result ? Hopefully , the day went as planned , or even better than planned , and the team can share a moment reflecting on what went right and how to duplicate this team effort to create more of these optimal days going forward . This is a moment of celebration and should not be overlooked .
There can be numerous reasons why a doctor may not see the value in an AAR . Some doctors have questioned whether they can spare five minutes at the end of a workday . Others feel that the staff may not willingly participate , and some may even find the vulnerability of selfcritiquing to be intimidating . These thoughts are unfortunate and will only serve to promote mediocrity . The AAR has been proven to be a vital and very successful tool for teams to move rapidly toward peak performance .
If the day did not go as planned and the overall result was less than desirable , team members must self-critique ( with no fear of reprisal ) and explain what they could have done differently to create the desired result . Having a psychologically safe environment is critical for this process to be effective . The doctor , as a member of the team , must set the example by willingly participating and offering their own self-critique . What could he or she have done differently to make the preceding day better ?
The timing and duration of the AAR is important . We have found that the AAR should take no more than five minutes and should occur either at the end of the workday or the beginning of the following workday . Allowing too much time to elapse before conducting an AAR has proven to be ineffective . Furthermore , anything that would require more than five minutes discussion should be tabled , placed on the agenda for the next full staff meeting , and discussed at that time . Keeping the staff longer than five minutes at the end of a long workday can result in the staff losing interest in the process .
It is a good idea to have a copy of the day ’ s schedule so the group can reference certain patients and events that may have occurred throughout the day . The doctor should be listening to the day ’ s assessment while simultaneously questioning whether lack of training or resources have contributed to a less than desirable result . Often , it becomes obvious that outdated systems or protocols have unknowingly hampered the team ’ s ability to reach peak performance . These topics are ones that need further and more in-depth discussion and should be tabled for the next full staff meeting .
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Drs . Joel Small and Edwin ( Mac ) McDonald have a total of over 75 years of dental practice experience . Both doctors are trained and certified Executive Leadership Coaches . They have joined forces to create Line of Sight Coaching , a business dedicated to helping their fellow dentists discover a better and more enjoyable way to create and lead a highly productive clinical dental practice . Through their work , clients experience a better work / life balance , find more joy in their work , and develop a strong practice culture and brand that positively impacts their bottom line . To receive their free eBook , 7 Surprising Steps to Grow Your Practice Through Leadership , go to www . lineofsightcoaching . com .
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TINA CAULLER
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