Latest / Hey Docs! / Investing in the Business Side of Your Practice

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Investing in the Business Side of Your Practice · Hey Docs!

0:04
Welcome to the Haydocks podcast with your host Jill Allen. On this episode,
0:09
I'm excited to be joined by returning guest Carrie Smith from dundesk and Today we
0:14
are focusing on the impact of efficiency and an orthodonic practice. Whether you are
0:20
a single practice owner or an owner of multiple locations, accountability to efficient strategies
0:26
is the key to success. Stay tuned for practical tips and actionable advice on
0:32
enhancing efficiency and overall happiness in your practice. Let's get into it, hay
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That's contact kl dot com. All right, Carrie, I am so excited
1:30
to have you on the show today. Thanks for being here. Awesome.
1:34
Yeah, good to have good to be here, Thanks for having me.
1:37
I'm trying to say that both things in one sentence. Yeah, it's early.
1:41
It's early, so I know many of our listeners have heard you before
1:46
on one of our earlier episodes. But in the event that somebody is tuning
1:49
in today and has not had an opportunity to know about you or about Dondesk,
1:56
would you mind just giving us a quick little synop of who you are
2:00
and what done Desk is all about. Sure. Yeah, Well, to
2:02
make it easy on everybody, it's basically, I help doctors avoid risk and
2:07
achieve success. I mean, that's the gist of what we do. That's
2:10
why we wake up every day. And then how we do it happens through
2:15
various methods and methodologies. And one of those ways we help achieve success and
2:20
avoid failure or risk is through our software platform, Done Desk, which was
2:24
specifically built based on my experience as working with approximately over one thousand dental offices
2:31
and orthodonis. So it's like specifically arranged around this experience of the owner in
2:38
the dental setting. No, that's great, that's great. So I want
2:42
to just jump right in and I want to talk a little bit about the
2:46
ownership experience and how, depending upon efficiency, it can either be a reward
2:53
or it can be you know, a little bit of suffering when it comes
2:55
to that. So, what do you think is one key strategy that makes
3:00
all the difference for our doctors. Yeah, so I think we when we
3:04
talked about this episode before we got on this, this is like several weeks
3:08
ago. You know, I brought forth this idea that intended outcomes lead to
3:13
practice satisfaction, like things are working as intended, and then when things don't
3:17
work as intended, that's sometimes, well almost all the time, my clients,
3:21
that's when they call me because something's broken. Right. And so when
3:25
you start to see this pattern emerge from the things that are breaking, you
3:30
end up starting to say, okay, like, what's the root cause of
3:34
this? Why do we have this? Right? And then you know,
3:37
generally speaking, my doctors or all my doctors are super nice people because they
3:40
have to be. I mean, for the most part, you know,
3:43
they can't be a mean doctor. Yeah, but it's in their nature to
3:46
be caring, and you know, it's in their nature to be a people
3:50
person, right, they have to be as part of their job. That's
3:52
probably why they're in medicine or in data stry to begin with, because they
3:54
just calls to their soul. But I just the satisfaction piece of it can
4:00
go awy, right. I mean, you've seen firsthand the stories of when
4:03
people call you because things are broken, right, or there's legal issues,
4:08
or there's like this, there's a side of business and dentistry that they don't
4:12
really highlight too well in chapter six of your clinical manual at school or in
4:15
your residency, right, they just don't talk about this stuff. So the
4:20
place you see this is at the end of the road. So when we
4:24
talk about this thing called efficiency and how that can lead to ownership satisfaction,
4:30
it opens this door to this pretty cool conversation around like how do we spend
4:34
our time and where are the priorities in our life and how that flows into
4:41
the decision making process of how we run our business. It also flows into
4:46
the construction of the mechanics of everything we do in our practice as a way
4:51
to purposefully influence the outcome, which then makes our lives lovely and it allows
5:00
us to I was looking for the word there and lovely just popped in.
5:03
It's an expected outcome. So you have this satisfaction of like, Okay,
5:08
cool, I got it. And then the other piece of that is is
5:11
if things are done at work, then you don't take them home with you,
5:15
and so there's this work life balance. I like to just call it
5:18
life balance, right, I mean, you spend some time at work,
5:20
but you also spend a lot of time at home. You shouldn't take work
5:24
home with you and when you do, that's because it's the survival instinct of
5:27
like things aren't done, Like there's this bear chasing you in the woods,
5:30
and you don't know where the bear's coming from. You don't know when it's
5:33
going to arrive. You do know the bears there? Yeah? Unrest Yeah
5:39
yeah. So it's like this when we talk about satisfaction. That's really comes
5:43
back to this conversation on Okay, how do we run our business and is
5:46
it efficient in one way to where we don't have to think about it when
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we when we go home, but also is it organized in a way that
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yields this result we intend to get which feeds back on ownership satisfaction, like,
5:58
yeah, we actually did that I design, not by accident. Yeah
6:01
yeah, I cannot agree with you more. And you know, I see
6:04
this all the time in my eighteen years of being a consultant and thirty plus
6:10
in the industry, and probably one of the number one things that I see
6:15
that lead to burnout in doctors is when they have a lot of unrest in
6:19
their practice. They don't feel like they've got control over anything, and it's
6:25
almost like they're a slave to the business instead of the business being a means
6:32
to a happier, more enjoyable life. And I think, you know,
6:36
you're so right. A lot of times it comes back to, you know,
6:40
those systems. It kind of reminds me of a book and I'm sure
6:43
you probably read it. Ten X is easier than two X, and a
6:46
lot of what that book talks about is just you know, really thinking about
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what things do you as a business owner need to be dealing with and what
6:56
things can you put on other people? You know, you're who's out there.
7:00
And I think that's where you know, Dundesk really comes in and give
7:04
them peace of mind that somebody else is handling some of these things that I'm
7:10
I'm taking home and wrestling with and stressing about. And I love that analogy
7:14
of the bear. You know it's there, you know it's coming, you
7:16
just don't know, you know around which corner is going to be at.
7:19
Yeah, So I'll just walk you down this kind of track. For me,
7:24
at some point in my career working with in risk management with dentists,
7:29
right at some point as a business owner myself, this thing's flipped in me.
7:32
It's probably because of my age that probably triggered it mostly, But it
7:38
comes down to what if we woke up and said to ourselves, what do
7:42
I want most out of life? What do I enjoy most out of life?
7:45
And I'm going to make my business give me that. And it's not
7:50
a money thing, right, it's just a saturday Like what if we did
7:55
that as business owners, then you'd say, Okay, Now there's a reason,
8:00
like when you go fishing, Like when I go fishing, I don't
8:01
know if you fish or not, but I wake up at four in the
8:03
morning, I'm like up and out. But if it's a workday, like
8:07
you have to like turn the lights on and beat me coffee. Yeah,
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you know, it's like that is this internal like motivation you can get around
8:13
this business activity. So if that's the case, right, if this business
8:18
is going to enable this life you want to live, then you're like,
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ah, it's not a motivator on how many cases did I start? How
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many contracts did I do? It's a motivator of are we in everything we
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do, every single action, every single communication we have, is it aligned
8:35
toward the result we want to get out of this business? So I can
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go do the cool things and I can get my people to get what they
8:43
want out of this business as well. That's the thing that ten X right,
8:48
or these books I have here with you know, how to do whatever?
8:52
Like it's always like this is the leadership imperative, but it always forgets
8:58
the people. And I'm like, what if you could bring your people to
9:01
where they want to go too through your business? How much engagement would you
9:05
get from them in every single interaction they do versus what I experienced, what
9:09
I'm trying to get? Healthcare? Where you call and the first thing they
9:13
say is what your insurance number? Versus saying are you in pain? You
9:16
know, like you know, it's like the people are disconnected from the goals
9:22
of the practice, because I think the practice is sometimes well almost totlly don't
9:26
take the what's in it for me approach with the employees as a real strategy.
9:31
So what if I mean, that's that's kind of where I think you
9:35
start versus kind of like why did you get upset about that? You start
9:37
the being is this is working like you want it to? That you want
9:41
it to because you have this higher purpose. So yeah, that's a that's
9:45
really the struggle, and I think that's the in this conversation. I want
9:48
to I want to bring out like some strategy that will allow people because right
9:52
now, like in a vacuum, that all sounds badass, right it's like,
9:54
oh this is great, yep, But it's like how do I stop
9:58
the plane I'm flying to change the engines? Yeah, if I need to
10:01
do that, right, So I've got I've got some strategies if if we
10:05
got some time, yeah, well let's kind of jump into that because I
10:09
do think that one of the things that dun Desk really helps us with is
10:13
risk management. And that's not necessarily the sexy side of our business. When
10:18
you know, when when we're thinking about about that, you know, we're
10:22
out there wanting to strain and ty that make great smiles on the orthodonic side
10:26
of it. So when we think about risk, you know, we don't
10:30
want to think about all of that, but it's, you know, it
10:31
is the thing that we need to think about. And so I'm kind of
10:35
wondering because I've got docs that our new single location docs. I've got docs
10:39
that are listening that may have multiple locations, and as you said, you've
10:43
got some strategies to kind of talk about. Tell me a little bit about
10:48
what you're seeing. You know, with your over a thousand practices that you've
10:52
worked in, you know, what are some of your most frequent observations or
10:56
you know some of the differences maybe in how we handle a single location and
11:03
maybe from a startup to a younger practice to maybe just a single location that's
11:07
clicking along and they're eight to fifteen year two somebody who's got multiple locations,
11:11
and we've got multiple team members that may or may not all think alike,
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it may or may not do all the things the same. So what do
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you think there? Wow, I know, unpack that one. Yeah,
11:24
Okay, Well, when I was in pre med and we had I took
11:28
organic chemistry. The thing always, whenever this question kind of comes up,
11:31
like what are you seeing, I come back to my time in organic chemistry,
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and there was this concept, and all of our listeners went through organic
11:37
chemistry, they had to to go through get into medical school. It comes
11:41
down to this concept called limiting reagent. Right. So in any chemical reaction,
11:45
there's always a component of the reaction that if you don't have it,
11:48
the whole system shuts right. And so when I think about individual owners at
11:54
that own one, no matter where you are in your timeline as an individual
11:56
practice owner, or where you are in your timeline of building a multilocation practice,
12:01
or maybe you're bringing in partners, or maybe you're joining a DSO or
12:03
whatever it is, they're limiting reagent in all those scenarios. There's two and
12:09
the one is time, which is no shocker. The other one is the
12:13
people, right if that's universal, and it is, I mean there's probably
12:18
something else I'm not thinking of, but those two from my background and everything,
12:22
I think those are the two that if you want to start to look
12:26
at improving your business or getting more satisfaction out of your business or anything,
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those are the two components you have to go drag in now a sole practitioner,
12:35
I think those guys and gals are really good at being fast reactors because
12:41
of this fact. They don't have enough time usually. And the second one
12:46
is they generally don't have a people strategy, so the people that they get
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are kind of like the people that get to do the job for us today
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versus a real strategy around who do we like to the core ye attitudes,
13:01
behaviors, skills, experiences, values, who do we need in these positions?
13:05
We kind of just acquire people that are available, and generally speaking as
13:11
business owners, we're not real good about interviewing because we have an open position
13:15
and it's impacting our revenues, so we kind of hurry, we probably doren't
13:18
patient, and you know all that stuff. Yep. So the people strategy
13:22
piece of it kind of flows in, and the time component is are we
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spending our time on the things that are important? And then whoever real people
13:28
strategy around that? So sole proprietors are smaller practice of single location practices,
13:33
don't have a strategy around any of those things, so they become fast reactors.
13:37
They get really good about reacting what happens is when you want to go
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into multilocation setups. Generally speaking, the owners of the multilocation started with one
13:46
and they just start to replicate this single practice mindset and they end up in
13:52
a scenario where they have three locations and it's owning them completely because they took
13:58
the assumptions and strategies and all the things they needed that were successful in one
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location and they just multiplied complexities by three or four. Now that's where Dundesk
14:09
came from that experience, and what's cool about Dundesk is is that you need
14:13
people to help you with these things, and so Dundesk shows the people what
14:18
to do, right. That's the strategy there. But as an owner,
14:22
if you're want to go to multilocations, you have to have a multilocation mindset,
14:26
which is a different strategy than owning a single practice. You have to
14:30
lean on proactivity more more planning, and you have to rip This is going
14:35
to sound really crude, but you have to rip out the engine on the
14:39
plane people wise, before you decide to take off. Because the issue is
14:46
is that you may have acquired individuals that are loyal to the business. They
14:48
trust you. You trust them, but you haven't developed them over the years,
14:54
like you have hourly waged employees running multimillion dollar businesses. And so it
14:58
ends up being is like, is this person capable of bearing the load?
15:03
I need them to bear in that role so we achieve our goals. And
15:05
so that puts a premium on developing your people now, giving them the experiences
15:11
and skills they need, and investing in them so they can grow within your
15:15
business, which I think is cool because these jobs are ascensionless. Yep,
15:18
there's really no like you don't require the skills to be a doctor. You
15:22
know, you have to go to school to do that. So that's where
15:26
this mindset kind of started thinking about that, and it's like, well,
15:28
why don't SOL proprietors do that now as a strategy, shift the strategy to
15:33
your people to develop them so they can take on more get more fulfillment out
15:37
of their jobs. Help you give you more time. So therefore, now
15:43
you have more time, you can then start working on the engine while the
15:46
planes on the ground versus trying to do it while it's in the air.
15:48
And it's this neat feedback loop where the time and the people both need strategies,
15:54
and the more you put into the people, the more time you get
15:56
so you can go to multilocations. Yeah, that's what I'm seeing. That's
16:02
great, and I really like how you broke that down because that is exactly
16:04
it. And I think so many times, you know, I've seen this
16:07
just like you, where sometimes I think we get in this habit of thinking
16:12
that because an employee has been there or with us for a long time,
16:18
they in turn should be rewarded with moving up the ladder in the practice.
16:25
And sometimes what I see is that longevity does not necessarily play in to skill
16:34
set and knowledge of where we're moving them. And it ultimately always comes back
16:41
to us as the owners, us as the doctors, to make sure that
16:47
we are giving these people the tools if they are the right person to move
16:52
into those roles. And I think sometimes we just forget that we spend all
16:56
this time in school, we did all these things to get us to where
16:59
we are, but our team member has just been working the business. And
17:03
yes, they are learning to a point, but it doesn't mean that just
17:07
by osmosis they're going to know all of the all of the things that they
17:11
need to know. And so I do appreciate that. That has been something
17:15
that I have seen that Dundesk has really been able to do for us is
17:19
open up that door of education for the team members in a way that's easily
17:25
consumable. So it's okay to promote people that have tenure in your business,
17:30
right because they know your business intimately and they can probably be the best fast
17:34
reactors for you. Right. They may be able to see over the horizon
17:38
faster than you can as a practitioner because they've been there and they've seen the
17:42
cycles. They know how you are as a leader. Like, there's a
17:45
bunch of advantages in that. But if the strategy calls for change, that
17:51
individual is in an echo chamber of the experiences within their practice, so they
17:55
can't anticipate larger business concerns, right. And so like this week I was
18:00
in Dallas. I toured a new customer of ours. They have seven locations.
18:03
I've known them for about ten years now and they've grown. They started
18:07
with two, now there's seven. They called me and said, hey,
18:08
can you come up look at our practice? I said sure, And they
18:12
all want to do well. The practices are clean, they're beautiful, the
18:17
employees are engaged everybody say, hey, you're that dude from the video I
18:21
watched in the software, you know, And there was also this constant limited
18:26
visibility that led to risk and in their case, to speak frankly, there
18:30
were storerooms and things that where people were just piling stuff up because they just
18:36
didn't have a mechanism for removing clutter out of the practice, so in the
18:40
back rooms and black closets and on tops of cabinets and you know, not
18:42
in the eye side of the patient, but you know it, just like
18:45
I started saying, here, cross all your locations, there's this pretty awesome
18:48
opportunity to like declutter to make the spaces more freely and also increase safety.
18:53
And they were just like, we would never have seen that because we're always
18:56
working at this one location. So there's a whole bunch of strategies around kind
19:02
of how we can improve that. So the issue it becomes do we need
19:04
external talent to give us visibility? And if you can't hire them, then
19:10
you buy them, right, like call jail right. So the example I
19:15
can give, the last one I have is with Brad Pearson. He's my
19:18
friend, he's my orthodonist. I've known him a lot of years. You
19:21
guys, he's a customer of yours. Shout out to Pearson'snash Orphodonics in San
19:25
Antonio. They went in and they said, hey, we hired Jill and
19:29
I was like, great, why and there's like, well, we had
19:30
some deficiencies in our collections process. They didn't go into details, but I
19:36
just told Brad. I said, okay, so now that they're going to
19:37
fix that for you, or at least help you with some strategies, what
19:41
happens next. He's like, well, I think I'm going to have to
19:44
stay on them. And I was like, well, this is the issue.
19:47
If you drive the focus of the numbers, right, that's good,
19:52
but remember that's going to come at the cost of not doing something else.
19:56
So you need to teach someone to watch those numbers. You. More importantly,
20:00
you need to teach someone to hold the people accountable behaviorally every single interaction.
20:07
So there's not this thing called deficiencies in your counts receivables, right,
20:11
you shouldn't have. It's always going to be there. But that's where the
20:15
time seeing comes. Is like, we want this goal that we know we
20:18
need to be successful and satisfied in our business. But we don't have the
20:22
time to manage the iterative day to day behaviors that drive that number, so
20:27
it gets out of hand. And so sole proprietors generally just these are all
20:32
general generalizations, just to as illustrate the point. Become fast reactors. Right,
20:37
they'll worry about collections this week, and next week they'll worry about new
20:41
starts, and next week they'll worry about supplies, and it's just like the
20:45
crisis. Do sure. So what my vision is and your vision is.
20:49
That's why I think that's why we get along, is that the owners should
20:53
shift and teach to the people and enable them. So these systems and mechanism
21:00
run as part of the people's satisfaction and what they do in their jobs,
21:04
and you should reward them for that, and you should recognize them for that.
21:07
You should also teach them how to do these things. You know why
21:11
it's important. And then that's the ascension. It's not the ascension in title,
21:15
it's the ascension in impact. Yeah, of your practice, Yeah for
21:18
sure, for sure. So let's talk a little bit about efficiency. You
21:23
kind of talked about it just a moment, and you know some of your
21:26
stories, but let's talk about what you're seeing in practices and when you walk
21:33
in and you're like, oh, wow, they've really got this dialed in
21:37
or not so much. You know, I loved you talking about the practice
21:41
where you know, sometimes I think we can't see what's in front of us.
21:45
We're so used to what we're seeing, or we're so used to the
21:48
system kind of that loop that we're in, that we can't see that we
21:52
are inefficient because of the loop that we're in. So I'm wondering if you
21:56
can talk a little bit about what you're seeing with efficiencies and what helps you
22:02
know, maybe maybe to a multi location I know you touched on that a
22:06
little bit, but also within a single location. So the first thing is
22:11
is like to understand what's important. If people don't have a clear definition of
22:15
what is important, then we don't know what to work on. So everything
22:19
becomes important. And then because everything's important, we start to like lose some
22:25
things around the edges. And then suddenly things become urgent and it's like an
22:30
unimportant thing because it wasn't attended to correctly became urgent and now like compliance,
22:36
right, it's part of the life of being in practice. Right, These
22:41
are rules you have to live by. They're easy to implement. The problem
22:45
is is that people forget about them and they don't develop the day to day
22:48
iterative little tasks that we automate and done desk that allow you to keep the
22:52
track of that. So suddenly it just becomes urgent and that blows your day
22:56
up right, which impacts your efficiency because you're spending time on something that doesn't
23:02
impact what you wanted to accomplish the day. So the efficiency aspect is driven
23:07
a lot in dentistry and in orthodonics, is driven a lot by our own
23:11
inaction versus planned actions on how we spend our time. So I think back
23:18
to the time discipline part of it. We talked about the people piece a
23:21
little bit. The time piece is like, really understand, as a business
23:23
what's important And the important thing is I get to go fishing at four am
23:27
when I want, right, that's important. So it's like, okay,
23:30
how do we make that happen? Well, it's the night before prepare.
23:34
So it's these sort of routines you look at in your practice and say,
23:37
okay, where are we spending our time? Right, that's the first thing,
23:41
and say what do we spend our time on. And then we say
23:45
there's an Eisenhower matrix that from like the forties. That's where seven habits of
23:49
highly effected people came from. That's where this ten x concept came from,
23:53
like all of it came from, like spend your time on the most important
23:57
things and urgent things for then you delegate the things that are important or do
24:03
you schedule the things that are important but not urgent. And then things that
24:06
are important and urgent that you don't want to spend time on, you give
24:11
them to someone you can, but you got to teach them how to handle
24:12
that. And then the last one is if it's not important, not urgent,
24:15
you delete it. You don't do it. Now. This is where
24:18
when I walk into a practice, I say I'm here to see the doctor.
24:22
If I'm unannounced, the ones that know what is important, they'll say,
24:26
carry's not important, because what Carrie's going to do. Like when I
24:30
go to Larry Doherty's officer in Antonio, he's my friend, he's also my
24:33
dentist. I'll walk in, He's like, oh dude, hey, come
24:34
check it, and we'd start talking shop in the back room and it kind
24:37
of wastes his time. You know that he should be you know, he
24:41
chooses to waste the time with me, and I like wasting his time with
24:45
me because you know, and the team is rolling their eyes, going,
24:47
are you kids, dude, We've got yeah, we've got stuff going on,
24:51
and you're in here. But the team loves me because I feed him
24:53
lunch, you know whatever. But the issue becomes well in his case and
24:57
in all owner's cases, you're on an island, right, So there's this
25:00
temptation in that scenario to get some peer to peer helper conversation going. But
25:06
I think the understanding the definition of what's important and then practices with let's say
25:11
you have there's a practice on working. But they have seventy locations, right,
25:15
the LP reviews are one star two star for almost all their locations.
25:18
Right. They're in trouble. And the thing is their leadership team at the
25:22
time was focused on revenue and numbers, and they lost the people. They
25:27
lost the people top to bottom. It was easy to get money to build
25:30
the practices and do the locations and marketing and branding and by the supplies and
25:36
all the equipment and all that stuff, but they left the people behind.
25:38
And that is where the inefficiency gets driven in now the good groups like they
25:45
say, hey, can't do any of this without these people, So we
25:48
need these people to be awesome. And when you walk in like the group
25:52
I worked with in Dallas with seven locations, Kayla, Like she's just bright
25:56
eyed, what do I need to do? Here's the strategy. Let's go
25:59
get at it, totally engaged. And so there's the strategy for their growth
26:03
is like it's one hundred percent on the people. Yeah, and then it's
26:07
like, well, what do the people work on every single day? What's
26:11
important to their role? And so you institutionalize efficiency and if it falls outside
26:15
of anything that's important, then you just don't do it. Yep, you
26:19
delete it. Yeah, right, And you have to be so disciplined because
26:25
it's hard. It's very hard at first, but then you get addicted to
26:29
it and you're like, man, I left out here at five o'clock and
26:30
everything was done, everything was clean. I don't have to worry about anything
26:33
about it. Yeah. Absolutely. So let's talk a little bit about accountability
26:38
because I think that kind of rolls right into it. When you think about
26:41
efficiency, you can't be efficient without accountability, and those two things I think
26:48
can war against each other sometimes depending upon who we've got in the roles systems
26:53
we've got in place. So you want to talk a little bit about that,
26:56
yeah, you will. You could probably write a book on this because
27:00
you've seen it. I mean, that's how you've made your living. I
27:02
mean literally accountability. There's this temptation to buy a software that has a bunch
27:08
of numbers, right to look at the numbers, and there's also lots of
27:12
offers, Hey, we'll do a free practice analysis, you know, as
27:17
a marketing way to get into your business and start making noise for you and
27:22
the numbers. It's funny because we think these numbers are important, and what's
27:26
really important is the actions and behaviors and people connected to those numbers that tend
27:33
to get overlooked. And the softwares that provide all these numbers have no clue
27:40
as to how the people worked to get that number going. They just say,
27:44
oh, your collections is eighty two percent or whatever the number is,
27:45
right, So you end up with this frustration that you're somehow missing this opportunity
27:52
in your business, that this number is telling you you need to go chase
27:56
right. So, from an accountability person, if you backed way up and
28:02
you started with yourself as the owner and said, Okay, I'm going to
28:07
define what's important in my business. I'm going to define what I want out
28:11
of this business, how I want to feel about it, where I want
28:14
to go, Like, you know, I want to travel the world every
28:15
quarter. Fine, let's let this business do that for you. Ye.
28:18
Right, that's what's important. And then you go down to the accountability level
28:22
and say how do we get there? Not how do we get there?
28:26
In a general Well, we just have to sell more cases, right,
28:30
or do more treatments. It's not that, it's like who on my team
28:33
is going to help us get there? And you start to have a heart
28:37
to heart with yourself in this individual Well, probably not with them in the
28:41
room at the moment, because some of them you probably have problems with.
28:44
Some of them you love. They certainly don't want to hear how you feel
28:47
about all of them together in a room. Yes, you know, if
28:49
you're comparing you like Janet's the best here and all you you know you don't
28:52
ever want to do that now because I've been in that meeting and it sucks.
29:00
I wasn't the guy doing it. I just was there and someone started
29:03
comparing people in front of it was just not right, but logically we have
29:08
but it's happened. So from an accountability angle, it comes down to these
29:14
individual actions that lead to this result. We want. It's kind of an
29:18
academic pain in the butt to stop and think through that, and then think
29:22
through is this individual the person that needs to move the ball forward in this
29:26
job? Right? And if the answer is yes, then fantastic, And
29:30
it doesn't have to be complicated. You can have a three point scale.
29:33
One is developing, like they in this item, like maybe it's answering phones.
29:38
Let's say she's a level one, right or he's a level one,
29:41
which means they're developing, they're learning how to do it. Then two is
29:45
adequate enough right, good enough, knows how to do it, and three
29:48
would be someone who could teach you. Right, Just three points something easy
29:53
like that, not all this Myers Briggs, colors and animals and all this
29:56
other stuff, and just assess your people on those things, values, attitudes,
30:02
behavior, skills, experiences, and then when you put them into those
30:06
roles at that point, then you're going to hedge that you have the right
30:07
person in the role. They're engaged in the role and then you say this
30:11
is how I'm going to hold you accountable for the work you do. And
30:15
so they're clearly understanding, Okay, this is how I'm measured. And then
30:18
you feedback to them every time you talk to them, Hey, you're doing
30:22
great your threes, twos, threes. You know. It's like measuring pockets,
30:26
right, You just sit there and every time you interact, you measure
30:27
the pockets and say, hey, there's there a problem here that or not,
30:30
there's not great, let's move on. Yeah, and the accountability piece
30:34
starts with the leaders and people hear that, but it's like, okay,
30:37
what do I do with accountability? And that is really understand what you want
30:40
to get out of your business, and then who are the people that do
30:42
the work and are they capable of taking you there? Yeah? I love
30:45
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30:52
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30:57
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31:03
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31:37
excellence. You broke that down really nicely, and it is and can be
31:42
tough, I think as a business owner because a lot of times that isn't
31:48
always. The strength that I'm seeing my doctors have is you know, they're
31:53
really good at the clinical component of it. They don't really like the touchy
31:56
feely component of here's the crazy part. Here's the crazy part. You diagnose
32:04
and offer treatment plans to people. It's the same thing with managing people.
32:09
You diagnose and then you offer them a treatment plan. It's the same thing.
32:15
You're right, though people get all weird about it. I'm like,
32:16
it's not weird. The weirdness comes when the employee doesn't want to do what
32:21
you're asking them to do Yes, that's uncomfortable. That's like a patient saying
32:25
I'm not going to take your professional recommendation and I'm going to do whatever,
32:29
and I'm going to blame you for my Just like, there's like that conflict
32:32
piece which you have to get good at as a business owner, right,
32:36
but it shouldn't be awkward, and it should like lean into that because dang
32:39
it, seventy percent of your income is put in those people's pockets. Yes,
32:44
one hundred percent of your income is generated by those people, you know,
32:49
So it's like you better be good at that. You know that,
32:51
you better be able to handle that, otherwise you're creating your own scenario.
32:54
So anyway, I kind of touched a nerve. No, I agree with
32:58
you, and you're your reaction is right on because it is a tough one.
33:04
And I think especially my young docs, you know, that's something you
33:07
have to learn and you just cannot shy away from it. And it always
33:10
amazes me when I come into practices and see doctors who have team members that
33:16
they need to deal with and they just don't. Instead, it's the team
33:21
member running the practice or the team member making the decisions, and the doctors
33:25
kind of cowering away from that uncomfortable situation which is really holding them back and
33:31
at times can be really detrimental to the growth and where the practice is going
33:37
and keeping the doctor from living the dreams that they wanted to live, you
33:40
know, because of the team members. And you know, that's a whole
33:45
hr component and we won't get into that too much on this show today.
33:47
I'll leave it there, but now let's do it. It's a four hour
33:51
podcast buck at Buckle Lot. But here's the thing. Here's the thing.
33:55
You know, in these conversations, it's really quick and easy to say,
33:59
we have to deal with the pro employee, right. That happens. That
34:01
happens. That's mostly because we're not good at recruiting the right people and we
34:05
don't do the right things managing them, so they end up end up being
34:07
a problem and it takes months and months and months to come of rectify that.
34:12
But here's another scenario that happens. Your business changes and the people inside
34:17
of it are not capable of moving with yes. Right, that is a
34:22
leadership challenge as well. And when I talk about the business changes, let's
34:25
say you want to partner with someone, you want to share some risk you
34:30
want to set up another location across town. Right. Then now you're like,
34:34
okay, wait a minute, can the people who are in those leadership
34:37
roles manage two locations? Right? And then you have to have this conversation
34:42
with them on Okay, here's where you're deficient. We need to improve.
34:45
And what's interesting is what I've seen is there are occasions where people that you
34:50
hire don't have the right leadership in their lives as growing up to really understand
34:55
that they need to take some self ownership and there's some time it needs to
35:00
be spent on their own schedule to develop themselves. Yes, and much like
35:07
doctors have to take ce, employees need to take ownership of their own careers
35:13
and go get this development. And I think that's where doctors can provide leadership
35:17
to employees and say, hey, look, you know, whether it's here
35:21
or anywhere else, did you know that this practice is a business. You're
35:24
working in a business school right now. You could learn everything that runs in
35:29
here. And it's like this massive missed opportunity, Like all these employees don't
35:34
have that perception that wait a minute, I'm working in a business school.
35:38
Yep, I could learn all of these things and maybe even go be a
35:42
business owner myself. And that door is shut, I think by the leadership
35:45
by not even having the ability to open the door to them and say,
35:49
hey, let's teach you how supply management works. How about accounting, how
35:52
about marketing? How about sales? What are these legal things? How about
35:55
compliance? Like if somebody would just pick up compliance, there's like nine areas
36:00
of compliance every practice needs. That's a guaranteed race. Yea guaranteed because this
36:05
doesn't fall onto the owner. The problem is is a ownership doesn't encourage that
36:09
or have that value system in the practice and be the employees sometimes don't perceive
36:13
that as an opportunity or even know it's a reality because of where they're coming
36:16
from. And so then it's like when you open that door to them.
36:20
I did this in Dallas at a hygiene CE thing I did and I told
36:23
them that, and their eyes all their eyes got like really big. And
36:28
afterwards one of them comes up to me and goes, hey, I want
36:30
to start my own business, And I go, well, just what do
36:31
I need to know? I go go back to your practice and say I
36:34
want to learn how this whole thing works. And then you can own your
36:37
own business because that's where you work right now. Yeah, that's great.
36:39
I think about you know, what you just said, and you're exactly right.
36:44
But most people don't see it that way. And I think even a
36:46
lot of times our doctors don't see it that way either. What was the
36:50
word you used, you know? I think sometimes we're in a tunnel,
36:52
We're in our own little tunnel, and we just can't can't see outside of
36:58
that. I show up, you know, as an employee, I do
37:00
my job, I check off the boxes of the things that I'm doing,
37:04
and they don't see. And sometimes our doctors don't open up the door to
37:09
the continuing ed that is and could be there if they wanted to, you
37:15
know, to step through it and go through it. So I love that.
37:17
So let's talk a little bit about I'm gonna ask about efficiency, but
37:22
in regard to technology and training, and I think this kind of goes right
37:28
into what we were just talking about. And I feel like now more than
37:32
ever, you know, I've been in this industry for thirty two years now,
37:37
and I can tell you the technology and the training just in general,
37:40
the two pieces of it are very, very different than when I first started
37:46
and to where we're at now, and just the accessibility to training mirrored with
37:57
technology is amazing to me. You know, when I got to this industry,
38:00
it was all about truly you were trained by a doctor and any information
38:06
you got was passed down through the doctor. So really a lot of what
38:09
we learned was as good as what the doctor knew. And now we're in
38:14
a totally different era. And I'm wondering if you can talk about that,
38:16
because I feel like that's one thing that I think you have done really well
38:21
with the company is mirroring and you know, bringing the training component in with
38:27
technology and making it easily consumable for an employee if they want to take on
38:34
that role and really move themselves to the next level. This is you.
38:38
You can't like if you stackedor Risks as a practice owner, you stacked or
38:43
Risks up right, and you said, what is the most imminent risk that
38:46
I could potentially face in my practice today? What is it? What is
38:50
it? Jill? You tell me, Oh, gosh, I think I'm
38:54
having some type of a situation where a doctor is going to get sued by
38:59
a patient. That's where I feel like, you know, risk to patient
39:01
and then losing their business to being sued. Yeah, that's that's up there.
39:07
I'd say in the top ten. Maybe you tell me what do you
39:12
think it is? Well, it's interesting to hear what people's thoughts are on
39:15
that because then you see where they air attentions are placed, right, I
39:19
mean you asked doctors the same thing, like what is you know? I
39:22
had a room of three hundred people, and I asked them all, do
39:24
you have enough time? Right? And they said no, I don't.
39:28
Most of them said I don't have enough time. And I said do you
39:30
get to do what you want to do in life? And most of them
39:32
said no, I don't. I said why, and the majority of them
39:36
the employees. We had it segmented by employees and owners. The employees said
39:40
financial reasons. I don't get to do what I want. Financial reasons.
39:44
So I pulled that and the results are coming in live over the screen as
39:46
they were answering, and so I could talk to them right there, and
39:50
I said, the imminent risk here is that your employees don't perceive that there's
39:55
a longevity in your business. And when there's lack of longevity or engagement,
40:01
then they're susceptible to going down the street for another dollar. Yeah, whenever
40:07
I say that, I always think about my grandpa. He always said,
40:08
hey, man, don't change working with one bunch of bunch of idiots to
40:13
go work with another bunch of idiots. You know, pay attention to who
40:16
you're working with. But it's like those sorts of complaints I hear, it's
40:21
like those are self inflicted. And I think the number one risk is talent,
40:23
Right, that's the issue. So how do we connect our people to
40:27
the work they do and we're not trying to keep them forever. I'm at
40:30
a lady who's worked at the same practice for fifty years, are like,
40:37
she was like fourteen, She's gone through three sets of doctors. I was
40:40
like, yeah, are you are you like killing them? Are you?
40:43
What's happening with your So No, she's like been through three sets And it's
40:47
like that doesn't happen but in our practices. And you experienced this as a
40:52
as a consumer in the retail industry, Right, there's people that work there
40:55
and they become effective in their jobs, and the technology that utilize should connect
41:00
the people with what is effectiveness in their practice as quickly as possible. And
41:06
you can't do that by word of mouth. You need to lean on a
41:07
technology to be able to pull that information closer to the employee quicker. So
41:12
that's a learning management practice which Dundesk does. But then you also have to
41:16
hold them accountable for the things they have to do, which are the tasking,
41:21
all the iterative things that have to happen. That's the tasking component done
41:23
disk right. But then the goal is is to keep them as long as
41:28
you can and keep them as effective as long as possible. With technology,
41:32
there's a meth to do that. But then what's cool is that you see
41:37
losing people not as a punitive event, but just as another thing to have
41:40
to go fix or do. So the pain of it is not there because
41:45
you're using technology to transfer all the knowledge of what it means to be successful
41:47
in the role. When the person leaves, you just plug another person in,
41:52
which is easier said than done, of course, but you get another
41:54
person and then you ui leverage technology to do the work of bringing them up
41:59
into your business again. And that discontinuity of people coming and going in the
42:04
practice is really where the risk happens, where the malpractice lawsuits come from,
42:08
where the phones don't get answered, where the patients don't get an unexpected accident
42:13
or something happens in their contract, they don't get It's just this discontinuity and
42:17
talent. So the innovation really is is to leverage a technology that can transfer
42:23
that knowledge to the employee, hold them accountable for some self learning, which
42:28
they have to. They should all be wanting to know how to be a
42:30
better employee. And then that gives you time to continue working with your patients,
42:35
but also gives you time to spend more quality time with your employees to
42:38
bring them into the fold with you as a leader, versus like, Okay,
42:44
we're going to spend an hour and a half learning OSHA. Like OSHA
42:46
hasn't changed since twenty thirteen. That shouldn't be a person to person training.
42:51
That should just be a twenty minute training class. It's the same stuff all
42:53
the time, right, but that time, if it's important to you,
42:59
the time needs to be on high quality things and only technology can do that
43:04
for you. You can't handhold someone one hundred percent for the first ninety days.
43:07
That's inefficient. So you see how these all connect up? Yeah?
43:12
Absolutely, and I cannot agree with you more In the sense that I'm always
43:15
trying to really convey to my doctors that we want to be making a path
43:21
to a career within our industry instead of just providing jobs. And you know,
43:25
I think when we just have jobs, employees are going to be job
43:31
hopping. They're going to be using us to get to the next you know,
43:35
whatever it is versus. If we are pouring into them with training and
43:39
pouring into them with making sure that they understand their importance within their role,
43:45
I think that leads to career opportunities. And the more they know, I
43:50
think, just like you docs, if you think about it, you know,
43:52
the more you know, the more invested you are within your career,
43:57
as you know, choosing to be an orthodoni as choosing to be a I
44:00
feel like that's the same way with our employees. The more they get invested
44:05
in to trust them with knowledge that is going to take them places, the
44:10
more invested they're going to be in your practice, and the less likely we're
44:14
going to see these job hopping employees. You know, right now, the
44:16
statistics kind of show us that we're lucky if we can keep an employee two
44:22
to three years. So if we have somebody that's been with us longer than
44:25
three years. You know, number one, docs, you're probably doing something
44:30
right. But if you are looking, especially if you're a new doctor looking
44:34
to do that, it's investing in this continuing egg component. It's investing in
44:37
their training. And I love what Dundesk does in the sense that it's not
44:43
just show up and watch the video. It's watched the video, and now
44:45
answer the questions and did you really get what that training was about? And
44:51
can you apply it? You know the thing you said the three years I'm
44:54
thinking to Dean McCalla cash here in San Antonio, she hired an employee.
44:58
When I first walked in on her on the front desk, eyes lit up
45:02
like she knew who I was. And I almost like, I don't even
45:05
know who you are, And that's just who she was, the employee,
45:08
right, And she was there for three years, and that's what triggered you
45:12
to think about her. And she left and she went to be a realtor
45:15
in Colorado and she's very successful in Colorado. But she got that business chops,
45:21
the customer chops right there at the front desk and the ortho practice,
45:24
yep, And it's like that three year timeframe. Is that accidental? Is
45:30
it unplanned? Is it unexpected? Is it understood? Or is it something
45:35
that you can influence? And I believe you can influence that. Now,
45:37
you can't keep people forever, You're just not it's just the nature of the
45:42
work, right, yep. But if you have systems in play to accommodate
45:45
the discontinuity, it makes the talent process easier. And that's what multilocation practices
45:52
eventually have to solve because they get big and then they realize, wow,
45:57
we're getting one star Yelp reviews across the board because our people are turnover.
46:00
They don't know what to do, But we also can't manage them closely because
46:02
they're so spread out. Right. Yeah, That's a key thing that I
46:07
think you can influence as a practice owner is like, Okay, turnover is
46:09
going to be expected, but do I have a system in play to addresses
46:13
that in my practice? Right? And that's why we built the software is
46:15
because like in a click, you can give them everything they need day one.
46:19
Yeah, right, I mean it's pretty awesome. So that that allows
46:22
you to go do other things, which time is important, right, Yeah,
46:27
freedom of time, that's it. Secure you know, I'm kind of
46:30
curious if you were to give my listeners a little exercise and help them,
46:36
I don't know, improve their efficiency and overall happiness. What would you suggest
46:39
they do? Okay? In my lecture on time management, I always ask,
46:44
and I'm pulling up the picture right now on my phone. I should
46:45
have it preloaded. I always ask, like, how many unread emails do
46:50
you have in your inbox? And this is behind this is fifty two five
46:53
and seventy one. This isn't mine, this is someone else that would be
46:57
mine. Yeah. Yeah, one lady in the lecture had three hundred and
47:01
seventy thousand unread box. Right. Wow, So here's my answer, right,
47:07
the one thing, little exercise help you improve efficiency and overall happiness.
47:12
Right. So, like email, it's just this constant stream, and by
47:15
now being a business owner, you're probably now on lists and lists and lists
47:20
and you're getting email. It's becoming inefficient, but it also is a primary
47:22
wave important people communicate with you because you've mixed in licensing and contracts and lease
47:29
agreements and all these other banking things and all that with this email. So
47:31
here's what I would do, and I've done this and it's crazy. Right,
47:35
I got my pen ready because I need help. Okay, you're probably
47:37
going to have to do this too. So the first thing is is you're
47:40
going to make a new email address and you're going to call it Focused and
47:45
then your first name at gmail dot com or focused and then whatever at gmail
47:50
dot com. Right, new Gmail, yep. Then you're going to log
47:52
into that and you're going to put an out of office message. If anybody
47:58
emails that, it's going to say that this mailbox will be viewed at eight
48:01
a m. Every weekday, So please don't expect an immediate response. If
48:06
you need to reach me urgently, you can text me, but you don't
48:09
give them your text number, your phone number. If they know you and
48:15
they have this email address and they know you, they will already have your
48:19
cell phone number. So what you've done is you've created a highly highly focused
48:24
email box that you now give your CPA, give your attorney. You give
48:30
only very important love people. You don't give it to talbots, you don't
48:34
give it to Chicken Express, you don't give it to anybody. That's great,
48:37
Oh that's great. And then on your other your old email, the
48:40
one with fifty seven thousand whatever, one thousand undread emails. You put an
48:45
out of office message on that one as well. The out of office message
48:49
says this email address will not be monitored as of today's date. If you
48:52
are a real person with an important and urgent matter, you can email me
48:57
at and you put that focused email address at gmail dot com. Right.
49:01
So if so many emails you like it is your attorney or the bank or
49:05
whatever, and it's not an automated message that just clogs you up, they're
49:07
going to go, oh no, he wait, okay, I need to
49:09
email this new person over here. Right. So what you do is you
49:15
don't connect the new email address to anything. You don't connect it to Facebook,
49:19
LinkedIn anything, get your old mailbox off of your phone, right,
49:25
and if you want put your new email address on your phone, I would
49:29
highly recommend not putting your new email address on your phone. Take email reviewing
49:35
a go to a computer and sit down activity versus it having being in your
49:39
pocket, because that way you can separate your mind from the work and your
49:45
personal life a little easier, right, and then watch what happens. Just
49:51
for thirty days, you're going to miss some email. It's not going to
49:54
be important guaranteed. Guaranteed is not going to be important. Real humans will
49:59
fill for themselves up to the focused one, right, but you won't be
50:02
put on a mailing list and you'll probably get six emails thirty hours. Oh
50:07
what a great tip. And I can tell you I'm going to definitely think
50:13
about implementing that. I can't commit to it yet, but I'm going to
50:16
think about it. Well, See, you're like me. So many of
50:22
my clients have my stuff. So many of my clients that they'll text me
50:27
when they versus going through the company line. They'll just come to me.
50:30
And it's different I think for us, Like my email used to be seventy
50:35
in the morning I have to go through. I spent most of my life
50:37
in the morning deleting things. Right then you become tired of deleting, so
50:43
it just becomes an archive and it becomes unusable. And so that way you're
50:46
not like, you know, having to check email every minute, and like
50:50
important things can come through. So that's just one of like fifteen things you
50:53
can do to like bring your time into focus on the most important things in
50:58
your life that drive your business, that allow you to achieve success and a
51:00
voice. That's great, what a great tip. I can definitely do that
51:05
for my personal email. That one I can commit to and I can clean
51:10
that one up for sure. So you know, I always love us getting
51:15
together and talking and you are just such a wealth of knowledge and I really
51:20
appreciate you being on the show. So if somebody has been listening and they're
51:22
like, oh my gosh, I've got to talk to Carrie. I want
51:25
to find out more about don desk, what's the best way that they can
51:28
do that. It's easy. Dondesk dot com or by email address Carrie at
51:32
dundesk dot com is the easiest way generally, and of course at the website
51:37
if you want to see there, we are. We're super responsive. The
51:40
last podcast I did, several doctors did call me and they were like,
51:44
we're surprised you gave us your cell phone numbers. So if you want to
51:49
hear my cell phone number, go listen to that other podcast and get to
51:52
the end of it. Not giving it because not because I don't want y'all
51:54
have it. It's just my people said, dude, we have a process
51:59
that we can make everybody gets communicated with properly, versus your cell phone number,
52:02
so do it through the email. I'm the same way. I appreciate
52:06
it when people text me, but it's so much easier on our systems when
52:10
it actually goes through the right process. And those processes are important. We've
52:14
worked hard to put them in place. So yes, Well, if you
52:16
remember from last time, I like to finish us up with a little speed
52:21
round. Are you ready for some speed round questions? Uh? Okay,
52:24
I didn't prepare for this, so go ahead. I've changed them up even
52:28
too. All right, Oh yeah, yeah, okay, that's why,
52:30
Okay, go ahead. If you could start any business right now, what
52:32
would it be done? To software business? That would be what's the best
52:37
investment you've ever made? Oh, best investment I've ever made is in Oh
52:44
it was in stopping what I was doing and self studying my insurance license.
52:50
And I started an insurance business and I recently sold it. And it was
52:53
like that all started because I just studied on my own. And that was
52:57
the best investment I made, was just stopping and reading something awesome. All
53:00
right. How do you handle work related stress? How do I handle it?
53:05
I'd address it immediately, you know, if I feel that there's a
53:07
stress coming because of this business. There's a reason. It's usually something I
53:12
didn't do, like I didn't I put off right, or something I need
53:15
to address now. And the only way to address stress is to jump on
53:19
it straight away and then make that a priority for the moment. Otherwise it's
53:22
just going to own you. Yes, oh, I cannot agree with you
53:24
more. And then, what's one trend in our industry that you're excited about.
53:30
I am really excited about the loss and failure of mail ordered dentistry.
53:39
I really appreciated that failure because the fact is is that mail order dentistry just
53:45
separates the core of what makes dentistry dentistry. It's like you can't outsource expertise
53:51
like that. There are some technologies though that I am excited about that allow
53:55
patients more access to care virtually versus going into practices. But I you know,
54:01
I think that's helpful, like connecting doctors better to patients. I think
54:06
that's an evolution of what's happened with this aligner company going out the door.
54:10
I think that's exciting. Those are the two primary things. It's just better
54:15
care for patients and easier ways of doing business for our doctors. Yeah.
54:19
Great. And then our final one, what's the most valuable piece of advice
54:22
you would give someone just getting started? Oh this is great, Oh gosh,
54:27
it's perfect. I got this advice from my wife's grandfather, who was
54:30
the president of the Texas Fruitcroers Association, and he said, the best thing
54:36
you can put into your garden is your shadow and that applies directly to this
54:42
business experience that we have and spend. Put your shadow in your business,
54:46
the business part of it, not the clinical part, and that will pay
54:51
off. The more you're invested in that activity, the more your people will
54:54
see you invested in that the more, and you're growing your people, right,
54:59
that's skill of the farmnology here. Spend your time like that, that's
55:02
where you need to be. Don't know more about baby Yoda than you do
55:06
about your employees. That's so true. Well, Carrie again, thank you
55:09
so much for being on Haydocks. This was great and I know everybody listening
55:14
was like, ah, that was worth my forty five minutes. So thank
55:16
you again for being on the show. You're welcome, Thanks for having me.
55:21
Bye. Are you ready to start a practice of your own? Need
55:25
a new, fresh set of eyes, or some advice on your existing practice.
55:30
If so, reach out to me, Jill Allen at www dot practice
55:35
results dot com. If you like what we're doing here on Haydocks and want
55:38
to hear more of this awesome content, be sure and give us a five
55:43
star rating on your preferred listening platform and subscribe to our show so you never
55:49
miss an episode. Remember, new episodes drop every Thursday. See you next
55:53
week, m