Latest / Hey Docs! / The Art of Leadership: Part One with Dino Watt

Transcript

The Art of Leadership: Part One with Dino Watt · Hey Docs!

0:06
Welcome to the Heydocks Podcast with your host Jill Allen. Today, I'm thrilled
0:11
to have Dina Watt back on the show. In this two part episode,
0:14
we will dive deep into some common challenges practices face and leadership, team building
0:20
and practice culture, and we're going to be getting Dino's top advice for transforming
0:25
your team members into leaders. Plus we'll discuss his unique doctor appreciation event blueprint
0:32
for boosting referrals. These are two episodes you won't want to miss, so
0:37
let's get started by now. We all know I talk to a lot of
0:44
doctors and give advice to practices in every stage of their life cycle. And
0:48
one question my docs ask all the time is who do you recommend for marketing
0:53
to attract more new patients from the internet. My answer easy. I have
0:58
been recommending Mary K. Mell and her team at Kaleidoscope for the better part
1:03
of a decade. Why they are thorough, professional and transparent. Kaleidoscope Digital
1:07
Marketing is who you want to talk to because they understand how to market in
1:11
the orthodonic world, and they offer tools that are affordable and easy to use.
1:17
I'm telling you, if you're looking to step up your digital presence.
1:19
Kaleidoscope should be your first call. Go to contact kl dot com to request
1:26
your free digital marketing consultation. That's contact KL dot com. Do you know.
1:34
I am so excited to have you on the show again. It's always
1:37
such a pleasure to have my friends on here, and also just somebody who's
1:42
got such an influence in our industry. I know that not only do I
1:46
love you, but everybody who comes in contact with you loves you. So
1:49
thanks for being on the show again. Well, I'm super thrilled to be
1:52
here. I know it's been a while, huh. We talk all the
1:53
time, but it feels like we have been for the podcast. I'm git
1:57
to be here. It's so fun. Hey, docs, So, in
2:01
the event that somebody out there has been under a rock and just has no
2:07
idea who you are, would you mind just giving some of our audience just
2:10
a little bit of history on you, who you are and what you do
2:15
in our industry. Well, the fastest way to find out a little bit
2:17
more about me is look up my nineteen eighty three Jcpenny catalog spread. I
2:23
know, really kind of modeling cre Now I did it? Don't look that
2:29
so I obviously we're called consultants. I do a lot of kind of name
2:36
changing and things like that. I call myself a team transformation specialist. My
2:39
goal is to make sure that teams and doctors are communicating at a higher level
2:45
and everybody is getting along, having a good time, and we avoid the
2:47
burnout, the overwhelm, and the frustration that can't happen in offices. And
2:52
so I spend the majority of my time talking about culture, talking about systems
2:57
and processes within communication and conversation. I'd love to play with marketing a little
3:02
bit and sig and think differently, Like I'm really big in the world of
3:07
the doctor appreciation events. I just released a blueprint about that on how to
3:10
do those appropriately. I just like to be as creative as I can inside
3:15
the businesses. And so if people are looking to build more temmunity, which
3:19
I always believe, if you take care of your team members, you're going
3:22
to bring in more income because they're going to be better there. It's like
3:24
the Disney and the Pixar effect, right yep. And so if you're looking
3:29
for more culture, more community, more connection, more communication, and to
3:32
avoid the burnout and frustration that comes all together as being a business owner.
3:37
That's where I come into play. Yeah, I love it. And you
3:39
know, one of the things since you know, we met, you know,
3:44
gosh, I don't even know how many years ago now it's been,
3:46
but you know that is one of the things that I have really appreciated about
3:51
you is you really came into our industry and continue to hold your own space
3:59
within our within our industry, and I just really appreciate your I'm going to
4:03
say more outside of the box look at things not like that. It's you
4:10
know, like something crazy, but I just think sometimes it's so easy within
4:15
our industry for us to kind of get in ruts even as consultants sometimes too.
4:18
You know, you kind of teach and you do the same thing over
4:21
and over again. And what I have loved so much is that even from
4:26
your speaking presence on stage, you know, it isn't you know. I
4:29
know that if we're going to it, you know, if I'm going to
4:31
go watch you speak, it is going to be entertaining and I'm going to
4:35
leave with a smile on my face. And I think anybody and everybody who's
4:40
had that opportunity to experience that with you would say so and so you know,
4:45
with that kind of in mind. As you know, I've kind of
4:47
watched you through the years, and I love it that you tackle I'm going
4:53
to say, not like our tried and true core positions per se, but
4:58
again kind of taking a different angle on those. And right now, I
5:01
know you're leaning a lot into leadership and team culture and kind of that component,
5:08
which I'm going to agree with you is so important, and I think
5:11
sometimes we just do not put enough focus on that, And so I'm wondering
5:15
if you can kind of speak a little bit to the importance of leadership.
5:21
But I think sometimes we'd think, oh, leadership means doctor needs to be
5:25
a better leader. But let's talk about that as leadership in a team and
5:30
maybe for some of our team members that are holding that leadership role, and
5:36
you know, some of the maybe the problems that you see and how you're
5:42
helping these people standing in that middle level management area within our practices, kind
5:48
of tackle some of this, because I personally just do not feel like we
5:53
have had really strong consulting or focus in this area. I'll say, within
6:00
our industry. No, I appreciate that, you know, when I first
6:04
got in the industry, One of the things is I'm not I never worked
6:08
in orthononic office before. I'm not an orthodonist. I was never a TC
6:13
or a front desk, none of that. I come from a business background,
6:16
and when I first got in the industry, I remember just kind of
6:20
seeing things going, well, why aren't we focused on this? And why
6:23
are worried about that? And everybody has their systems and processes, and I
6:28
also wanted to make sure that I stayed very firmly in the lane that I
6:32
knew I could do well in. Now, that didn't mean there was some
6:35
crossover right there. Definitely. I trained tcs on sales specifically, but not
6:40
on how to present a case, right, So there's different things there that
6:44
are nuanced. But I just wanted to make sure that I was using having
6:47
the highest and best use of my skill set, knowing that there's other people
6:53
who are really good at doing that thing in their skill set. So why
6:57
I don't mind cross pollinating sometimes like, hey, I'm good at this,
7:00
you're good at that, let's work this together. But I'm not going to
7:03
try to figure out a lane. I don't know. Now that being said,
7:06
over the last decade, I've learned a ton, and I've seen what
7:10
works and what doesn't work, and so I can speak to those things,
7:14
but ultimately that's not my area of genius. Where I did feel was a
7:19
lack, as you said, when we talked about things like leadership and even
7:24
culture, there was this kind of almost, well yeah, yeah, leadership,
7:29
like okay, everybody should be good leaders what's a good leader? Somebody
7:31
who's not a jerk to people? And like some generic ideas. I always
7:36
considered leadership is about what everyone should be thinking about in the office, not
7:42
just the person who owns the office. Yes, there is the person driving
7:46
the bus. They got to know where they're going, They got to know
7:48
what the end result is. I always talk about vision and focus on that
7:51
for sure, But all those other people on the bus, their job is
7:56
to look out for possible things that could be a challenge. They're not just
8:00
they're getting a free ride or hopefully not. And I love the book Move
8:03
Your Bus right, It makes total sense. Who are the people that are
8:07
just sitting back in the writers? We need to be careful of those.
8:09
So I have a phrase that I use a lot when it comes to leadership,
8:11
which is leadership in embryo. That every single person in the team is
8:16
a leader in embryo, meaning they're not always going to become management, they're
8:20
not always going to become owners of a business. But if you as a
8:24
team member, look at your job is how can I be the leader of
8:30
my chair or my front office area or my supply room. If I was
8:35
the leader, what would I want to have happened here? Is it going
8:39
to happen every time? No? But your job is to be able to
8:41
say, hey, have you ever considered this? I see this could make
8:46
this faster, better, stronger for us, And that way we avoid that
8:50
we're just doing things that everyone tells us to do and checking off the list.
8:54
And what I found was there was a sense of oh, yeah,
8:58
it's nice to talk about the soft skilled leadership communication culture, but really it's
9:05
proficiency. It's making sure that we have great cases at the end. And
9:09
really it's the hard skills. It's knowing how we have less ers and brackets
9:13
broken or and that's true, but can they both be true? And so
9:16
I come in saying pretty much around the idea that when you only focus on
9:22
hard skills, the soft skills never get better. However, when you start
9:26
to focus on soft skills, the hard skills always get better, and I
9:31
consider it. I use a joke and a lot of my speeches that it's
9:33
kind of like trying to outwork out a bad diet. I don't know about
9:37
you, Jill, but there are definitely been times in my life where I've
9:39
gone, I've worked my butt off all week long. All week long,
9:43
I went to the gym, I slid it, I did everything my trainer
9:46
told me to do. I hurt at the end of the and so what
9:48
do I do. I reward myself with all the stuff. I didn't need
9:54
a sprink rice. It's an amazing right now. Yeah, listen, I
9:58
was good all week. I'm going to go eat what I want this weekend,
10:01
right and then suddenly I'm not losing the weight and I'm not having the
10:05
results I want because I'm trying to outwork out a bad diet, not realizing
10:09
it starts with diet first. So to me, diet first means soft skills.
10:13
If you don't know how to communicate, how are you going to get
10:16
that person to fully understand what you need them to do. If you're a
10:20
bad communicator, if you don't receive communication, well, how are you going
10:24
to be able to execute your job as well as you should. So that's
10:28
kind of been the focus for me. And as you mentioned, I think
10:33
sometimes we forget how the middle management and no, I really love that word,
10:37
but the people who are in charge of helping me as a business owner
10:43
get to the next level. Everyone's responsible for that, but the people who
10:48
are in charge of kind of holding my feet to the fire, making sure
10:52
that I'm when I'm stressed, I'm not talking to the team in a certain
10:54
way that I still can be positive when we had a rough patient or a
10:58
rough day. And so when you talk about the leads in the office,
11:03
maybe a clinical lead or an admin lead, or just a practice manager in
11:07
general, the support they need is really lacking in our industry, and it's
11:11
unfortunate because that's a real great area of place to be as a team member.
11:16
Right, they don't get any financial socioeconomic benefit of being Yes, they
11:22
usually get paid a little more, but when it comes to the success of
11:26
the office, they're not reaping that reward as much as the doctor and the
11:28
owner is. And yet they also can't be the same as everybody else in
11:33
the team because they've got to be the people who discipline. They got people
11:37
who who hand down the challenges let somebody go, that's that rule. So
11:41
it's really an interesting place to be and I think we need to support them
11:45
more. Yeah, and that's again I love the way your brain works and
11:50
the way you look at our industry and picking that out, because you're so
11:52
right in the sense that I think this has just been a great area that
11:58
just hasn't really and touched much. And you know, I think you could
12:01
say some of it has to do with I think there's always been two fences
12:05
on do we have you know, and I don't love middle management either.
12:09
I just don't know what we call it in our industry director level, I
12:11
don't know, but I just feel like we just it's kind of been one
12:16
of those, eh, you know, we either have it or we don't,
12:18
and we aren't going to spend a lot of time there because it doesn't
12:20
really help our industry or help the practice, you know, it doesn't push
12:24
our goals to invest in that area. But then on the same thought process,
12:28
I think there are a lot of practices that don't see the value our
12:35
doctors that don't see the value investing in their team members and so therefore,
12:39
you know, it just kind of follows suit in my opinion. But what
12:41
I'm wondering is, do you have maybe some advice for practices? You know,
12:48
they're listening and you know, as all the things that you're just saying,
12:50
you know, as far as well, how do we you know,
12:54
Okay, that totally makes sense. You're right, I'm not doing this.
12:56
You know, how do they transfer that train of thought into transforming their leadership
13:03
teams, you know, and saying I think they're onto something here, Well,
13:07
it's got to be at first, it's got to be a mindset shift
13:09
in the leadership itself, right, because you're dealing with for the most part,
13:15
I'm going to say eighty to ninety percent our industry, these high performing
13:20
individuals who how they figured stuff out through school was they just figured it out.
13:26
They put their notes in the grindstone, they studied harder, they got
13:30
mentors, they spend extra time in school and classes. They don't become worth
13:33
and honest because they just like skip through school and didn't really care all that
13:39
much. But understand that also comes with an idea of like, well,
13:41
if I'm doing that, well, why do I have to teach people?
13:43
To do that. This to just be natural, this is what they should
13:46
do. And instead of realizing you're weird, like you're WEIRDO, like,
13:52
that's not normal. I remember years ago I had a doctor, a dentist
13:58
called me and she was just complaining about our team and finally got to her
14:01
final statement, which was, why don't they just think like I do?
14:07
And I said, if they did, they would have gone to dental school.
14:11
So you have to first recognize you're odd in a good way. And
14:16
when I say you're weird, I want you to know that that's cool.
14:20
I like weird, I'm weird. I jilled weird. You don't become a
14:22
consultant if you aren't weird. You'd be happy to be getting your paycheck every
14:26
single week. Right, So you're weird, that's okay. Now you have
14:31
to recognize that there's no way you're going to hire ten, twelve, twenty
14:37
fifty people who think like you, and so getting frustrated about that makes no
14:41
sense finding solutions for that does. This comes into your next as we will
14:46
call it for our purposes here, middle management, orupper management. Those are
14:50
the next level people who aren't quite you, but are kind of like you.
14:54
If they had maybe the opportunities in their life, if they would have
14:58
had somebody encouraging them to life, they probably could have done that. They
15:01
probably would have gone to school in that way. And so you have to
15:03
find somebody who, as I say, takes complete ownership of your business while
15:09
knowing they have no ownership of your business. That's a hard person to find,
15:13
but when you find them, it's special. Now you have that person,
15:18
you got to find people in your office who then you can encourage and
15:24
love into the fact of knowing that what they're getting to do is literally changing
15:28
the mind of people. The fastest way to do this is to find people
15:31
who love your mission and your vision. Hint, hint. If you don't
15:37
have those solidified, it's hard to get people on board, right sure is
15:41
sure? You know this with startups, right like, if you have people
15:45
who don't have a clear mission and making people smile better is not a mission,
15:48
by the way, it's a it's a xerox copy of what everybody else
15:52
is saying. Yep, but to have let's get on board, this is
15:56
what we're to do. We're going to change all the lives in our area
16:00
here that we can every person that comes to their office is going to be
16:03
touched in a manner that makes them think, Man, what was different about
16:06
going to that orthodontist today as opposed to all the other offices I went to
16:11
and find people who are on board of that. If you look at this
16:15
is the silly thing about all this conversation is it's not a secret. Like
16:19
you look at the offices that are being successful. What are they doing that
16:22
makes the difference. What are the leaderships doing that make a difference. They're
16:26
investing in leadership, They're investing in culture, They're investing in soft skills,
16:30
They're investing in having our team members feel like we want them to want more
16:34
in their personal lives. I'll end with this on this piece of this because
16:38
I just think it's so obvious and I don't know why more people don't think
16:41
about it. When I got in this industry, I remember looking at all
16:45
these team members and thinking, well, isn't the fastest path to what a
16:49
leader wants is to help them get more of what they want in their life,
16:55
as opposed to just making them feel like, Hey, I give you
16:57
a paycheck, you should be happy to get your paycheck into your job.
17:02
If I was if I own a practice, I would spend so much more
17:06
time focused on Hey, Joe, what are your goals this year? Like
17:10
what do you want to do? I know that you and your husband we're
17:11
talking about you'd love to get out of your little one bedroom apartment and you're
17:15
planning on having a family. Like what's your next goal? And let's put
17:18
that on a board somewhere. And I want to know that so that I
17:22
let you know I know that, and I might not be able to have
17:25
a direct effect, but I can have some sort of effect. Remember I
17:29
did exercise once with a team and always brings me back to this because it's
17:32
so touching. Is I do an exercise about vision boards for the team,
17:36
so everybody has their vision in the office so we all know what it is
17:40
in the lunch room, and so we were going around it was a smaller
17:41
office at about ten people, and this person's like, oh, I want
17:45
to BMW this year, and this person I want to get an apartment this
17:48
year, and this persaid I would love to buy a house. And one
17:52
lady, it's probably in her late twenties, she goes, I want to
17:56
wash her, and we always kind of stopped and she's like, yeah,
17:59
that's my vision for the is to be able to save enough money to get
18:02
a washer. And we were like, like, just like a washer,
18:04
like to wash her clothes, and she goes, yeah, I can dry
18:07
I don't need a dryer because that's going to be more money. I can
18:08
dry my clothes outside. They lived in Arizona. Like she's like, no
18:11
problem, right, I say a washer, And everybody's kind of first of
18:15
all gulped to think about, like geez, we didn't even know that about
18:18
her, that she doesn't have a wash. Us go to laundrymat every week
18:21
to wash her clothes. And she told a story about how one night she
18:26
there was something that was spilled on one of her scrubs and that was what
18:30
they're going to use the next day, So she had to do her clothes
18:32
at midnight in a laundry room, you know, in a laundromat. Within
18:37
two weeks, one of the other girls had a sister who was moving and
18:42
didn't want to take her washer and dryer with her and was like, Hey,
18:45
does anybody have a new washer and dryer? I'll just give it to
18:48
you. She was able to give us this girl washing driver, so My
18:52
point is this is that when we know what our team members want and we
18:56
can be aware of it, that creates a connection to make them want to
19:00
work harder for us, make us be more dedicated to us, make us
19:03
raving fans. Yeah, that's the type of stuff I'm talking about that they
19:07
don't teach you that in school. No, no, no, that's you
19:11
know, and gosh, you know, I again, I love listening to
19:14
your stories because you know, it's so much more in tune. I think
19:18
with the employees and again kind of that whole culture. And I think as
19:23
leaders, whether you're the doctor or you are on you know, more of
19:27
that middle management director level, I think sometimes we just get so caught up
19:33
in doing the work that we forget about the emotional connection that comes along.
19:41
And I get it. I think you and I would both agree. There
19:45
are also extremes to the other to the other way where you have people that
19:52
are in that role and they are so connected that it then becomes a hindrance
19:57
within that role too. So you know, it's kind of finding that balance
20:02
and so, you know, and kind of thinking about that, I'm wondering
20:06
if you might be able to kind of speak to what actually helps build good
20:11
leaders. You know, somebody's listening and they're like, man, I just
20:15
got this role, and I don't know that I've got the skills, or
20:18
I don't know you know, or a doc saying I want to put somebody
20:22
in place, but I'm not exactly sure how to identify that and then build
20:27
them up. I know you're going to give us some good advice here.
20:36
Hey, docs, let's talk about smile Sweet because it's not just another scheduling
20:41
system. It's a game changer in the world of new patient management, and
20:45
as a proud smile Suite partner, I've witnessed the incredible impact it has on
20:48
practices of all sizes. Smile Sweet means your new patient calls and web leads
20:55
are expertly handled seven days a week, even during nights and weekends, and
21:00
offer top notch customizable presentation software and seamless post consultation follow up. It's like
21:06
having a secret weapon for your practice's success. Curious dive into the revolution at
21:11
getsmilesuite dot com and don't forget to mention heydos to unlock some extra goodies.
21:18
Elevate your practice with smile Sweet, because every smile deserves a suite of excellence.
21:30
Hey, docs, let's talk about consumer experience for a minute. Specifically,
21:33
the kind of experience where you purchase an item or a service that you've
21:37
been excited about only to be let down or disappointed by the actual product or
21:42
experience. Not a good way to start a relationship. That's why relationships are
21:48
so highly valued at GC Orthodonics because they are truly dedicated to the orthodonics specialty.
21:55
GC ORTHODONICX is a leading provider of tomy orthodonic appliances, quality products that
22:00
have serviced the orthodonic community for well over fifty years. They are focused on
22:06
providing total solutions that include both digital and analog orthodonic treatment modalities like brackets and
22:14
direct bonding and clear aligners. It's time to build a long term relationship with
22:18
a company that is dedicated to delivering total solutions to your practice. Visit GC
22:23
Orthodonics at www dot Gcamerica dot com, forward slash Jill Allen and see why
22:33
countless leading clinics have made the switch. There's two things there, right,
22:37
So, as I'm a doctor, if I need to recognize and I need
22:41
some leadership stuff. Nothing ever comes without mentorship. I think it's the silliest
22:45
thing in the world. It's not going to come from you working harder,
22:48
I'll tell you that, so true. It probably won't come from you buying
22:51
more books because the amount of time you have to read more books is probably
22:55
pretty small and most people seventy five percent of all books that ever get just
23:00
never get read. So that's not where it's going to come from. It's
23:03
always going to come from mentorship. It's always going to come from reaching out
23:07
and saying, hey, how do I do that? And actually, let
23:08
me back up. You got to admit first that you don't know, which
23:11
is really hard to Oh gosh, that's so true. So true. Man,
23:15
I don't know how to communicate with people. Not how can I find
23:18
more people who want to think like me? Right? No, no,
23:21
no, I don't know how to communicate with people. I don't know how
23:22
to tell people what my vision is. I don't know how to I can't
23:25
tell you how many doctors when I talk about vision and just like, yeah,
23:27
I know, I've been working on forever. I don't know how to
23:29
talk about it. I don't know. I'm not sure like what it's like.
23:32
Okay, Well, first find out how to figure out your vision and
23:36
your mission and what are you doing this for. Be very crystal clear on
23:40
that. The confused mind says no, So you got to think about that.
23:42
Confused that that's good. So if you are confusing people about what you're
23:48
doing besides what everybody else is doing, then it's going to be hard for
23:52
everybody. You gotta be clear. So first got to be willing to admit
23:56
it. So you got to be clear. And then third is getting those
23:59
men tours and people out there. And there's plenty of people. I mean.
24:03
The sad part is is only twenty percent of any industry actually ask for
24:07
help, goes to seminars, goes to outside your industry, even like forget
24:11
that. Even more like, if if its industry stuff, that's only twenty
24:15
percent outside your industry learning from other specialties, other professionals about it, that's
24:19
even less. So get winstorship and then be willing to go on a journey.
24:26
It's not going to be overnight. It's not going to be something that
24:30
you're going to be able to just go, Okay, I went to that
24:33
one class and I did that one thing, and therefore to work. Now
24:36
that we're talking about what to do. Don't do this. This drives me
24:40
as don't go to a course, hire a consultant, read a book for
24:45
the sake of saying you did it. So true, so true, because
24:49
no one cares if you did it, if you went to the course.
24:52
They care if you're in action with it. Yeah, are you doing the
24:56
work? Are you doing the work like you? I mean this deal.
25:00
How many people have you had before? I'd be like, I've tried everything.
25:03
No, you haven't. You're lying yet. You haven't tried everything.
25:04
It's impossible to try everything. Yep. So the question is what's the next
25:10
thing? And by the way, the first thing, second thing, third
25:12
thing. That might not be the thing, but as business owners you're in
25:15
it for the long haul. Here's something that I don't think enough people are
25:19
willing to do. And I'm going to challenge people to do this, and
25:22
it's gonna take you to be super vulnerable. But when you don't know something
25:26
like how to communicate effectively with your team or how to help them feel a
25:30
certain way, to be willing to say I don't know how to do that,
25:36
yep, eight team members, I don't know how to do that.
25:38
But I'm willing to learn, and my job as your boss is to be
25:44
willing to learn. So I'm on a mission to do that. Please give
25:47
me some grace, Please let me know, let you know that I don't
25:51
know how to do that, and it's so hard to do that. I
25:52
get it. I know I have doctors listening right now, being like,
25:53
oh, I'm not going to tell my team I don't know anything. It's
25:56
not about knowing nothing. It's about this one thing. You will be shocked
26:00
at the amount of people who are like, you know it. That's fair.
26:03
I appreciate that. Yeah, And I think it's grace right. You
26:07
know. I think what those team members I think ultimately end up doing is
26:11
giving you a little bit of grace to be able to say, you know,
26:15
I don't know it, and I can say you know, as a
26:18
business owner, you and I both could say this. How many times do
26:22
you know as we have gone through in our lives and our careers as entrepreneurs,
26:26
and we've come up against something that we didn't know how to do.
26:30
And I know, even for myself and I think we've even talked about this
26:33
at times, it can be so lonely when you're at the top top of
26:37
your business, and it's so vulnerable sometimes to be able to, you know,
26:45
speak to your peers, speak to even just recognizing that I don't know
26:52
it and I don't have enough time to figure it out, and I do
26:55
need to tell somebody. But so freeing once you finally are able to say
27:00
I don't know it, I don't know this, and I'm going to trust
27:03
somebody else through this process to help me learn it, even your spouse.
27:08
Even admitting that to your spouse is hard because the last thing you want to
27:14
do is put another burden on them. And I know so many doctors go
27:17
home and if their spouse isn't in the office with them, they unload on
27:21
them and talk to them about all this stuff, and the spouse is like,
27:22
okay, I'll be your sounding board. But to admit to me like
27:26
I don't know how to help them, I don't know how to do this.
27:29
That's hard to do because you don't want them to think that, you
27:30
know, you're I'm going to be so stereotypical right now, I just trigger
27:36
warning to everybody. I think for men sometimes it's a lot harder to do
27:40
that to their wives, to be able to say I don't know what to
27:42
do. I have no idea because we're supposed to know. I will say
27:48
on that topic what I found, and I don't know if you would agree
27:52
with this, but what I found is I definitely think female doctors, female
27:57
owners when it comes to communication, when it comes to culture, when it
28:03
comes to that whole vibe inside the office, have it way harder because for
28:07
whatever reason, these doctor men, they tend to get away with a lot
28:12
of harsher feedback, criticism a lot more than the female doctors do, and
28:19
then being accepted versus well, it's like, well that doctors is cranky today,
28:25
whereas with it it's a female doctor, it's a totally different vibe and
28:27
feeling like they you're supposed to be my friend, just be my girlfriend,
28:30
and it's so it's for a male I'll tell you this, that decade has
28:36
been way eye opening because we're seeing a lot more female doctors only practice and
28:40
I've just been like, man, that is not okay, Like your team
28:42
members can't talk to you like that just because you're a female. Yep,
28:47
And it's very interesting. I'll know, have you found that. I totally
28:49
see it, and I have lots of discussions. I've got a fair amount
28:53
of female startup docs, and that is exactly it. It is just in
28:59
general a different It's almost like they aren't on the same playing field, even
29:03
though they've got the you know, in the employee's eyes a lot of times,
29:07
and I feel like, especially with their startups, we really have to
29:11
even be more intentional with how we're setting things up and not letting the doctors
29:18
fall into that. I don't even know what the right word is, but
29:22
that you know that that trap, I guess, well, the role that
29:26
role of art. I can't be the doctor I want to be or the
29:30
leader I want to be because I don't want to be looked at this way
29:33
or that way. And man, I just and that's also a concern,
29:38
right because then unfortunately, it might make you feel like you can't ask for
29:44
help because then you're going to look weak or you're going to look like you
29:47
don't know what you're doing. And that's just not necessary and it's not something
29:52
that I would encourage at all. Just geez, the more you let people
29:55
know, yeah, I'm not sure about this. You want to have the
29:56
confidence of a leader, but I think confidentlyleaders surround themselves really smart people.
30:03
Confident leaders know they don't know at all, but they've got some really smart
30:07
team members and they have special and specific demands and visions and core values.
30:15
And but yeah, that's definitely an issue I'm seeing there when it comes to
30:18
how to id people too. To answer your question, you know, it's
30:22
a game. It is a game, and it's a game that you got
30:27
to be willing to say, Okay, who are my team members that it
30:32
just seems like every time I say we're going to do this community event or
30:37
we're going to put together this event, they're the ones who are always raising
30:40
their hand and saying, hey, I got you, I got you,
30:42
And even if they don't know how to do it, they're willing to put
30:45
themselves out there. I'm dealing with a doc right now who has a really
30:49
great team and about a year ago ended up having to let go of the
30:53
practice manager who was pretty toxic. And unfortunately the doctor had given a lot
31:00
of the responsibility to this other person. And you know, there's a difference
31:04
between delegation and relegation, and there's a little bit too much relegation going on
31:08
and got to the point where it's like like she was scared to go into
31:12
work because of how the office manager was going to treat her that day,
31:17
and you know that's not good. No, And the office manager had so
31:19
much control over things like finances and things like that. So letting the person
31:23
go was a great and avoid the pressure from the rest of the team of
31:27
like thank you, thank you. Now she's in this position of having to
31:32
find a new person it's been about a year, and then dealing with it,
31:34
trying to figure it out, and this other there's another team member who's
31:40
really one of those people who's just like, what do you need. I'm
31:42
here to help you. I got you. I don't know what I'm doing,
31:45
I don't know how to do that, but I will figure it out.
31:48
And now she kind of had that conversation about are you willing are you
31:52
looking to step up to maybe the practice manager? Now it means she's gonna
31:56
have to fill in her role too. But the brilliant thing that I really
32:00
was so happy to hear this team member says. Team member said, I
32:04
am so grateful you're asking me. I think that's great, but I'm not
32:07
sure if I have the bandwidth or understanding of what's going to take to do
32:12
that. So I just need some real clarity on what that looks like.
32:15
And I got to think about it. Wow, talk about non ego trip
32:20
right, talk about a person who is humble not to say I am grateful
32:23
for this, and I'm willing to if you really need me, so I
32:27
am. I just need to know exactly what that's going to look like.
32:30
And so we created this plan, and the plan was, instead of bringing
32:35
her completely out of this position, now why don't we do like a twenty
32:38
percent thirty percent? We can't gradually move it over. And when it gets
32:43
to the point if it does where it's like, hey, that's too much,
32:45
I can't do that, then we can look at, okay, now
32:47
exactly what do we need to hire and this person can go back to what
32:51
they're doing and not feel like they were slighted because they never got that position
32:54
or whatever everyone's recognizing, and that this person's type person who will recognize,
33:00
yeah, I don't want to take that time with my family or have that
33:01
must responsibility and pull back cool, no hard feelings. But now we know
33:06
what we can do. It's just finding somebody like that, and it's I'm
33:09
going to say something that's probably gonna tack a lot of people off. But
33:13
that's okay, let's do it. Let's hear it. I believe the majority
33:16
of your employment issues have nothing more to do with anything other than your hiring
33:24
process. I'm going to agree with that. I don't know where we got
33:30
in this industry, and I'm sure it's many industries, but definitely it's like,
33:34
oh, we're going to interview them on the phone, We're going to
33:37
bring them in for a working interview, and then we're going to offer them
33:38
a position. I mean, how many people do you marry after three dates?
33:43
Two dates? That to me, it makes no sense. Dave Ramsey
33:46
has a rule it's minimum of twelve interviews before he hires anybody for the job.
33:52
And he says this I think is sober, and he says the reason
33:54
why he does that is because the more you let people talk, the more
33:59
they'll tell you who they are. And I get it. I know,
34:04
we don't have time for twelve. We have to get people in there.
34:06
We got to get a warm body in there. Whatever it is good enough
34:09
for now. But when you really look at it as a business owner,
34:13
the amount of money that you waste on a bad hire, Oh, yes,
34:16
is insane. Yeah, what did they say? It's like twenty twenty
34:21
thousand and thirty thousand for each when you have to totally retrain somebody something like
34:25
that. Yeah, it's around twenty thousand. I've seen estimates and depending on
34:29
the industry, as up to three times the yearly salary is how much if
34:35
you hire a bad hire. This is why companies like Zappos do such a
34:37
great job of Hey, we will pay you to leave if this doesn't work
34:43
out and within the first training period. And that's another part of it is
34:46
then we bring them in and what do we do. This doesn't make any
34:49
sense to me. We bring somebody in, we have to train them.
34:52
Let's just say they're a blank slate. We got to train them in the
34:54
front office. So what are we gonna do. We're gonna take the person
34:57
who does the best in the front office or our practice manager and have them
35:01
take time to train this person. So now this person who is good at
35:07
what they do that we pay twenty five dollars an hour, Their predictivity drops
35:12
down to minimum half because now they got to babysit this person. Instead of
35:16
having processes and systems in place to give them the ability to do this on
35:21
their own and then bring them in to have Okay, I have questions.
35:27
Oh okay, I saw this thing, I did this test on this thing.
35:30
I know I'm going off on another front, but it just like hiring
35:32
process to me, I can always trace it back to hiring processes. Yeah,
35:37
oh you married this person after three interviews? Well, no reason you
35:39
didn't find out that they have this major issue in their life. Yeah.
35:46
Are you ready to start a practice of your own? Need a new fresh
35:50
set of eyes or some advice on your existing practice? If so, reach
35:54
out to me Jill Allen at www dot practice results dot. If you like
36:00
what we're doing here on Haydocks and want to hear more of this awesome content,
36:05
be sure and give us a five star rating on your preferred listening platform
36:08
and subscribe to our show so you never miss an episode. Remember, new
36:14
episodes drop every Thursday. See you next week.