setting all those expectations and absolutely writing it down and and we get nitty gritty you know when we do it even to breaking up time management because it's you know if you're spending from eight to 9 in the morning or 8 to 10 in the morning trying to get all your confirmations done you know it set you up for success for the next day then you then you you know 10 to 12 year whatever and then and and you sure you're gonna get kidnapped you know the role window of the day is gonna kidnap you
(20:42):
But you know hey I've got to get this done before 10
So it's it's what what I wanted to make sure that we really I love that because I love that you're adding a lot of contextual context to to this conversation because it's going to make me as an owner happy and it's I know you as an employee happy
(21:07):
It's it's it's perfect because you can write it down you could have the team all agree on it you can create job descriptions and that's all setting everybody up for success but you took it to another level so instead of the bullet point on your front I'll make this very tangible instead of on the job description you have schedule to goal a bullet point to the front office person right so you're hiring a front office person and part of the job description might say schedule and fill the schedule that's the task
(21:46):
Well Paula just said is instead of saying that it should say schedule 2 a 5,000 per day goal
It's very specific it's not just kind of yeah yeah I got a schedule no schedule it's yeah fill the schedule
No it's fill the schedule to 5,000 per day and it's the the more granular and the more results driven you you can get your team aligned on
(22:15):
Then the more success that you'll have the happier the owner will be and you create that owner owner mentality so I I love that
So the the first part of this whole conversation was really just getting it documented getting it super clear understanding what you're trying to get out of your team what's important to you as the owner so on and so forth then just getting it down and being super clear
(22:39):
Then I guess the next part is as if you have done all of that then you get to have some accountability but too many times our clients wanna have accountability conversations and they haven't done that whole front end of this episode
There's gonna do there's gonna be a culture breakdown without clarity
(23:00):
That's just it's it's gonna happen yeah exactly and then to your point now how do I have that conversation and I can't put somebody's feet to the fire that's right
They don't have clarity
It's kind of on me
Communication starts with me and with you whoever you is and trickles down from there
(23:23):
So yes how I can be like I feel as an owner or even as a teammate that I can now go and have what would normally be an uncomfortable conversation
It's never gonna be fully comfortable but I can feel confident
It it's just like we teach cancellation and no show policies all the time
(23:44):
If if we're writing it we're walking the walk everyone speaking the language it's it's super transparent to our patients
It's a lot easier conversation to say you owe me money
Then if it's somewhere hidden in our office policy I've never reminded anyone it's not in our tax it's not
Now I feel bad for the patient
(24:04):
I'm like I don't wanna charge this patient like they did
No or maybe we didn't make it clear enough
Maybe we should give him a couple chances
You know it's that same thing but when you have confidence that you've done everything in your power to to have clarity clear communication define the things the why the how
(24:27):
Now it's like hey you're just messing with me now right
Or exactly which is fine if you forgot but I can feel confident in reminding you hey remember when we talked about that what's going on here
Yeah I I think that's great
Um I I'm thinking like there's a lot of conflict that happens within an office
(24:54):
I don't know how to say this in another way but there's a lot of ladies and can be some drama at times
I know I'm not supposed to say that but but it's true right
And so you just like you said in the beginning this episode it's family right
And and things happen and I think a huge part of culture is having great communication um having safety within an office
(25:21):
So it's not just having hard conversations about what you did or didn't do but it's probably also about how to break down upsets
And you know it does anything like that trigger you with say that can you say that again upsets having upsets it just there's a lot of upsets that happen in a dental office as you know and it's how you handle those upsets that can really bond um folks together
(25:53):
I know personally when I've had hard conversations with clients and team members my relationship usually elevates after that conversation
I have absolutely have had situations where I haven't handled it right and guess what
That's not a great I don't have I lost an opportunity
(26:15):
And I and I think that culture I think you can create as the owner and environment where open communication and healthy conflict resolution can make an office thrive or struggle
I mean I'm sure you felt that in dental offices your entire career Paula
(26:39):
Yeah and I think all those things lead up to that you know all those things lead up to that
And you even mention safety safety is another
So if you think about it clear expectations you know clarity on where we're going all of this stuff safety and communication um I think we feel supported we understand the expectations which is gonna create high performing cultures
(27:05):
And if you feel confident in going to your teammate and you feel safety in your teammate coming to you especially if you go with the intent you know we always say with with one problem come with three solutions
If your intent when you go to someone is to fix uh become have a better outcome and move forward in a in a constructive way and not in it assume that the other person had good intentions to that they may not have been aware
(27:37):
Um when you attack somebody no matter what they're gonna be defensive
I think everybody comes out punching when so there's two things that are happening there either the person being talked to doesn't feel safe with you or you came at them in a an aggressive way
Um because if you come with the intent to fix you're assuming hey what's going on
(28:03):
This is so unlike you you know we you're usually really good at whatever putting your tray away
We always use the the tray that's always the fun you know the hygiene is leaving the tray in the sterilization room is always the fun um topic
Um you know if we have all that going for us if you come to me and say hey what happened to that
(28:25):
You know why was that tray left in their lunch
I would be like oh my gosh I'm so sorry I totally forgot
If you come at me and say you always do this and especially if I don't always do it guess what's coming back at you
So I think it goes on both people
I think I have to have safety with the person that's coming at me which means our communication is in the past has been them coming and attacking me their safety there
(28:52):
And then I think it's that person still even if there's trust and safety has to come with the intent to want to fix something and and not accusatory
Um you know I think that that communication will always thrive
I think that's a really hard thing to do let's be honest is being that bigger person and the leader and the owner has to has to be that like as the owner as the leader we have to step back take a deep breath and try to understand first
(29:31):
And if you do that consistently within your organization or whatever you're doing as a leader or owner people will feel safe with you
And if you can create an environment where people feel safe holy crap like if everybody feels safe in your organization then you can go right up to that person and say yo you're not being good you're not you're not doing the best you can you're not treating patients the way I know you can and yet there's safety there and that person levels up because you have that safety but if you don't then you gotta dance around this weird like thing
(30:17):
But if you can work on that just like you could work on that with your relationships at home
Any relationship you're in safe creating that safety is really huge
I wanted to actually pivot well I wanted to say one more thing so we're putting to worry
Well I was gonna I was gonna pivot to having a clarity about what we're trying to do as far as like results and goals cause I think that also glues culture
(30:45):
But let's not move on and unless you have something else to to
Well I I was gonna say the how behind it
And I and I think the how you know we talked we talked we started with a how but I think the last piece is investing in your team
You know it's it's it's not even just investing money investing in coaches
It's also investing time
(31:06):
So I mentioned earlier about those check ins
I think having um the one on ones I think celebrating big and small wins I think recognition we we do a we do a workshop where where we discuss recognition
We do actually a lot of workshops on you know I think team culture we like we like sprinkle those in
(31:31):
And I think it's super important the morning huddle helps the team meetings help the check ins help um the evaluations help recognition celebrating you know when when someone has a win sometimes I even implement what I call the kudos box you know just just recognizing even each other as teammates
(31:53):
So I I just don't think you can underestimate the power of you know recognizing something good that somebody did or just how the team won even with a even with a great review of like you know that that's a privilege when a patient stops and leaves us a review it takes time
And so celebrating those wins with your team you know how no matter how big or how small I think is important
(32:19):
Well you talked about like all those workshops that we do and I'm glad you did the clients Paul I want you to think I I have some examples if you have some too let's let's have them but oh yes you do
Um I'm thinking about the offices that embody culture and culture matters um they just do better
(32:46):
It's fact like it's and it's not just better it's like they're on another level
I think about a lot of our young practice owners who are a little younger in their career and haven't felt the pain of managing people yet
(33:11):
And they there's a clear difference in folks that like really care about this stuff
And um and then there's a there's a there's a lot more people that don't and I'm just gonna tell you that the folks that really do embody this idea crush they crush and their teams are better and they don't burn out and they're not as stressed that it's just a beautiful thing
(33:41):
And when folks hire us sometimes they think we're just gonna come in and fix their culture forum
We cannot fix your culture because it's driven it's driven by the owners and do they actually take these workshops and do the things and live these things and create the posters and buy the cubes with the values and and hold people accountable and they they they actually buy into it
(34:07):
If you're just doing the culture things once a year at your retreat you don't have good culture and you're not gonna you're not gonna have the huge wins that Paul and I are talking about
Well think about your family right
Like I mean when you have kids they don't really appreciate very much
(34:27):
I mean that's just kids they're not very yet maturity wise
But imagine walking into your home every day after work and your kids and your significant everyone just like you're the greatest everything's great you know you would be like I love coming home right
Or I hate leaving this is so good
Um people walk into your house and they're like holy crap I wanna I wanna go there every Friday night
(34:51):
Like think about that dynamic I mean that's a little bit of you know wishful thinking exaggeration there but yeah if you had that at work where we're using please and thank yous we're saying good morning and goodbyes
We're jumping in where we're needed we're appreciating we're thanking every time someone helps us we're appreciating you know that the small things even if it's something that they should do and you know using words like absolutely I'm happy to help
(35:20):
Where can I help you even though I'm busy
Like could you imagine you would want you'd be like wow it's the best freaking place ever like that's right place
I love the people I work with
I you know and and I do think Michael it starts with the owner because of course it does everything does yeah um I I really do
(35:40):
So you know anyone out there all you dentist listening um you know but it doesn't have to be you know one person can change an office
Maybe maybe the dentist the owner needs you know they don't recognize it
And you know it's the front office it's the hygienist the done it or the the assistant
That's right
(36:00):
They can also turn a culture around
That's right
And you got to get those culture suckers out of there
There's a book that I read and like it's called um it's the bus one
Paula help me
Bus bus the Energy Bus Energy Bus by John Gordon or something like that
And he talks about energy vampires and that's basically a culture vampire
(36:23):
Um if you get a culture vampire that's sucking all the culture out of your business and your organization get rid of them
They are killing you inside and out
Paula you talked about like the pleasant trees
It's sad that we even have to say what you just said the please and the thank yous
And it's sad that we even have to say that
(36:45):
I think you mean sad that I need to say thank you to people or so
It's sad that we need to highlight that we should do it it should just happen and I know it doesn't just happen
No you're you know you're busy
It's you you've not worked in a dental practice but it it's I'm just as busy as you
Well and even in our our business right where I'm just as busy as you
(37:07):
Yeah I don't think about thanking you every time you bring a new client into our our culture
I don't thank you every time yeah you know you get off a call with me in front of a dentist
It it's it kind of goes without saying
I it's true you and I appreciate everything you do and I know that you know that
But but you know if you constantly heard it not just from me but everyone's hard team members
(37:32):
And and it's in front of a doctor and they're thinking wow like they love each other
Yeah holy shit this is like these people are weird and but I like it you know you know no it isn't sad
I think we just get very busy we're very busy with the thing
We're busy
America is a very busy culture
Anyway yeah and even after like you mentioned Covid earlier I think we got even more busy
(37:54):
Yeah um we're all in it what's in it for us and you know my job is just as hard as yours and I got my own stuff to worry about
So you're right I mean it is sad in a way but I think it's much more common than not
Yeah um but for sure so so I think that's beautiful
Paula talked about the pleasantries and just slowing down and taking the time
(38:19):
That's so Paul if you know Paula I'm the conflict guy
And and I think holy crap there's such an opportunity with conflict
I'm telling you if you could lean into conflict I hate it
It's against all of my nature to have any conflict in my life
But but you're just folks you're just gonna have a lot of conflict in your life especially if you own a business
(38:42):
There's gonna be a lot of conflict in your life
I've Learned over the years as as a business owner whatever throughout this journey life that conflict if you lean into it your outcome it's just next level
If you can if you can handle conflict situation I feel like it has a 10 fold effect
(39:03):
Um the pleasantries absolutely do but when when you handle something that's just icky and you come out you just have this like this safety this another another respect for that person
It really can take things to another level
So owners leaders when you see conflict and I'm talking to myself right now
(39:25):
When you see conflict lean into it handle it in a healthy way
You're gonna have an incredible an incredible impact to your business and organization
And when you say that you don't mean it doesn't always have to be two people fighting conflict
It's it's something is broken in the in the system yeah watching it happen and you have to have those difficult conversations whether it's a person well it's always a person doing it but whether it's like just skipping a stab or right not showing up um for the organization
(40:06):
Right but I do yeah it's it's James I hit it hat on because usually it makes or breaks the relationship
It does it makes it and everything gets amazing and it takes the whole practice to another level or it breaks it and you get that energy
I I looked over here I think I have it um that that energy sucker out of there you know and yeah they'll probably be happier for it too
(40:32):
It probably wasn't it may not even be them it just might not be the right place for them as well
That's right but I will say that like you're right
Like smaller conflicts or things like absolutely great lean into that but the bigger the bigger the issue people screaming contention ugly stuff like the bigger the issue the bigger the conflict the better the opportunity
(40:58):
If you could lean into opportunity like that I'm talking to my younger self
Uh I've had business partners and friends over the years that's like oh don't pull a Dinzio
And I'm like what what's that mean
Like what did I do before where I burned some bridges and stuff
Right and I I look at I look at my younger self and say shit I could have handled that way better and maybe that would have been a relationship that would be like so fruitful
(41:25):
How'd I handled that
But instead I was a hot head about it
I had my opinion
I didn't understand their opinion their perspective
And and although to me it felt super clear that I was right boy I dug in and it and it man I could have had such a better relationship with that person so I'm I'm talking to my younger self I'm talking to you younger younger younger
(41:48):
Here she goes
I talking to my today self apparently specifically my business partner and all the problems she has with me but I but I but I have handled things as a hothead before
Let's let's bring in a question
Um I think it came through Next Level Consultants YouTube uh channel
(42:11):
If you're watching on YouTube uh today folks are as loyal
Here's the question
Today folks aren't as loyal as they and always looking for the next best thing
I think that's so true how do you hedge against that
And it's such a good question because I I think loyalty feels sometimes like it's dying although I look at some of our team members and I don't think we could have more loyal team members today
(42:42):
And I'm not patting not me and you on the back too hard but a little bit
And I I think it's everything that we talked about today that's LED up to this moment and I didn't even know some of those things we were doing in the beginning
Now we've defined them on this show and books that we've read and trainings that we've had consultants that we've brought in to our own business
(43:06):
And oh yeah we oh we did that
We didn't do it
We didn't know we were doing that but we did that
And I think creating safety is to me safety is probably one of the biggest things that I feel like our employees feel and therefore they are loyal cause they know they can screw up and they're not gonna get fired
I don't know
Paul how would you answer that
How would you hedge against not being or how would you hedge against having employees that aren't loyal to to your organization
(43:35):
Why would agree with you all the things we said 100 for sure
It's very rare to you find super strong cultures you know docs feel like they have it because usually nobody's communicating and talking
We're all this doing our job treating like a job
So you know when you start sometimes the more you start digging in the more you realize that there's actual problems
(43:56):
Sometimes there's no problems until we walk in and then all because the employees feel safe you know in the dental practice is talking to us about issues that are having and the dentist or the owner didn't even know it
So just because you don't have riffs in your culture doesn't mean that there's not a culture issue
Um so you know just be aware of that
(44:18):
But I I think a couple things you know I'm not I'm not gonna leave this
So you know uh you know just frou frou I wanna answer this way that I feel that could get some substance
And I think you got to dig in and find what's most important to your employees how they how they feel recognized and what can you do
(44:40):
And so sometimes in an instant program people wanna know that they're appreciated and everybody feels appreciated in a different way
So the loyalty I feel like comes from I don't I don't feel appreciated
Um one of the workshops we do is you know people don't typically lose leap or money they feel they leap or feeling unappreciated and is shown in so many different ways to different people or I should say they receive it
(45:07):
And so I would dig in and really find out what kind of recognition or appreciation that your team members need
And I do think making them part owners and the practice and I don't mean sell off your portions of the practice but I think instead of bonus systems profit sharing um opportunities you know hey if the practice does better you get to read the rewards
(45:32):
I mean what better way you know if if it's not just your income it's my income too
And so patient cancels or we don't have that 5,000 dollar day I don't I don't get I don't win either
And so I think when we're all in it together and then the second thing I would say is um you know sweep the floor
(45:53):
Isn't that a book or a I don't know or a motivational speaker you know get get in there and and sweep the floor with them
You know no one is above anybody
And you know when the doctor when the dentist when the owner takes off right at 4:00 every day and the whole team you know is is stock doing things
(46:15):
I'm not saying you you gotta you know get on the floor and clean the operataries too but I think showing that you're willing you know to jump in when times are tough um speaks volumes for team members as well
I think that they appreciate that
And then we talk about all the time you know and you know one of our one of my teammates or one of our employees has said this you know there there's nothing worse than owners entertaining bad behavior
(46:45):
And so when you're allowing somebody to run a mock everyone sitting here thinking you know I'm I'm sitting here you know practically a star employee doing everything you've ever asked me and this person gets to show up late uh leave early uh not do instruments whatever
(47:05):
You know what I mean
So I think those things but there is no easy answer
Well I love that you said that because someone made a comment this is like the most the busiest like I'm watching kind of some of the threads on Facebook and stuff and we've got the most watches we got interaction going
Oh it's cool
I know this is getting weird but I like it
(47:26):
I what you said is is is exactly what Miss Burnett saying is that some of the less experienced staff members may not have Learned these skills anywhere and it is the responsibility of the owner to teach them and set the expectations
I think that sums up everything that as a leader owner you have to lean in like we've been talking about and teach these younger inexperienced staff members
(47:52):
Now when you're the inexperienced owner that's the question get yourself some help uh from maybe some consultants like us or mentors whatever
But like you have to teach these these team members these skills
It's not just like in a work environment skill it's also family and relationship environment
(48:15):
And and yeah um you gotta teach them tools give them tools to to manage through these these conflicts and stuff
So um boy we've gone a little further and a little longer on this episode just because we were driving and anything that you would love to kind of put an endcap on this this program before we shut it down
(48:39):
Paula boy I I think you know real quick right before we got on we were talking about you know culture eat strategy for breakfast
And um one of the things I just wanna say on that that what that actually means is you're not gonna succeed if the team is not aligned and engaged to execute that strategy
So 3 if you have a strategy you have to have someone to execute it
(49:03):
And and the stronger your team is the more aligned your team is the more engaged they are with with everything you got going on
That's when the execution happens and I love that yeah just just remember that because you you got these sops you got these
Well we don't usually have that either
But when we do you know we've got to do all those things that Michael and I've been talking about for the last 50 minutes 45 minutes or else it's just gonna be an sop in a book or a pipe dream
(49:37):
I love that exactly right um boy um lots of things that we cover today
I I I can honestly say that um you can I I love that you talked about strategy because where I was gonna go earlier on the episodes
Talk about your goals talk about where you wanna be in one year three year five year declare goals get everybody thinking the same
(50:00):
I think that is so important
However you could talk about numbers and where you wanna go all day long and have all the strategies and how you're gonna do it
But if people don't like working for you and you don't have a good culture none of it's gonna work
So there's a lot there and needless to say um you gotta work on the people and that's the hardest thing about this business
(50:24):
It's why we have a job and we're blessed to do it and um and uh lean into to to this discussion with your organization and and uh practice
So I guess without further ado um let's shut this program down
Thanks so much for all the activity online and following us subscribing liking all the things
(50:46):
Um tune in to the next episodes
Um
If anyone has any you know I don't know Michael I don't know if you've ever done this but if anyone has any input um you know hit us up on Facebook or Instagram and let us know some things out there that you'd like to hear more about
That can really help you know drive your practice
We try to hit on lots of different things but we're always open you know two things like that so great idea good way to end that
(51:14):
Okay guys thanks so much for your time
We know it's a big deal to give people time
Thank you we appreciate it until the next episode
We'll see you later
(51:35):
Thanks for listening
Let us know how you like the show greatest on apple and Spotify
Subscribe and follow for more
Welcome to Dental Unscripted for Mike Dinzio and Paul the Quinn
Break down the practice ownership journey one episode at a time starting up buying and running a successful dental practice
(00:36):
Alright alright guys welcome back to another episode of Dental Unscripted
We're keeping it hot today
This is our second episode live so the socials are gonna be annoyed of Michael and Paula's face today but that's just how it's gonna be
Uh it's good to see you again Paula nice to see you and thanks for joining as always good morning good morning
(01:00):
Today is all about culture
We're gonna talk we're gonna break culture down
I think culture is um I think culture is a great topic because um lately I've been feeling like burnout and I know burnouts kind of like a buzz thing
I mean we've been talking about burnout since and I feel like a couple years after Covid everybody was burned out
(01:22):
I'd go to dental conferences and there'd be speakers on burned out
There there was a lot of burnout stuff out there and I feel like the better the culture you have your culture and your stress um can um well a good culture can help you have less stress in the situation but you're burned out
Um no I'm I'm not burned out
(01:43):
I thought you said you were no I'm not burned out
Um I have been burned out but I'm not burned out
But I feel like if you have a great team and you have great culture you're excited about going into work you're not as stressed you've got like minded people around you and you just can do you know it's it's just better
(02:03):
Um if you have like not such a great culture I think um I think you can get burnout quick
So I think it's a great topic it's very relevant for this moment in time and um that's what we're gonna break down today
Just a little uh housekeeping
If you're listening to this on startup unscripted or dental acquisition unscripted please join us on just uh the the channel dental unscripted
(02:32):
It's our new channel we're breaking down practice management stuff
We're still doing a ton of start up and acquisition stuff um lots of different topics but we're consolidating into one channel
So dental unscripted um Paula when I um talk about culture even at next level or our clients like what do you think
(02:57):
Where does your head go
Because it's such a consultant thing to discuss
Um but I I kinda wanna just have a really real conversation about why it's important and the benefits of it why should be important to our listeners and clients
(03:17):
Well you kind of just defined it right
It's a difference of wanting to be at work and not wanting to be at work or being around those you work with versus not you know if if there's not a good culture good vibe a good feel it's kind of like you know yeah we you know they we joke all the time and industry that we spend more time at work than we do home
(03:40):
And it's kind of our dental family
And if if it's if it doesn't feel good you know or there's clicks and and things like that
It can just it can actually you know run your mojo
Yeah I mean how how do you how do you even digest culture
Where do you even start in your mind start fixing culture or to start paying attention to it
(04:05):
I I was thinking uh about a client that we had before this episode here in Washington
And I asked him I'm like hey like do do you feel like your employees are partners like or are they like stakeholders
(04:26):
Like did did they want to come in or do they see this as a J o b right and I felt like he had a decent culture and he said they're all j o bers
And I made me sad because um I felt like that office had good culture
And so like it's not you have no hope so that there's no hope exactly
(04:50):
No I just feel like it's something that constantly needs nurture
Like you just you related it to a relationship
If if you don't nurture your relationship it's just not gonna it's not gonna take off
Right
And so where do you even start with culture in your mind because it's such a beast it's such a beast
Well I think just getting something here because it's where I would start what is that
(05:19):
Um I think you know one of the things we did recently was our core values oh whipping up blocks the cubes
And I do think that if everyone doesn't understand the why um behind the work it's not gonna build unity and accountability
(05:39):
So I think that really um I think you and I doven you know when we wanted to strengthen our our culture and we decided to really think about you
And I went to a a little event or not an event
We worked with someone and they had said that um they implemented some stuff for us
(06:04):
And one of the things they said is you know you should higher and fire to your core values you know because of someone's not on the train then it's it's somewhere along the line I mean it may not be direct sabotage but it's gonna sabotage what you're trying to do
Because the the passion the care the direction that you're trying to go
(06:28):
It's gonna be hard if you're dragging somebody uphill or downhill or cross the field um other than you know them being a part of it and believing and what you're doing
Yeah I know I I'm glad I'm glad you brought up values because I I think that probably is the foundation of any any culture um and values
(06:55):
You know we went through that and defined it and what was really interesting is like if the owner of the business or leader whatever you're doing
If you're a leader or an owner if you're not super clear about your values and the the things that are really important to your business um or what you're trying to do then you can't really hold people accountable to that
(07:20):
So defining the values what's gonna guide your team um it it that starts with that
And so Paul held up our cubes if you're watching on YouTube those were our our values and we defined them
And what was interesting even within our business is the minute you define them then you could quickly see even within ourselves as the owners or with the folks that help us do everything we do
(07:49):
You could quickly see like when we were out of alignment just simply defining it right
So integrity I know is one of your favorite values that you brought to the table and the minute it's on a cube or a poster or on the on your desktop background and you see it every day and you witness when someone's not being full of integrity then then then it's an issue and if someone consistently isn't doesn't have integrity then to to your point um might not be a good fit for the business
(08:26):
And so values uh I think are are huge
I I like you said that you start recognizing it like you know what you want but you you allow things to happen
But once you define it and you live it and you you know constantly like you said remind it starts eating away at you
If it's missing in somebody or something doing for sure yeah it it just brings it right to the top and it and it puts it right right in front of you
(08:54):
And I think I think values is probably a great place to start
Um you know the the other thing is is once you kind of have those values declared and and identified and agreed upon cause we went through a whole exercise getting our team to agree on the values and they even came up with some themselves
(09:15):
And so it was kind of like a document a constitution so to speak
But then Paula I think one of the best things you do for our clients is helping them with handling conflict and having hard discussions conversations
You've been a team member for 35 years in a dental office and now as a consultant and now you have hard conversations with even our team member sometimes even with me your partner
(09:44):
And so like okay so now we have values defined and you now you gotta have a hard conversation
It's that accountability piece just having the poster on the wall isn't it
Once someone's breaking one of the values consistently and it's their intention to to break those values then you gotta have a hard conversation
(10:06):
So how do you where do you even begin with construction or constructive communication
Cause I think having guys is one thing but then having the accountability piece to it and having hard conversations is another
Well I I would say for me I think that's jumping ahead a little bit
Because I I think that the other thing with just creating values is the expectations around that
(10:30):
So like especially when I go back to a dental job or a dental office
If we don't know our job or constantly gonna fail other people like if we don't know the expectations we don't know I mean super clear expectation so it's not just you answer the phone you answer the phone before the third ring
Um it's not just you know go get a patient
(10:53):
It's go out and get the patient and call them Paula or Miss Quinn
Um it's really defining you know to me the the expectations of both their job description and kind of you know I hate to say it cause you you always say it's overused
(11:13):
But that that clear vision clarity of where we're where we are
And it's not the vision that the FUFU vision that you see on the wall for the patient mission statement mission statement
It's not the mission statement yeah oh it is like truly where do we wanna be in one year two year three year four year
We relate it back to to teams sports teams a lot
(11:34):
It's like you know if if the football if the quarterback isn't calling the play could you imagine all the the team running around with their own intentions on how how that plays gonna go
You know I've seen those football teams
They're not very good yeah the Cleveland Browns for yeah so it's uh it's that it's that um it's a combo of things
(11:55):
It's setting those clear clear expectations
You know we we do a lot of startups Michael
And they'll say to me like oh you know we don't need a morning cuddle
You know we've got one patient today and three team members we talk all day long
Um and I and my answer to them is my response I should say to them is always like yeah but what happens when you have eight patients
(12:18):
And what when you have eight patients three days a week all of a sudden yeah that communication it isn't able to happen
So even if it doesn't mean just because you you don't have a ton of patients on schedule you don't have to come in 20 minutes early you can do it you know an hour into the day if you don't have an 8:00am patient
(12:39):
But I think it still needs the expectations still need to be set every day or everybody clear concise so that we win something fails
Those conversation that communication becomes easier
If I say to you hey show up tomorrow morning and you do but you don't bring anything is that on me or is that on you
(13:03):
So it's it's once I set those clear communications Michael show up tomorrow 8 a
M bring a pencil and no book and whatever and then you don't now we have something to talk about
I feel more empowered and confident in and having that conversation with you because I set the the expectations
(13:23):
If I don't now I'm probably just gonna let things slide because I'm thinking well I didn't really tell them yeah of course he didn't know
Now I'm frustrated with you I'm having my own internal battle
Yeah I mean does that make sense
No it makes total sense because I'm thinking about next level like 1.0
Um that might be an internal uh code word but you're gonna know what I'm talking about
(13:47):
When we first started and we grabbed folks to to even work for next level
Um I don't know if we were really ready but it made sense
And so we onboarded some coach or a few coaches and we didn't set any expectations
It was just kind of like hey you know you know what consultants all about you've been doing it for years yeah sure let's do it right
(14:12):
And and then when that those folks just didn't do it our way or or or or um didn't have the same kind of outcome that we would would like
It's hard to have a conversation about what like how they did wrong because we never set those expectations on them from from day 1
(14:33):
So I I think it's a beautiful example because the start up has nothing going on nothing they're sitting around picking their nose
There's nothing going on and so what a beautiful time well at least just use gloves
Haha you beat me to it
Uh just just that's a perfect time to establish all the agreements expectations um and job descriptions
(14:58):
Yeah even when you're acquiring a practice right it's like yeah these these folks you know whether you're a startup and acquisition or even even just general practice management most of these folks have experience
Uh huh they're gonna bring their experience from another office right or what they were taught from
What do you use Nancy Joe you know earlier
(15:20):
It doesn't mean it's horrible or wrong it's just not the way that we want
And some dogs don't even know they don't write phones being answered and they'll walk out and it's like uh good afternoon hold please
You know what I mean
And that's the way they did it the other arm and they've been doing it you know you've owned this practice and they may have been doing this for five or 10 years
(15:41):
You don't even know it till you hear it and you're like totally wait is that how you're answering the phone
Yeah not always you know and it's like holy crap haha so you wanna just you know whether you've owned for a long time and it starts today whether you've acquired a practice and it starts today or your startup
I think really honing in on your your expectate your your vision your core values and then even deeper just again like those job descriptions you know job descriptions are hey you answer the phone you answer emails you do this you this
(16:18):
But it even gets you know more nitty gritty and how how and why how and why
Yeah I love that you said that
So we're we're covering in really broad strokes here but I think these are really good things for every owner to go through so that we cover values expectations job descriptions but then taking it one layer one one layer deeper to Paula's point is like why are we doing these things
(16:46):
Because I think people treat their work their jobs as jobs until you explain to them what we're trying to do here or and why
It makes it more of an owner mentality
When I am training somebody uh at next level for example and I'm like yeah do this do this do this
(17:10):
And and there are people pleasers are like okay yeah I'll do that I'll do that I'll do that all day
That's no problem until you attach up
Well we do this because the consequences of not doing it is this and if that happens then that and that and that and that happens right and and now they're like oh like this isn't just a duty now like this affects if I don't do this thing it affects my team my owners my patient whatever like there is there's a consequence a ripple effect of not doing that thing
(17:49):
And if they don't attach the y behind it it just isn't as meaningful
It's just a job description a J O b yeah um okay so now now can we go to hard conversations
So so I love that Paul and I'm glad you had a step back because um you do have to define it and the leader has to drive it
(18:12):
And and all of that needs to get written out
Is that what you would suggest while is writing all this out and then kind of having all that as part of like a an onboarding process or at least a conversation
How would you implement values and expectations and agreements and we do agreements and offices all the time like how would you do that
(18:34):
Yeah I mean like if you're starting today it's it's almost like you know a check in you could either do it in a team meeting you could do a one on one
But I I think it's you know maybe even falling on your sword like hey maybe I didn't do this right from the beginning you know it's it's I I was a new owner or hey I've been doing this so long and you're new to the team or you know and I think it's just like first obviously getting clear yourself and then doing that
(19:06):
It's it's both through um you know to me like I said explaining your core value and your vision and then yeah absolutely job descriptions
I think everyone needs one
It I think we crave how can we please others
What what can we do to help
What can we do to make it happy
And how do I know if I'm doing a good job
(19:27):
And so I think you know the job description and the measurables behind it at at what point do I know that this is satisfying to you
Um so you know hmm you know I'm just I'm just trying to think like scheduling to goal you know if I know if I put$5,000 a day on the on the schedule or 3,000 I did a good job
(19:50):
Otherwise I'm just scheduling doctors frustrated doesn't know what's happening up there until finally someone comes up and says why is our month so crappy
You know what what happened
And I'm like what what do you mean
What's BI
You know what I mean
Yeah exactly you know there was something all day long or or whatever
So I think it's you know setting all those expectations and absolutely writing it down and and we get nitty gritty you know when we do it even to breaking up time management because it's you know if you're spending from eight to 9 in the morning or 8 to 10 in the morning trying to get all your confirmations done you know it set you up for success for the next day then you then you you know 10 to 12 year whatever and then and and you sure you're gonna get kidnapped you know the role window of the day is gonna kidnap you
(20:42):
But you know hey I've got to get this done before 10
So it's it's what what I wanted to make sure that we really I love that because I love that you're adding a lot of contextual context to to this conversation because it's going to make me as an owner happy and it's I know you as an employee happy
(21:07):
It's it's it's perfect because you can write it down you could have the team all agree on it you can create job descriptions and that's all setting everybody up for success but you took it to another level so instead of the bullet point on your front I'll make this very tangible instead of on the job description you have schedule to goal a bullet point to the front office person right so you're hiring a front office person and part of the job description might say schedule and fill the schedule that's the task
(21:46):
Well Paula just said is instead of saying that it should say schedule 2 a 5,000 per day goal
It's very specific it's not just kind of yeah yeah I got a schedule no schedule it's yeah fill the schedule
No it's fill the schedule to 5,000 per day and it's the the more granular and the more results driven you you can get your team aligned on
(22:15):
Then the more success that you'll have the happier the owner will be and you create that owner owner mentality so I I love that
So the the first part of this whole conversation was really just getting it documented getting it super clear understanding what you're trying to get out of your team what's important to you as the owner so on and so forth then just getting it down and being super clear
(22:39):
Then I guess the next part is as if you have done all of that then you get to have some accountability but too many times our clients wanna have accountability conversations and they haven't done that whole front end of this episode
There's gonna do there's gonna be a culture breakdown without clarity
(23:00):
That's just it's it's gonna happen yeah exactly and then to your point now how do I have that conversation and I can't put somebody's feet to the fire that's right
They don't have clarity
It's kind of on me
Communication starts with me and with you whoever you is and trickles down from there
(23:23):
So yes how I can be like I feel as an owner or even as a teammate that I can now go and have what would normally be an uncomfortable conversation
It's never gonna be fully comfortable but I can feel confident
It it's just like we teach cancellation and no show policies all the time
(23:44):
If if we're writing it we're walking the walk everyone speaking the language it's it's super transparent to our patients
It's a lot easier conversation to say you owe me money
Then if it's somewhere hidden in our office policy I've never reminded anyone it's not in our tax it's not
Now I feel bad for the patient
(24:04):
I'm like I don't wanna charge this patient like they did
No or maybe we didn't make it clear enough
Maybe we should give him a couple chances
You know it's that same thing but when you have confidence that you've done everything in your power to to have clarity clear communication define the things the why the how
(24:27):
Now it's like hey you're just messing with me now right
Or exactly which is fine if you forgot but I can feel confident in reminding you hey remember when we talked about that what's going on here
Yeah I I think that's great
Um I I'm thinking like there's a lot of conflict that happens within an office
(24:54):
I don't know how to say this in another way but there's a lot of ladies and can be some drama at times
I know I'm not supposed to say that but but it's true right
And so you just like you said in the beginning this episode it's family right
And and things happen and I think a huge part of culture is having great communication um having safety within an office
(25:21):
So it's not just having hard conversations about what you did or didn't do but it's probably also about how to break down upsets
And you know it does anything like that trigger you with say that can you say that again upsets having upsets it just there's a lot of upsets that happen in a dental office as you know and it's how you handle those upsets that can really bond um folks together
(25:53):
I know personally when I've had hard conversations with clients and team members my relationship usually elevates after that conversation
I have absolutely have had situations where I haven't handled it right and guess what
That's not a great I don't have I lost an opportunity
(26:15):
And I and I think that culture I think you can create as the owner and environment where open communication and healthy conflict resolution can make an office thrive or struggle
I mean I'm sure you felt that in dental offices your entire career Paula
(26:39):
Yeah and I think all those things lead up to that you know all those things lead up to that
And you even mention safety safety is another
So if you think about it clear expectations you know clarity on where we're going all of this stuff safety and communication um I think we feel supported we understand the expectations which is gonna create high performing cultures
(27:05):
And if you feel confident in going to your teammate and you feel safety in your teammate coming to you especially if you go with the intent you know we always say with with one problem come with three solutions
If your intent when you go to someone is to fix uh become have a better outcome and move forward in a in a constructive way and not in it assume that the other person had good intentions to that they may not have been aware
(27:37):
Um when you attack somebody no matter what they're gonna be defensive
I think everybody comes out punching when so there's two things that are happening there either the person being talked to doesn't feel safe with you or you came at them in a an aggressive way
Um because if you come with the intent to fix you're assuming hey what's going on
(28:03):
This is so unlike you you know we you're usually really good at whatever putting your tray away
We always use the the tray that's always the fun you know the hygiene is leaving the tray in the sterilization room is always the fun um topic
Um you know if we have all that going for us if you come to me and say hey what happened to that
(28:25):
You know why was that tray left in their lunch
I would be like oh my gosh I'm so sorry I totally forgot
If you come at me and say you always do this and especially if I don't always do it guess what's coming back at you
So I think it goes on both people
I think I have to have safety with the person that's coming at me which means our communication is in the past has been them coming and attacking me their safety there
(28:52):
And then I think it's that person still even if there's trust and safety has to come with the intent to want to fix something and and not accusatory
Um you know I think that that communication will always thrive
I think that's a really hard thing to do let's be honest is being that bigger person and the leader and the owner has to has to be that like as the owner as the leader we have to step back take a deep breath and try to understand first
(29:31):
And if you do that consistently within your organization or whatever you're doing as a leader or owner people will feel safe with you
And if you can create an environment where people feel safe holy crap like if everybody feels safe in your organization then you can go right up to that person and say yo you're not being good you're not you're not doing the best you can you're not treating patients the way I know you can and yet there's safety there and that person levels up because you have that safety but if you don't then you gotta dance around this weird like thing
(30:17):
But if you can work on that just like you could work on that with your relationships at home
Any relationship you're in safe creating that safety is really huge
I wanted to actually pivot well I wanted to say one more thing so we're putting to worry
Well I was gonna I was gonna pivot to having a clarity about what we're trying to do as far as like results and goals cause I think that also glues culture
(30:45):
But let's not move on and unless you have something else to to
Well I I was gonna say the how behind it
And I and I think the how you know we talked we talked we started with a how but I think the last piece is investing in your team
You know it's it's it's not even just investing money investing in coaches
It's also investing time
(31:06):
So I mentioned earlier about those check ins
I think having um the one on ones I think celebrating big and small wins I think recognition we we do a we do a workshop where where we discuss recognition
We do actually a lot of workshops on you know I think team culture we like we like sprinkle those in
(31:31):
And I think it's super important the morning huddle helps the team meetings help the check ins help um the evaluations help recognition celebrating you know when when someone has a win sometimes I even implement what I call the kudos box you know just just recognizing even each other as teammates
(31:53):
So I I just don't think you can underestimate the power of you know recognizing something good that somebody did or just how the team won even with a even with a great review of like you know that that's a privilege when a patient stops and leaves us a review it takes time
And so celebrating those wins with your team you know how no matter how big or how small I think is important
(32:19):
Well you talked about like all those workshops that we do and I'm glad you did the clients Paul I want you to think I I have some examples if you have some too let's let's have them but oh yes you do
Um I'm thinking about the offices that embody culture and culture matters um they just do better
(32:46):
It's fact like it's and it's not just better it's like they're on another level
I think about a lot of our young practice owners who are a little younger in their career and haven't felt the pain of managing people yet
(33:11):
And they there's a clear difference in folks that like really care about this stuff
And um and then there's a there's a there's a lot more people that don't and I'm just gonna tell you that the folks that really do embody this idea crush they crush and their teams are better and they don't burn out and they're not as stressed that it's just a beautiful thing
(33:41):
And when folks hire us sometimes they think we're just gonna come in and fix their culture forum
We cannot fix your culture because it's driven it's driven by the owners and do they actually take these workshops and do the things and live these things and create the posters and buy the cubes with the values and and hold people accountable and they they they actually buy into it
(34:07):
If you're just doing the culture things once a year at your retreat you don't have good culture and you're not gonna you're not gonna have the huge wins that Paul and I are talking about
Well think about your family right
Like I mean when you have kids they don't really appreciate very much
(34:27):
I mean that's just kids they're not very yet maturity wise
But imagine walking into your home every day after work and your kids and your significant everyone just like you're the greatest everything's great you know you would be like I love coming home right
Or I hate leaving this is so good
Um people walk into your house and they're like holy crap I wanna I wanna go there every Friday night
(34:51):
Like think about that dynamic I mean that's a little bit of you know wishful thinking exaggeration there but yeah if you had that at work where we're using please and thank yous we're saying good morning and goodbyes
We're jumping in where we're needed we're appreciating we're thanking every time someone helps us we're appreciating you know that the small things even if it's something that they should do and you know using words like absolutely I'm happy to help
(35:20):
Where can I help you even though I'm busy
Like could you imagine you would want you'd be like wow it's the best freaking place ever like that's right place
I love the people I work with
I you know and and I do think Michael it starts with the owner because of course it does everything does yeah um I I really do
(35:40):
So you know anyone out there all you dentist listening um you know but it doesn't have to be you know one person can change an office
Maybe maybe the dentist the owner needs you know they don't recognize it
And you know it's the front office it's the hygienist the done it or the the assistant
That's right
(36:00):
They can also turn a culture around
That's right
And you got to get those culture suckers out of there
There's a book that I read and like it's called um it's the bus one
Paula help me
Bus bus the Energy Bus Energy Bus by John Gordon or something like that
And he talks about energy vampires and that's basically a culture vampire
(36:23):
Um if you get a culture vampire that's sucking all the culture out of your business and your organization get rid of them
They are killing you inside and out
Paula you talked about like the pleasant trees
It's sad that we even have to say what you just said the please and the thank yous
And it's sad that we even have to say that
(36:45):
I think you mean sad that I need to say thank you to people or so
It's sad that we need to highlight that we should do it it should just happen and I know it doesn't just happen
No you're you know you're busy
It's you you've not worked in a dental practice but it it's I'm just as busy as you
Well and even in our our business right where I'm just as busy as you
(37:07):
Yeah I don't think about thanking you every time you bring a new client into our our culture
I don't thank you every time yeah you know you get off a call with me in front of a dentist
It it's it kind of goes without saying
I it's true you and I appreciate everything you do and I know that you know that
But but you know if you constantly heard it not just from me but everyone's hard team members
(37:32):
And and it's in front of a doctor and they're thinking wow like they love each other
Yeah holy shit this is like these people are weird and but I like it you know you know no it isn't sad
I think we just get very busy we're very busy with the thing
We're busy
America is a very busy culture
Anyway yeah and even after like you mentioned Covid earlier I think we got even more busy
(37:54):
Yeah um we're all in it what's in it for us and you know my job is just as hard as yours and I got my own stuff to worry about
So you're right I mean it is sad in a way but I think it's much more common than not
Yeah um but for sure so so I think that's beautiful
Paula talked about the pleasantries and just slowing down and taking the time
(38:19):
That's so Paul if you know Paula I'm the conflict guy
And and I think holy crap there's such an opportunity with conflict
I'm telling you if you could lean into conflict I hate it
It's against all of my nature to have any conflict in my life
But but you're just folks you're just gonna have a lot of conflict in your life especially if you own a business
(38:42):
There's gonna be a lot of conflict in your life
I've Learned over the years as as a business owner whatever throughout this journey life that conflict if you lean into it your outcome it's just next level
If you can if you can handle conflict situation I feel like it has a 10 fold effect
(39:03):
Um the pleasantries absolutely do but when when you handle something that's just icky and you come out you just have this like this safety this another another respect for that person
It really can take things to another level
So owners leaders when you see conflict and I'm talking to myself right now
(39:25):
When you see conflict lean into it handle it in a healthy way
You're gonna have an incredible an incredible impact to your business and organization
And when you say that you don't mean it doesn't always have to be two people fighting conflict
It's it's something is broken in the in the system yeah watching it happen and you have to have those difficult conversations whether it's a person well it's always a person doing it but whether it's like just skipping a stab or right not showing up um for the organization
(40:06):
Right but I do yeah it's it's James I hit it hat on because usually it makes or breaks the relationship
It does it makes it and everything gets amazing and it takes the whole practice to another level or it breaks it and you get that energy
I I looked over here I think I have it um that that energy sucker out of there you know and yeah they'll probably be happier for it too
(40:32):
It probably wasn't it may not even be them it just might not be the right place for them as well
That's right but I will say that like you're right
Like smaller conflicts or things like absolutely great lean into that but the bigger the bigger the issue people screaming contention ugly stuff like the bigger the issue the bigger the conflict the better the opportunity
(40:58):
If you could lean into opportunity like that I'm talking to my younger self
Uh I've had business partners and friends over the years that's like oh don't pull a Dinzio
And I'm like what what's that mean
Like what did I do before where I burned some bridges and stuff
Right and I I look at I look at my younger self and say shit I could have handled that way better and maybe that would have been a relationship that would be like so fruitful
(41:25):
How'd I handled that
But instead I was a hot head about it
I had my opinion
I didn't understand their opinion their perspective
And and although to me it felt super clear that I was right boy I dug in and it and it man I could have had such a better relationship with that person so I'm I'm talking to my younger self I'm talking to you younger younger younger
(41:48):
Here she goes
I talking to my today self apparently specifically my business partner and all the problems she has with me but I but I but I have handled things as a hothead before
Let's let's bring in a question
Um I think it came through Next Level Consultants YouTube uh channel
(42:11):
If you're watching on YouTube uh today folks are as loyal
Here's the question
Today folks aren't as loyal as they and always looking for the next best thing
I think that's so true how do you hedge against that
And it's such a good question because I I think loyalty feels sometimes like it's dying although I look at some of our team members and I don't think we could have more loyal team members today
(42:42):
And I'm not patting not me and you on the back too hard but a little bit
And I I think it's everything that we talked about today that's LED up to this moment and I didn't even know some of those things we were doing in the beginning
Now we've defined them on this show and books that we've read and trainings that we've had consultants that we've brought in to our own business
(43:06):
And oh yeah we oh we did that
We didn't do it
We didn't know we were doing that but we did that
And I think creating safety is to me safety is probably one of the biggest things that I feel like our employees feel and therefore they are loyal cause they know they can screw up and they're not gonna get fired
I don't know
Paul how would you answer that
How would you hedge against not being or how would you hedge against having employees that aren't loyal to to your organization
(43:35):
Why would agree with you all the things we said 100 for sure
It's very rare to you find super strong cultures you know docs feel like they have it because usually nobody's communicating and talking
We're all this doing our job treating like a job
So you know when you start sometimes the more you start digging in the more you realize that there's actual problems
(43:56):
Sometimes there's no problems until we walk in and then all because the employees feel safe you know in the dental practice is talking to us about issues that are having and the dentist or the owner didn't even know it
So just because you don't have riffs in your culture doesn't mean that there's not a culture issue
Um so you know just be aware of that
(44:18):
But I I think a couple things you know I'm not I'm not gonna leave this
So you know uh you know just frou frou I wanna answer this way that I feel that could get some substance
And I think you got to dig in and find what's most important to your employees how they how they feel recognized and what can you do
(44:40):
And so sometimes in an instant program people wanna know that they're appreciated and everybody feels appreciated in a different way
So the loyalty I feel like comes from I don't I don't feel appreciated
Um one of the workshops we do is you know people don't typically lose leap or money they feel they leap or feeling unappreciated and is shown in so many different ways to different people or I should say they receive it
(45:07):
And so I would dig in and really find out what kind of recognition or appreciation that your team members need
And I do think making them part owners and the practice and I don't mean sell off your portions of the practice but I think instead of bonus systems profit sharing um opportunities you know hey if the practice does better you get to read the rewards
(45:32):
I mean what better way you know if if it's not just your income it's my income too
And so patient cancels or we don't have that 5,000 dollar day I don't I don't get I don't win either
And so I think when we're all in it together and then the second thing I would say is um you know sweep the floor
(45:53):
Isn't that a book or a I don't know or a motivational speaker you know get get in there and and sweep the floor with them
You know no one is above anybody
And you know when the doctor when the dentist when the owner takes off right at 4:00 every day and the whole team you know is is stock doing things
(46:15):
I'm not saying you you gotta you know get on the floor and clean the operataries too but I think showing that you're willing you know to jump in when times are tough um speaks volumes for team members as well
I think that they appreciate that
And then we talk about all the time you know and you know one of our one of my teammates or one of our employees has said this you know there there's nothing worse than owners entertaining bad behavior
(46:45):
And so when you're allowing somebody to run a mock everyone sitting here thinking you know I'm I'm sitting here you know practically a star employee doing everything you've ever asked me and this person gets to show up late uh leave early uh not do instruments whatever
(47:05):
You know what I mean
So I think those things but there is no easy answer
Well I love that you said that because someone made a comment this is like the most the busiest like I'm watching kind of some of the threads on Facebook and stuff and we've got the most watches we got interaction going
Oh it's cool
I know this is getting weird but I like it
(47:26):
I what you said is is is exactly what Miss Burnett saying is that some of the less experienced staff members may not have Learned these skills anywhere and it is the responsibility of the owner to teach them and set the expectations
I think that sums up everything that as a leader owner you have to lean in like we've been talking about and teach these younger inexperienced staff members
(47:52):
Now when you're the inexperienced owner that's the question get yourself some help uh from maybe some consultants like us or mentors whatever
But like you have to teach these these team members these skills
It's not just like in a work environment skill it's also family and relationship environment
(48:15):
And and yeah um you gotta teach them tools give them tools to to manage through these these conflicts and stuff
So um boy we've gone a little further and a little longer on this episode just because we were driving and anything that you would love to kind of put an endcap on this this program before we shut it down
(48:39):
Paula boy I I think you know real quick right before we got on we were talking about you know culture eat strategy for breakfast
And um one of the things I just wanna say on that that what that actually means is you're not gonna succeed if the team is not aligned and engaged to execute that strategy
So 3 if you have a strategy you have to have someone to execute it
(49:03):
And and the stronger your team is the more aligned your team is the more engaged they are with with everything you got going on
That's when the execution happens and I love that yeah just just remember that because you you got these sops you got these
Well we don't usually have that either
But when we do you know we've got to do all those things that Michael and I've been talking about for the last 50 minutes 45 minutes or else it's just gonna be an sop in a book or a pipe dream
(49:37):
I love that exactly right um boy um lots of things that we cover today
I I I can honestly say that um you can I I love that you talked about strategy because where I was gonna go earlier on the episodes
Talk about your goals talk about where you wanna be in one year three year five year declare goals get everybody thinking the same
(50:00):
I think that is so important
However you could talk about numbers and where you wanna go all day long and have all the strategies and how you're gonna do it
But if people don't like working for you and you don't have a good culture none of it's gonna work
So there's a lot there and needless to say um you gotta work on the people and that's the hardest thing about this business
(50:24):
It's why we have a job and we're blessed to do it and um and uh lean into to to this discussion with your organization and and uh practice
So I guess without further ado um let's shut this program down
Thanks so much for all the activity online and following us subscribing liking all the things
(50:46):
Um tune in to the next episodes
Um
If anyone has any you know I don't know Michael I don't know if you've ever done this but if anyone has any input um you know hit us up on Facebook or Instagram and let us know some things out there that you'd like to hear more about
That can really help you know drive your practice
We try to hit on lots of different things but we're always open you know two things like that so great idea good way to end that
(51:14):
Okay guys thanks so much for your time
We know it's a big deal to give people time
Thank you we appreciate it until the next episode
We'll see you later
(51:35):
Thanks for listening
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