1
Consistently share
information.
Too many dentists fail to communicate regularly
with their team about the practice’s vision, daily targets and yearly goals. Keeping team members in the
dark is a recipe for misunderstanding, frustration
and poor morale. By consistently sharing information about the practice’s direction, staff members
gain a greater sense of purpose and fulfillment.
Keeping everyone on the same page ensures optimal practice performance. When different team
members have different information, it can lead to
stress and confusion. For example, if the clinical
staff has been told emergency patients should be
seen in the afternoon and the front desk team is
tasked with scheduling them right away, the result
will be a practice in disarray. Use regular channels
of communication, such as morning meetings and
monthly staff meetings, to share the same information with the entire staff.
2
Set high expectations.
Good leaders challenge their team members
to reach their potential. Most people will excel when
given challenges in small doses. Good leaders know
that such a strategy eliminates boredom and
reduces turnover while motivating the team to perform at the highest levels.
Staff members want to be challenged. They often
wait for someone to provide the spark that can motivate them. Think about your own experience. Have
you ever been to a course or seminar when the
teacher or speaker really motivated you? You knew
that when you walked out of that program that you
were going to be a little bit better in some way. A
spark had been ignited, and you were ready to raise
the bar on your performance.
Leaders should provide small and large challenges
for the dental team. This allows those individuals to
think through problems, grow and mature. Only by
setting the bar high can team members rise to the
occasion.
Practice success is no longer automatic. To combat the challenges posed by the new dental economy, dentists must
become better leaders. They must share information with
their staff, set high expectations for team and practice performance, and inspire staff members by exemplifying the best
behavior and attitude.
3
Lead by example.
A successful practice environment demands
that the dentist and team effectively interact, collaborate and communicate. This interdependence can,
at times, increase the level of stress and create
tense situations between team members. In addition, most dental offices are relatively small facilities
where there is literally nowhere to hide. By necessity, team members work in close quarters and
openly observe each other and the dentist’s behavior throughout the workday.
Leading by example is an excellent strategy to
address the above concerns. Dentists need to
understand that their teams watch their behavior as
a model of how to behave. A dentist who is positive,
motivational and even-tempered will transmit those
feelings to the team. Conversely, a dentist who is
always unhappy and negative will create a team that
reflects those values. As the leader of the practice,
dentists need to maintain the highest standards of
behavior and attitude. This will inspire team members to do the same.
Dr. Roger Levin is a third-generation general dentist and the Chairman and CEO of
Levin Group, Inc., the largest dental practice management and marketing firm in
North America. As a leading authority on
dental practice management and marketing, he has developed the scientific systems-based consulting method that will
increase practice production and profitability, while lowering stress. Dr. Levin has authored 65 books and more
than 3,700 articles. He presents 100 seminars per year worldwide.
www.northtexasdentistry.com
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NORTH TEXAS DENTISTRY
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