Latest / Hey Docs! / Building Careers, Not Just Jobs, In Your Orthodontic Practice

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Building Careers, Not Just Jobs, In Your Orthodontic Practice · Hey Docs!

0:05
Speaker 1: Welcome to the Hayducks Podcast with your host Jill Allen.
0:09
Speaker 1: Today We're going to do something a little different, and
0:11
Speaker 1: I'm going to dive into something every orthodonist and office
0:15
Speaker 1: manager might think about but rarely discuss out loud. Are
0:19
Speaker 1: we building careers for our teams or just providing jobs.
0:23
Speaker 1: After spending years helping doctors build and improve their practices,
0:28
Speaker 1: I've seen firsthand what team members really want from their positions,
0:33
Speaker 1: and it might surprise you how often it has nothing to.
0:36
Speaker 2: Do with the paycheck.
0:37
Speaker 1: In this episode, I'm going to break down the tips
0:40
Speaker 1: that can help practices set a real path forward for
0:44
Speaker 1: teams and team members so that they're not just checking in,
0:48
Speaker 1: but building something that lasts a career in orthodonics.
0:52
Speaker 2: So let's jump in and now.
0:55
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2:32
Speaker 3: I'm super excited to be speaking and this topic that
2:35
Speaker 3: I'm talking on is something that I think every doctor
2:39
Speaker 3: office manager. This is a topic that's really on our
2:42
Speaker 3: minds and how are we building careers and not just
2:46
Speaker 3: jobs in our orthodonic practices. We're going to be working
2:49
Speaker 3: through seven ideas that I have that's going to help
2:53
Speaker 3: you as doctors and office managers really determine how you
2:58
Speaker 3: can set the path forward for building a career in
3:02
Speaker 3: your practices for your team members. And we can get
3:05
Speaker 3: away from just providing jobs in which we've got team
3:08
Speaker 3: members that are kind of hopping from job to job.
3:12
Speaker 3: So when we think about this, I really like to
3:15
Speaker 3: have docs think about an office managers think about what
3:19
Speaker 3: do you think your team really wants out of a
3:24
Speaker 3: position at your practice. And I think a lot of times,
3:28
Speaker 3: as orthodontists or office managers or team leads, we assume
3:34
Speaker 3: that our teams view their roles as a career like
3:39
Speaker 3: we did as an owner of a business or as
3:42
Speaker 3: a doctor in your practice. A lot of times, you know,
3:44
Speaker 3: you think about you went to school to become an orthodonist,
3:48
Speaker 3: or you got into this because this was your career.
3:52
Speaker 3: But a lot of times, when we are surrounding ourselves
3:55
Speaker 3: with our teams, they don't necessarily know, especially team members
4:01
Speaker 3: that are entering in early into their job life, that
4:06
Speaker 3: there can be actual careers in the orthodonic field outside
4:10
Speaker 3: of being an orthodonist. So it's interesting over the last
4:15
Speaker 3: twenty years running my own business and being in the
4:18
Speaker 3: orthodonic field for over thirty now. When we sit down
4:22
Speaker 3: with team members across the country, I hear lots of
4:25
Speaker 3: different things from team members about what they want out
4:28
Speaker 3: of the position that they're holding. Many employees feel like
4:33
Speaker 3: they're doing a job but not necessarily building a future.
4:38
Speaker 3: And I really feel like when somebody feels like they're
4:41
Speaker 3: just doing a job, they're going to behave a little
4:44
Speaker 3: bit differently. They're going to disengage a bit sooner and
4:48
Speaker 3: they're going to maybe look elsewhere faster because they're just
4:52
Speaker 3: not kept captive with what they're doing. And a lot
4:56
Speaker 3: of times what ends up happening is they invest a
4:58
Speaker 3: lot less in our pre practices emotionally. So what we
5:03
Speaker 3: want is we want to find team members that are
5:09
Speaker 3: looking to get into a career path. And so that's
5:12
Speaker 3: what I'm hoping that we can kind of bring along tonight.
5:15
Speaker 3: So I want you to just kind of think about
5:17
Speaker 3: this for a minute. I asked this question at the
5:20
Speaker 3: AO when I spoke this year. I asked everybody in
5:23
Speaker 3: the room, Hey, quick show of hands, how many of
5:25
Speaker 3: you have had an employee leave in the last three years.
5:29
Speaker 3: It was pretty amazing to look out in this packed
5:33
Speaker 3: room of doctors and office managers and team members, and
5:38
Speaker 3: almost every person in that room had their hand go up.
5:43
Speaker 3: And I think if you were to just reflect for
5:45
Speaker 3: a minute, anybody who's listening, and you were to ask
5:47
Speaker 3: this question of yourself, have I had an employee leave
5:51
Speaker 3: in the last three years. I'm going to bet more
5:55
Speaker 3: than likely you have. And the sad part is when
5:58
Speaker 3: we were at the AO or you know, everyone's kind
6:00
Speaker 3: of looking around, it's not you. And I want you
6:04
Speaker 3: to hear that, doctors or office managers, it's not just you,
6:08
Speaker 3: and it's not just your practices that are having problems
6:11
Speaker 3: retaining team members. It's everybody in our industry. And I
6:17
Speaker 3: like to take it just a step further and say,
6:19
Speaker 3: it's really everybody, even within our dental profession. So many
6:24
Speaker 3: times when we're out gifting or doing different things, you know,
6:27
Speaker 3: what you realize and what you see on so many
6:29
Speaker 3: threads is everybody is really struggling to keep employees long term.
6:35
Speaker 3: You know, it's kind of interesting when I look back
6:37
Speaker 3: over my years in the orthodonic field and think about
6:41
Speaker 3: when I was first getting started in orthodonics. Definitely employees
6:46
Speaker 3: were staying to the end. You know, they were starting
6:49
Speaker 3: with the doctor and ending their career with the doctor,
6:52
Speaker 3: and that is just not the case anymore. What I
6:54
Speaker 3: see in orthodonic practices now is we're lucky if we
6:57
Speaker 3: get three years out of most of our employees that
7:01
Speaker 3: we hire. So let's talk about what is causing some
7:07
Speaker 3: of this. What I think is this big shift that's
7:09
Speaker 3: happening in our industry, and what I believe is happening
7:14
Speaker 3: is that the expectations of employees has shifted, and what
7:20
Speaker 3: has motivated teams, especially if you've been in the industry
7:24
Speaker 3: for a while, a doctor that's maybe more seasoned than
7:27
Speaker 3: some of the startup docs that I work with, is
7:30
Speaker 3: that what motivated teams ten or fifteen years ago is
7:33
Speaker 3: no longer enough. And we now have to think about
7:38
Speaker 3: the fact that we have up to four different working
7:42
Speaker 3: generations of potential employees in our practices right now, where
7:47
Speaker 3: when I got into orthodonics, we had one or two generations.
7:52
Speaker 3: So the expectations of the employees coupled with the generations
7:59
Speaker 3: that are within our practices is really making a shift
8:04
Speaker 3: and what our team members are looking for. And when
8:08
Speaker 3: we think about this, you know, and we look at
8:10
Speaker 3: the reality of what our workforce teams are looking for.
8:15
Speaker 3: I think that this list here is pretty important to
8:19
Speaker 3: think about, and I think that I want you to
8:22
Speaker 3: really note that the last thing on this list, financial stability,
8:28
Speaker 3: is really what the team is looking for. So of
8:30
Speaker 3: course everybody wants financial security. I mean that's a given,
8:34
Speaker 3: you know, when you look at what it costs to
8:36
Speaker 3: live and what it costs to raise families and whatnot.
8:40
Speaker 3: Everybody's looking for that financial security. But what I want
8:44
Speaker 3: you to hear from me is that money is not
8:47
Speaker 3: enough to create long term commitment anymore. I think that
8:52
Speaker 3: that is this big shift. There are other pieces that
8:56
Speaker 3: are really playing into what team members are looking for
9:02
Speaker 3: when they're looking at a path forward or a career
9:06
Speaker 3: in orthodonics, they're looking for purpose, they're looking for growth,
9:11
Speaker 3: they're looking for recognition, and they may even be looking
9:14
Speaker 3: for some flexibility. So I really love this little saying here.
9:19
Speaker 3: People don't leave jobs, they leave environments where they cannot grow.
9:25
Speaker 3: And I truly believe in our orthodonic practices that we
9:30
Speaker 3: have to keep a mindset of growth is the currency
9:35
Speaker 3: of retention. If we want to retain our employees, we
9:39
Speaker 3: have got to give them a growth path into our
9:44
Speaker 3: practice and show them where their career can go in orthodonics,
9:49
Speaker 3: because I really believe that when somebody feels stagnant, when
9:53
Speaker 3: they just don't feel like they're fitting in or they're
9:57
Speaker 3: going somewhere, what they start doing is they start imagining
10:01
Speaker 3: life somewhere else. And I think this is what we're
10:04
Speaker 3: seeing in our orthodonic practices where we have these team
10:07
Speaker 3: members that are just moving from one job, hopping from
10:10
Speaker 3: one job to another, is they're looking to find that purpose.
10:16
Speaker 3: They're looking to find a place that they can grow
10:20
Speaker 3: where they aren't going to just be, you know, make
10:23
Speaker 3: the coffee, make the donuts every day type of a mentality.
10:27
Speaker 3: So what I want you to think about is I
10:29
Speaker 3: believe that your goal as practice leaders should be to
10:33
Speaker 3: build an environment where your team and your people that
10:38
Speaker 3: you're choosing to surround yourself with see a future in
10:43
Speaker 3: your practice. So when we think about what this means
10:48
Speaker 3: and why it matters. So many times I think that
10:52
Speaker 3: we think about this and we think, well, this isn't
10:54
Speaker 3: just a human resource issue. But what I want you
10:58
Speaker 3: to think about is it's a practice performance issue. And
11:04
Speaker 3: when we think of it in that way, we think
11:06
Speaker 3: about the fact that if we don't have the right
11:11
Speaker 3: people in place that see a vision, that see where
11:14
Speaker 3: we're going, that see a future in our practice, what
11:18
Speaker 3: it does is it ultimately affects the practice and the
11:23
Speaker 3: performance of the practice. And I think each one of
11:26
Speaker 3: you could probably think about, you know, a successful orthodonic office,
11:31
Speaker 3: and maybe you can think about, you know, somebody you
11:33
Speaker 3: follow online or somebody that you've had an opportunity to
11:37
Speaker 3: go visit their office or whatnot. And what I think
11:40
Speaker 3: is really interesting is when I work with practices and
11:43
Speaker 3: when I see really successful orthodonic practices that are just
11:47
Speaker 3: really clicking, they all have a few things in common,
11:52
Speaker 3: and most of the time what you see is that
11:55
Speaker 3: their teams stay. And when their teams stay, they become
12:00
Speaker 3: incredibly powerful. They're able to build trust with patients, they're
12:05
Speaker 3: able to communicate better, and they perform more efficiently. And
12:10
Speaker 3: so the goal is to help you understand, like, how
12:13
Speaker 3: do we make this path forward for teams and team
12:17
Speaker 3: members to be able to see that there is a
12:21
Speaker 3: path to a career when they say, Hey, I want
12:24
Speaker 3: to accept this job that I've just seen or found
12:27
Speaker 3: out on Indeed, about So let's talk about the second idea.
12:32
Speaker 3: And that's why money alone doesn't work. And I think
12:37
Speaker 3: this is the old adage. For decades, this has been
12:40
Speaker 3: the model salary or wage plus an annual raise equals
12:45
Speaker 3: employee retention. And I'm going to bet that many of
12:50
Speaker 3: you who raised your hand or have thought about have
12:53
Speaker 3: I lost an employee in the past three years, probably
12:57
Speaker 3: did this but didn't end up getting employee retention. And
13:01
Speaker 3: again that's because this model has stopped working. It isn't
13:08
Speaker 3: just enough to have a salary wage and maybe to
13:11
Speaker 3: give an annual raise. That's not enough anymore to keep
13:16
Speaker 3: our team members happy and to have them feel like
13:19
Speaker 3: when they're showing up every day that it's more than
13:21
Speaker 3: a job. And I feel, like, you know, many times
13:24
Speaker 3: what I see is practices fall into this trap of
13:29
Speaker 3: that old adage of every year we give a little
13:32
Speaker 3: nominal raise, if we're even going to give a raise.
13:35
Speaker 3: But what I want you to ask yourself is does
13:39
Speaker 3: that fundamentally change how somebody feels about their work? Does
13:45
Speaker 3: a three percent raise or a little this or that
13:49
Speaker 3: actually change how somebody feels about their work? And I'm
13:54
Speaker 3: going to say probably not, because what I see when
13:58
Speaker 3: we have that much model where it's the oh, it's
14:02
Speaker 3: time for the review and they're going to give me
14:04
Speaker 3: a three percent raise or they're going to give me
14:06
Speaker 3: the twenty five cent or whatever it is raise. What
14:10
Speaker 3: it becomes is raises become expected rather than motivating. And
14:15
Speaker 3: what we need is something that's going to help motivate
14:20
Speaker 3: our teams to see that we are creating a career
14:24
Speaker 3: path in our orthodonic practices. And the way I see
14:28
Speaker 3: it is motivation usually lives in two categories. We've got
14:33
Speaker 3: hard motivators, which those are financial, which I'm not going
14:37
Speaker 3: to discount the fact that we need to pay our
14:39
Speaker 3: employees well. But we also have soft motivators and these
14:45
Speaker 3: are that emotional component that I feel like most practices
14:50
Speaker 3: focus really heavily on the first one, that financial motivator,
14:55
Speaker 3: and they ignore the soft motivators or that emotional side
14:59
Speaker 3: of it that is really kind of what locks our
15:02
Speaker 3: team members in and helps them say, you know what,
15:05
Speaker 3: I do want to stick with this and I do
15:07
Speaker 3: see myself building a career in this practice. So let's
15:11
Speaker 3: talk a little bit first about the hard motivators pay
15:14
Speaker 3: and bonuses, and as I'm going through this. I think
15:18
Speaker 3: that some of the most obvious ones that we can
15:21
Speaker 3: talk about are pay scales. Now I'm going to a
15:24
Speaker 3: little bit later and talk about really what I believe
15:27
Speaker 3: pay scales should look like, but pay in general, what
15:30
Speaker 3: are you going to pay somebody and how does that
15:33
Speaker 3: correlate into potentially bonuses, benefits, financial incentives, And I believe
15:41
Speaker 3: that all of these are important. These are the core
15:43
Speaker 3: foundational pieces that everybody needs to have an understanding about
15:47
Speaker 3: when they're hiring on into a position, but they have
15:52
Speaker 3: to be structured correctly. So when we think about pay
15:57
Speaker 3: scales or pay one of the biggest mistakes I see
16:02
Speaker 3: is that practices are really inconsistent with pay structures. A
16:06
Speaker 3: lot of times raises happen really randomly. Pay is different
16:12
Speaker 3: between team members who may be doing the same job.
16:15
Speaker 3: So a lot of times, you know, if you don't
16:17
Speaker 3: believe that your team members it isn't going to get
16:19
Speaker 3: out what everybody is being paid, You're probably really mistaken.
16:24
Speaker 3: I run into this a lot when I'm working with
16:26
Speaker 3: doctors and they're like, well, I hired this person at
16:30
Speaker 3: this skill level or at this pay, but I'm bringing
16:33
Speaker 3: this other person on. It's the same job, but I'm
16:35
Speaker 3: going to pay them differently, and so it can cause
16:38
Speaker 3: a lot of unrest a lot of times, and I
16:41
Speaker 3: think a lot of times for team members when compensation
16:44
Speaker 3: feels unclear or inconsistent, what it eventually does is it
16:50
Speaker 3: creates resentment. And that is not what we want in
16:54
Speaker 3: our orthodonic practices. When we are looking at how do
16:58
Speaker 3: we build a career for our team members within our practices,
17:03
Speaker 3: the next thing is bonuses. I get asked a lot
17:07
Speaker 3: about bonuses, especially because I work with a lot of
17:10
Speaker 3: startup practices, and I think that bonuses can be very powerful,
17:16
Speaker 3: but only if they are clearly tied to performance. And
17:21
Speaker 3: I think that a lot of times in smaller practices
17:24
Speaker 3: or younger practices, I'll say, especially sometimes the practice just
17:29
Speaker 3: isn't big enough to implement bonus structures. But I will
17:34
Speaker 3: tell you, if you are doing bonuses, or if you
17:38
Speaker 3: are going to use that as one of those motivational factors,
17:43
Speaker 3: if your team members do not understand how the bonus works,
17:48
Speaker 3: or they do not understand how they're going to get
17:52
Speaker 3: that carrot that you're kind of dangling in front of them,
17:55
Speaker 3: it's not going to motivate them. So when we think
17:58
Speaker 3: about bonuses, you really have to think about are you
18:02
Speaker 3: going to be transparent with the way that you're going
18:05
Speaker 3: to present it, is it actually achievable. So many times
18:08
Speaker 3: I have doctors that are just like, oh, I heard
18:10
Speaker 3: on a Facebook group that we should be trying to
18:13
Speaker 3: grow our practice twenty five percent, and so that's my
18:15
Speaker 3: growth goal. But they haven't actually looked at their own data.
18:18
Speaker 3: They don't know what other persons set that goal and
18:22
Speaker 3: where they're at in their practice life cycle in comparison
18:25
Speaker 3: to where they are. So when we set those type
18:29
Speaker 3: of goals and we haven't put a lot of thought
18:32
Speaker 3: into it, and we're just randomly trying to motivate the
18:35
Speaker 3: bottom line, which a lot of times to just increase production,
18:39
Speaker 3: it ends up getting us a real negative effect. So
18:41
Speaker 3: we really have to think about that and what does
18:44
Speaker 3: that look like. So for me, I think just giving
18:48
Speaker 3: you some examples, there are so many different ways to
18:52
Speaker 3: give bonuses in an orthodonic office nowadays if you're going
18:56
Speaker 3: to do that, but the important thing is having alignment
19:01
Speaker 3: and your bonus structure should reinforce the behaviors that make
19:07
Speaker 3: your practice stronger. So there's a lot of really common
19:11
Speaker 3: bonus structures out there, and you just have to kind
19:14
Speaker 3: of think about which ones make sense. And from a
19:17
Speaker 3: consultant to a doctor, you know, I always say, if
19:20
Speaker 3: you're going to run a bonus system, you should always
19:22
Speaker 3: have a start in a stop time. We're going to
19:25
Speaker 3: run this for the next quarter, We're going to run
19:27
Speaker 3: this for the next year, We're going to run it
19:29
Speaker 3: for However, because if a bonus system never has a
19:33
Speaker 3: start and never has an end, just like raises that
19:37
Speaker 3: come every year, it will become ineffective and it will
19:42
Speaker 3: not motivate your team the way you would like them motivated.
19:47
Speaker 3: So as we kind of finish up on the bonus's
19:50
Speaker 3: component of it, I really want you to take this
19:53
Speaker 3: to heart that bonuses that feel random or unreachable can
19:57
Speaker 3: be probably one of the biggest pit that you can
20:01
Speaker 3: do in your practice because your team will stop caring
20:04
Speaker 3: about them. And again, it's that consistency of this is
20:09
Speaker 3: what our goal is. These are the outlines of it.
20:12
Speaker 3: Things like that are really going to help motivate your
20:15
Speaker 3: team if that is a lever you're going to pull.
20:18
Speaker 3: So now let's talk about the emotional side of what
20:22
Speaker 3: I call soft motivators and I know some of you
20:25
Speaker 3: may score them a little bit when you think about oh, emotional,
20:29
Speaker 3: but there really is an emotional side to what our
20:33
Speaker 3: team members are looking for when they are thinking about
20:37
Speaker 3: what makes me feel like I want to stay and
20:40
Speaker 3: keep this job in your practice, versus go somewhere else
20:45
Speaker 3: and envision myself in somebody else's practice or even a
20:49
Speaker 3: totally different career opportunity. So when we think about these
20:54
Speaker 3: soft motivators, I really believe that they're really underestimated, but
20:59
Speaker 3: I do think that they're very, very powerful, especially with
21:03
Speaker 3: our younger generations entering the workforce, and some of the
21:08
Speaker 3: things that we can see that people are looking for
21:11
Speaker 3: is recognition, is development, is a purpose for why they're there.
21:17
Speaker 3: They're not just there to answer the phone. They're not
21:21
Speaker 3: just there to enter into a contract. They're looking for
21:25
Speaker 3: some of these different things and sometimes even autonomy to
21:28
Speaker 3: be able to be given an opportunity to work and
21:33
Speaker 3: provide a good work product, but without having to be
21:36
Speaker 3: micromanaged the whole way through it. Recognition is really simple,
21:42
Speaker 3: and I think that it's incredibly impactful when you, as
21:47
Speaker 3: a doctor or you as an office manager, can take
21:50
Speaker 3: the time to just give a genuine thank you, acknowledging effort,
21:55
Speaker 3: celebrating progress. These are really small moments I can really
22:00
Speaker 3: create loyalty with a team member. Again, most people want
22:05
Speaker 3: to be seen, they want to be appreciated, they want
22:08
Speaker 3: to be valued. And I would challenge you for anybody
22:11
Speaker 3: who's listening. I know as a business owner, it's tough
22:14
Speaker 3: running a business and you've got one hundred and one
22:16
Speaker 3: things going on, and when you've got a team under you,
22:20
Speaker 3: it can be hard to take the time to genuinely
22:24
Speaker 3: make eye contact and say thank you or genuinely recognize
22:28
Speaker 3: when somebody does a good job. You know, we can
22:31
Speaker 3: kind of give the cursory, hey, good job today everybody
22:34
Speaker 3: as you're running out the door. But is that genuine
22:38
Speaker 3: and are you creating that environment where somebody wants to
22:43
Speaker 3: be loyal to you and your cause or your dream
22:47
Speaker 3: or your practice. When you invest in your team's development,
22:53
Speaker 3: I really believe something really interesting happens and that's the
22:57
Speaker 3: they will invest back into your practice. And we have
23:03
Speaker 3: such incredible opportunities in our orthodonic industry to be able
23:09
Speaker 3: to give our team members to show them that we
23:12
Speaker 3: want to invest in their development. There's so many different
23:16
Speaker 3: CE courses that don't cost you anything but allow a
23:20
Speaker 3: team member to see that, Oh my gosh, they want
23:23
Speaker 3: to send me to that I don't know, retainer course,
23:26
Speaker 3: or they want me to log on and they're going
23:28
Speaker 3: to pay for my lunch so I can learn a
23:30
Speaker 3: little bit more about digital workflow. Any time you guys
23:34
Speaker 3: have an opportunity to invest in your teams, I promise
23:40
Speaker 3: you they're going to see that investment as value and
23:44
Speaker 3: you're going to get something out of that. So just
23:47
Speaker 3: look for those opportunities when you think about growth opportunities.
23:52
Speaker 3: Another thing that I think is really important to think
23:55
Speaker 3: about when we are building our team and we're thinking
23:58
Speaker 3: about what does it look like to come together day
24:01
Speaker 3: after day, spend eight to nine hours a day. I
24:04
Speaker 3: mean the crazy part is, and we all know this.
24:06
Speaker 3: We spend more time with the people we work with
24:09
Speaker 3: many times than our own families. And if we can
24:14
Speaker 3: also lean into team experiences, retreats, team building celebrations, any
24:21
Speaker 3: of those different things, it will really help build culture
24:27
Speaker 3: in your practice. So I want you to think about this,
24:31
Speaker 3: culture is not built through policies, but it's built through moments.
24:37
Speaker 3: And I think for a lot of doctors that's what
24:41
Speaker 3: we're constantly looking at and working for, is to build
24:46
Speaker 3: culture within our businesses. Culture that makes somebody want to
24:51
Speaker 3: stay more than three years. And I promise you docs
24:55
Speaker 3: and office managers, it is not built by the policies
24:59
Speaker 3: that you have in your handbook, but it's built through
25:02
Speaker 3: the moments that you're creating outside of that handbook. So
25:07
Speaker 3: the next section that I think is really important that
25:10
Speaker 3: I want us to talk about is building career paths.
25:14
Speaker 3: And we've kind of been building up to this, and
25:17
Speaker 3: when we think about our orthodonic practices, I want you
25:23
Speaker 3: to really think about this question. And when you're thinking
25:29
Speaker 3: about as a leader, one of the most powerful things
25:33
Speaker 3: you can do is ask your team members where do
25:38
Speaker 3: they want to grow? Not how are things going, but
25:42
Speaker 3: where do you see yourself developing? In this practice? Does
25:47
Speaker 3: the team member have an opportunity to even visualize what
25:53
Speaker 3: a career looks like in your practice? And I know
25:57
Speaker 3: for a lot of you, you may be thinking, well,
25:59
Speaker 3: you know, I've got to practice, or I've only got
26:02
Speaker 3: so many people in the clinic or so many tcs
26:04
Speaker 3: or so many front desks, and that's okay. But for
26:08
Speaker 3: every role, every one of our core roles and our
26:12
Speaker 3: orthodonic practices. There is a path to a career. There
26:17
Speaker 3: is something bigger than that entry level position. And I
26:21
Speaker 3: think most of you would be pretty surprised at how
26:25
Speaker 3: many people would pause if you ask them that question,
26:30
Speaker 3: because I don't believe that we take enough time to
26:34
Speaker 3: see where our employees want to go. We unfortunately, most
26:39
Speaker 3: of the time employees assume that they were hired to
26:43
Speaker 3: do tasks and not build a future. What I want
26:46
Speaker 3: us to think about is how do we build a
26:49
Speaker 3: future for our team members within our orthodonic practices so
26:55
Speaker 3: that they aren't constantly looking over that fence at that
26:59
Speaker 3: grass is greener. Oh, it would be so much better
27:02
Speaker 3: to go be a vet tech. Oh it would be
27:04
Speaker 3: so much better to go learn how to cut hair.
27:06
Speaker 3: Oh it would be so much better, because that's the
27:09
Speaker 3: path where they seek to a career instead of a
27:13
Speaker 3: path within our orthodonic practices. And I really think that
27:17
Speaker 3: once we start having these career conversations, that relationship between
27:24
Speaker 3: you as the leader and them as a team member
27:27
Speaker 3: starts to shift, and that's when they can start seeing
27:30
Speaker 3: themselves as somebody who's building into a career as a
27:36
Speaker 3: professional they're not going to be the doctor, but they're
27:40
Speaker 3: not going to hold your role. But gosh, what does
27:43
Speaker 3: that look like? I mean, I think about when I
27:45
Speaker 3: got into orthodonics, you know, so many years ago. I
27:49
Speaker 3: had this really great doctor that kind of laid it
27:52
Speaker 3: out for me and said, hey, Jill, you're starting as
27:55
Speaker 3: a sterilization assistant. But if you learn this role and
27:59
Speaker 3: you like it, you've got an opportunity to become a
28:02
Speaker 3: clinical assistant. And if you become a really good clinical assistant,
28:06
Speaker 3: you've got an opportunity to start to teach others. Then
28:11
Speaker 3: from there, if you want to try your hand at
28:13
Speaker 3: treatment coordinating, let me show you the steps for that.
28:17
Speaker 3: And I think if we can do that for our
28:20
Speaker 3: team members, Yes, it's investing a little bit more, but
28:23
Speaker 3: what's harder investing every six months every year in training
28:27
Speaker 3: a new team member or looking for ways to show
28:33
Speaker 3: our team members that there are career paths within our
28:38
Speaker 3: orthodonic profession. So when somebody sees a future in your practice,
28:44
Speaker 3: I truly believe that they're going to behave differently. They're
28:47
Speaker 3: going to invest more energy into your practices, They're going
28:51
Speaker 3: to take ownership of what they're doing. And the biggest
28:54
Speaker 3: thing is they're going to stay longer. Now, can I
28:57
Speaker 3: say that you know we're going to have team members
28:59
Speaker 3: that stay for the next twenty or thirty years like
29:02
Speaker 3: generations of the past. No, probably not. But if we
29:06
Speaker 3: can get somebody that stays five years, eight years, ten years,
29:11
Speaker 3: what an accomplish that would be versus six months, one year,
29:15
Speaker 3: one and a half years. And for all of us,
29:18
Speaker 3: we know what matters most is long term team members experience.
29:23
Speaker 3: Teams communicate better with patients and in turn, they're going
29:28
Speaker 3: to anticipate problems faster within our practices. So if we
29:32
Speaker 3: can really lean into what is it going to take
29:35
Speaker 3: to have higher team retention, what does it take to
29:39
Speaker 3: build this career path that is going to be in
29:42
Speaker 3: my opinion, what makes the difference between team members looking
29:46
Speaker 3: at our practices and saying, hey, this is a job,
29:50
Speaker 3: or hey this is a career path where I can
29:53
Speaker 3: actually see myself moving along over the next years.
29:58
Speaker 1: And now a word from the sponsors who make this
30:01
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30:09
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30:12
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30:15
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30:17
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30:21
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30:25
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30:29
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30:40
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30:44
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30:46
Speaker 2: It's pretty smart.
30:48
Speaker 1: As an orthodonist, you care about getting all the little
30:51
Speaker 1: details right, and Adck really got it right with this program.
30:55
Speaker 1: So starting off with the big savings on Adeck equipment
30:59
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31:03
Speaker 1: worth a closer look.
31:04
Speaker 2: Just follow the link in the show notes to learn more.
31:12
Speaker 3: So, as you all know, we've got core roles within
31:15
Speaker 3: our orthodonic practice, and I truly believe that there is
31:19
Speaker 3: a career ladder that can be established for every core
31:24
Speaker 3: role in our orthodonic practice. And I'm going to use
31:28
Speaker 3: the assistant role because I think that's the easiest one
31:32
Speaker 3: to make my point with, but I want you to
31:34
Speaker 3: think about you can do this in every core role,
31:37
Speaker 3: So probably in most practices that I work with, especially
31:41
Speaker 3: if it's a more established practice. Every assistant is just
31:45
Speaker 3: an assistant. You know, you're an assistant. You're an assistant.
31:48
Speaker 3: You're an assistant. And a lot of times what I
31:51
Speaker 3: see is that employee that is an assistant. And again
31:55
Speaker 3: I'm just using this role. Could be front desk, could
31:58
Speaker 3: be communications coordinator, be TC, could be FC because a
32:02
Speaker 3: lot of times, when there is no delineation to what
32:06
Speaker 3: a career path looks like, what that employee sees as
32:10
Speaker 3: I'm an assistant, I don't have any there's no progression
32:14
Speaker 3: in what I'm doing, there's no differentiation in what I do,
32:19
Speaker 3: there's no growth in what I do, there's no structure,
32:22
Speaker 3: there's no career path. So therefore, if there's no career path,
32:25
Speaker 3: why am I sticking out? Why am I staying here? Okay, well,
32:29
Speaker 3: what I want you to think about is could you
32:33
Speaker 3: develop a visual career ladder for your team members that
32:41
Speaker 3: shows them where they can go? So instead of a
32:46
Speaker 3: team member feeling stuck, they start thinking, hmm, what do
32:50
Speaker 3: I need to do to move up this ladder? What
32:54
Speaker 3: do I need to do to develop more skills? If
32:57
Speaker 3: I want to further my career path in this orthodonic practice.
33:04
Speaker 3: And so here's just an example again, and of course
33:07
Speaker 3: this would be for a busier, bigger practice, but if
33:10
Speaker 3: we kind of show that path, you know, maybe starting
33:13
Speaker 3: a sterilization and then a clinical assistant, you know, a
33:16
Speaker 3: level one clinical assistant, a level two clinical assistant, you know,
33:20
Speaker 3: maybe lead assistant up into digital coordinator up in the
33:24
Speaker 3: clinical coordinator. If somebody sees that is just not assistant
33:29
Speaker 3: assistant assistant, You're just an assistant. You just treat the patients.
33:33
Speaker 3: You're just an assistant. But they can actually see and
33:37
Speaker 3: have they're in control of their growth and they're in
33:40
Speaker 3: control of where they go. What we are going to
33:43
Speaker 3: see is team members that are actually choosing orthodonics as
33:48
Speaker 3: a career and not just a pathway on into something else.
33:53
Speaker 3: And so what I want you to be thinking about
33:55
Speaker 3: is if we can show what a career ladder looks like,
34:00
Speaker 3: it's going to show that team member growth and it's
34:05
Speaker 3: not just a title change. So if we can at
34:10
Speaker 3: each level, a level one clinical assistant might be focused
34:14
Speaker 3: on basic assisting procedures and learning workflow, where as senior
34:19
Speaker 3: assistant may be a team member that is mentors new
34:24
Speaker 3: hires and manages clinical efficiency maybe or maybe a lead
34:28
Speaker 3: assistant may oversee inventory or training or clinical protocol. I mean,
34:33
Speaker 3: every office is different, and how you would set this
34:36
Speaker 3: up is differently. But if you have changes at every
34:42
Speaker 3: level and it's the team member's responsibility to move their
34:47
Speaker 3: way if they want towards a career, what it does
34:52
Speaker 3: is it then sets us up for how we might
34:57
Speaker 3: move somebody through pay levels. I know a lot of
35:00
Speaker 3: you probably just got a whole lot of heartburn because
35:03
Speaker 3: I put some numbers on the screen, and I'm going
35:05
Speaker 3: to say this for anybody that's a team member that's listening,
35:08
Speaker 3: or anybody that's a doctor. This is just a very
35:12
Speaker 3: generic visual to give you an understanding of how pay
35:17
Speaker 3: and pay levels can work depending upon as somebody is
35:22
Speaker 3: moving their way through that career ladder. So yea if
35:27
Speaker 3: a team member comes in and they start as a
35:30
Speaker 3: clinical assistant, a level one clinical assistant, and you say, hey,
35:35
Speaker 3: as a level one clinical assistant, you're going to make
35:38
Speaker 3: between eighteen and twenty one dollars an hour, depending upon
35:41
Speaker 3: your skill level, and it's up to them to work
35:44
Speaker 3: their way through that skill level. And hey, if you
35:47
Speaker 3: want to become a Level two clinical assistant. These are
35:51
Speaker 3: the duties, these are the skills that are going to
35:55
Speaker 3: be required, and you're going to probably make anywhere between
35:58
Speaker 3: twenty three and twenty five dollars an hour. And what's
36:03
Speaker 3: great about this is it takes away like what we
36:06
Speaker 3: were talking about at the very beginning, where raises are
36:09
Speaker 3: based on every year after year we give a raise.
36:12
Speaker 3: What this now does is this empowers the team member
36:15
Speaker 3: to say, hey, if I want to make more money,
36:19
Speaker 3: if I want more responsibility, if I want to do
36:23
Speaker 3: more the carrot is there and the path is there.
36:28
Speaker 3: But you know what, if I don't want to and
36:30
Speaker 3: I'm really happy being a Level one assistant and I'm
36:33
Speaker 3: really happy with the pay that I'm at, it's okay
36:36
Speaker 3: for them to stay there too. And I think this
36:38
Speaker 3: is what really makes that difference in just yep, we're
36:44
Speaker 3: just going to give people a raise and hope that
36:46
Speaker 3: they stay versus an employee instead of feeling stuck starting
36:52
Speaker 3: to think, hey, what do I need to do to
36:56
Speaker 3: move up on this career path? And I think it
36:59
Speaker 3: shit from time worked into skills developed, and that's ultimately
37:05
Speaker 3: what we're wanting right is for team members to feel
37:09
Speaker 3: like they're working towards something, and if they work towards something,
37:13
Speaker 3: they get rewarded for that. And I think that this
37:16
Speaker 3: is also something I just want to bring up, is
37:19
Speaker 3: not everybody. We don't need everybody to be a lead assistant,
37:24
Speaker 3: or we don't need everybody to be the office manager
37:27
Speaker 3: of their practice. We need team members in every I
37:32
Speaker 3: usually say like for the assisting role, level one, level two,
37:35
Speaker 3: level three assistants, but we need people in each of
37:39
Speaker 3: those roles. And we shouldn't just expect that because somebody
37:44
Speaker 3: has been with us for X amount of time they
37:47
Speaker 3: should make more money if their skill level has not increased.
37:52
Speaker 3: I think that is something we have to just be really,
37:54
Speaker 3: really careful about. So when I work with practices across
37:59
Speaker 3: the country, what I often tend to see is leadership
38:04
Speaker 3: potential just hiding kind of in plain sight. And I
38:08
Speaker 3: want each of you, as office managers and doctors to
38:11
Speaker 3: really think about this. When you start to see leaders
38:15
Speaker 3: developing in your practice, those are usually the ones that
38:19
Speaker 3: are bought in and are seeing this career path. A
38:22
Speaker 3: lot of times, what you're seeing is that's that team
38:24
Speaker 3: member that goes the extra mile and helps train others,
38:28
Speaker 3: or who notices the inefficiencies in your practice and starts
38:33
Speaker 3: to bring them up with solutions, not just complaining that says, hey,
38:38
Speaker 3: I've noticed this, and I've got this solution. What do
38:42
Speaker 3: you think somebody who steps up when things are getting
38:46
Speaker 3: really busy or crazy, those are the people that you
38:51
Speaker 3: really want to be investing in, because those are definitely
38:54
Speaker 3: the ones who are showing that skill set of hey,
38:59
Speaker 3: I can do more than just be a level two assistant,
39:02
Speaker 3: or I can do more than just be a level
39:03
Speaker 3: one assistant instead of just everybody gets lumped in as
39:07
Speaker 3: assistant assistant assistant. So when we think about this, I
39:12
Speaker 3: do want to say this is again I think because
39:16
Speaker 3: especially anybody who's an office manager or a doctor that's listening.
39:20
Speaker 3: You know, so many times we think, well, I wanted
39:23
Speaker 3: to do this, so therefore somebody else should want to
39:26
Speaker 3: do it. But not everybody wants to have a job
39:30
Speaker 3: where they manage people. And some team members want to
39:33
Speaker 3: be leaders, but others just want to master their craft.
39:39
Speaker 3: And I want you to think about this. It's okay
39:42
Speaker 3: to have both because both should be valued in our practice.
39:46
Speaker 3: Not everybody needs to be a leader. Not everybody has
39:49
Speaker 3: to be a manager. Not everybody has to be that
39:52
Speaker 3: top tier employee. It's really great to have an employee
39:56
Speaker 3: that just has mastered their craft and is just really
40:00
Speaker 3: good at what they do. And I see this so
40:03
Speaker 3: many times in every area of our practice, and that
40:07
Speaker 3: can really make a difference and again just how well
40:12
Speaker 3: our practices do when we've got not just team members
40:16
Speaker 3: that want to be leaders, but team members who have
40:19
Speaker 3: mastered their craft, whether it's how they answer the phone,
40:22
Speaker 3: how they are able to move a patient from on
40:25
Speaker 3: the fence to a start in that TC room, or
40:28
Speaker 3: maybe get that overdue fifty dollars out of that patient
40:31
Speaker 3: that hasn't paid in a year. So always, you know,
40:34
Speaker 3: keep in mind that it isn't always about moving towards leadership.
40:38
Speaker 3: It's also about giving credit where credit's due for team
40:42
Speaker 3: members who may not want that role but also want
40:46
Speaker 3: to just be really good at what they are. So
40:50
Speaker 3: how do we create a career and develop that plan.
40:55
Speaker 3: I think that it's so important if you're really taking
40:58
Speaker 3: this to heart, that you're really thinking about, Okay, what
41:02
Speaker 3: do I need to be doing? What does the team
41:04
Speaker 3: member need to know as far as what skills they're
41:08
Speaker 3: developing if I were going to set out a career
41:11
Speaker 3: path for them, what does that next level look like?
41:15
Speaker 3: What does their pay look like? And how do they
41:17
Speaker 3: get there? What does that timing look like? And then again,
41:21
Speaker 3: not everybody wants to move up the ladder right away,
41:24
Speaker 3: and I think that that is completely okay. Sometimes I
41:28
Speaker 3: think as business owners, you know, we're drivers, and we
41:31
Speaker 3: put our head down and we went to school and
41:33
Speaker 3: we did the work, and you know, we got through.
41:35
Speaker 3: And that isn't always the path that our team members
41:38
Speaker 3: are going to take, and that got to be okay
41:40
Speaker 3: with that, We've got to be able to give them
41:43
Speaker 3: a path to career development. And that's really what I'm
41:47
Speaker 3: hoping you're sitting with as you're listening to this presentation.
41:51
Speaker 3: So we talked earlier about pay structures and career paths,
41:55
Speaker 3: and absolutely all of these things matter, but I want
41:59
Speaker 3: you to think about culture. And I really believe that
42:02
Speaker 3: this is what determines whether people actually stay long enough
42:06
Speaker 3: to grow. Anybody can offer competitive pay and great bonuses.
42:10
Speaker 3: I mean, we see this all the time. You look
42:11
Speaker 3: at the indeed ads or whatnot, and you're like, oh
42:14
Speaker 3: my gosh, I can't believe what so and so down
42:16
Speaker 3: the street is offering to get a good assistant in right,
42:19
Speaker 3: like anybody can offer competitive pay and great bonuses. But
42:22
Speaker 3: I promise you this, if the environment that goes along
42:26
Speaker 3: with that competitive pay and great bonuses is stressful, chaotic, unpredictable,
42:33
Speaker 3: people will leave. Eventually, those golden handcuffs and those great
42:39
Speaker 3: bonuses are not enough, and people will leave. And so
42:43
Speaker 3: what we need to be doing is we need to
42:46
Speaker 3: be thinking about culture in our practices because that, coupled
42:53
Speaker 3: with this career path is going to be what's going
42:57
Speaker 3: to help us keep team members and a really believe
43:00
Speaker 3: that culture is not just something that you write on
43:04
Speaker 3: a wall, or you hang up in the bathroom or whatnot.
43:08
Speaker 3: Culture is behavior. It's what happens when things go wrong
43:14
Speaker 3: in your practice and how your team chooses to deal
43:19
Speaker 3: with it. When a patient's upset, how does the team
43:23
Speaker 3: react to each other? How does the team react to
43:25
Speaker 3: that patient? When a schedule falls apart, how does the
43:29
Speaker 3: team react to each other? How does the team act
43:33
Speaker 3: to whoever may be part of what's making that schedule
43:37
Speaker 3: fall apart? When a team is stressed, how do they react?
43:42
Speaker 3: Are they reactive? Are they taking it and stride and
43:45
Speaker 3: saying tomorrow will be a better day. Because when we
43:49
Speaker 3: can kind of have an understanding of this and understand
43:55
Speaker 3: that culture is behavior. When we can understand that behavior,
43:59
Speaker 3: that's really when the two come together and we really
44:02
Speaker 3: see that culture show up. I think it's really interesting
44:08
Speaker 3: when we think about that psychological safety in high performing teams.
44:14
Speaker 3: What we know is that when a team feels safe,
44:18
Speaker 3: there's a huge factor or connector in team performance. And
44:23
Speaker 3: when employees feel safe to speak up, they're able to
44:26
Speaker 3: solve problems faster. When they feel afraid to speak up,
44:29
Speaker 3: a lot of time mistakes stay hidden and that can
44:32
Speaker 3: really impact And I'm sure many of you have seen
44:35
Speaker 3: this or experience this in your practice. Patient experience and
44:39
Speaker 3: team morale. And right now, what is it all about?
44:42
Speaker 3: What makes our practices different? It's the experience that patients
44:47
Speaker 3: have when they walk into our practice. We're all really
44:50
Speaker 3: good at the clinical component of it, I'm going to say,
44:53
Speaker 3: but what is that differentiator? It's that patient experience. How
44:58
Speaker 3: do they feel when they walk into your practice? How
45:01
Speaker 3: do they feel when they interact with your team? Do
45:04
Speaker 3: they walk in and they are like, ooh, people are
45:07
Speaker 3: upset today? Or do they walk in and it just
45:10
Speaker 3: feels like they're at home, and this is a place
45:12
Speaker 3: that they want to be able to send their friends
45:14
Speaker 3: and family into. So Google many years ago did a
45:19
Speaker 3: little project called Aristotle, and I'll talk a little bit
45:23
Speaker 3: more about this, but one of the things that in
45:26
Speaker 3: this project that they did, in this study that they
45:28
Speaker 3: did over a couple of years, is they found that
45:31
Speaker 3: the psychological safety was the number one predictor in team effectiveness.
45:37
Speaker 3: And when we are looking at our practices and we're
45:42
Speaker 3: thinking about how effective our teams are, depending upon where
45:48
Speaker 3: you're at in your growth cycle is going to really
45:51
Speaker 3: make a big difference. So the main findings out of
45:55
Speaker 3: this study, and it was done between twenty twelve and
45:59
Speaker 3: twenty fourteen, and you can go look it up. They
46:01
Speaker 3: put it out their findings officially in twenty sixteen is
46:06
Speaker 3: they did this study over one hundred and eighty teams
46:11
Speaker 3: internally within Google.
46:13
Speaker 2: And what they found is.
46:15
Speaker 3: After processing all of the data and over the study
46:18
Speaker 3: over all these years, is that teams performed better when
46:23
Speaker 3: their team members felt safe to speak openly, ask questions,
46:30
Speaker 3: admit mistakes, and challenge ideas. And I think when we
46:34
Speaker 3: think about that in our own offices and in our
46:38
Speaker 3: own practices, do our team members have that opportunity to
46:43
Speaker 3: speak openly, ask questions, admit mistakes, and challenge ideas, because
46:49
Speaker 3: if they don't, if they are just told you show up,
46:52
Speaker 3: you do your job, keep your mouth shut, you do
46:54
Speaker 3: what you need to do. Again, are we going to
46:57
Speaker 3: keep and have effective team members or be going to
47:01
Speaker 3: have people that are moving on to the next place
47:04
Speaker 3: trying to find their tribe? And I think that's really
47:07
Speaker 3: what we continue to see.
47:11
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48:07
Speaker 3: So as we Binischepe, I want to just kind of
48:10
Speaker 3: do a little recap of what we can do to
48:12
Speaker 3: give you that last bit of how do we turn
48:15
Speaker 3: all of these ideas that I've been talking about over
48:17
Speaker 3: the last hour into action? So where do you start again?
48:23
Speaker 3: I want you to think about adjusting your pay informally
48:28
Speaker 3: over time. I want you to think about structured pay ladders,
48:33
Speaker 3: creating transparency and fairness. And I know the transparency word
48:38
Speaker 3: is really a scary thing to think about, and I've
48:41
Speaker 3: had to do this with a lot of offices. When
48:43
Speaker 3: we're like, we're going to be candid about what somebody
48:46
Speaker 3: can make and when it comes down to skill level,
48:50
Speaker 3: every other you know, you think about orthodonics as a
48:53
Speaker 3: whole is a trade. Nobody except for the doctor, goes
48:57
Speaker 3: to school to become somebody who works in an orthodonic office. Now, yes,
49:02
Speaker 3: there are programs for orthodonic assistance in some states, but
49:06
Speaker 3: when you think about it, our orthodonic profession outside of
49:11
Speaker 3: our doctors and our practices is a trade. And so
49:16
Speaker 3: like any trade, the more skills you have, they're transparent
49:20
Speaker 3: about the amount of money you can make. I believe
49:24
Speaker 3: should be transparent and fair with team members and get
49:29
Speaker 3: away from how long you've worked here deterribines how much
49:32
Speaker 3: you make in an office. So if employees should be
49:36
Speaker 3: able to understand how growth connects to compensation, and that
49:40
Speaker 3: growth is not longevity of time, but growth and skill set,
49:45
Speaker 3: growth in their person, growth in their contributions to the practice.
49:50
Speaker 3: The next thing is simplify your bonus systems. Remember, if
49:54
Speaker 3: a team cannot explain how the bonus works, it's probably
49:58
Speaker 3: too complicated. Creates motivation and again I'm just going to
50:03
Speaker 3: say this, always have a start in a stop time.
50:06
Speaker 3: If and when you're going to do bonus systems, it's
50:09
Speaker 3: not forever, pick it and stick it. Step number three,
50:13
Speaker 3: create those career pathways, career ladders, transform jobs into professions.
50:20
Speaker 3: We want to give our employees something to work towards. Again,
50:25
Speaker 3: going off with the assistant and maybe it's assistant working
50:28
Speaker 3: to senior assistant working to lead assistant. Whatever it is,
50:31
Speaker 3: and it doesn't matter if you've got a small practice
50:34
Speaker 3: or a large practice. Every core role in your practice
50:38
Speaker 3: can have a career path ladder. You just need to
50:41
Speaker 3: break it out, think about it, figure out where it goes.
50:46
Speaker 3: Step number four invest in development. I'm going to say
50:49
Speaker 3: this again. When you invest in your team's development, something
50:53
Speaker 3: really powerful, I promise you is going to happen. Those
50:57
Speaker 3: team members are going to begin to see their role
50:59
Speaker 3: as a professional journey, not just employment. That's what we're
51:05
Speaker 3: trying to switch is we don't want team members that
51:08
Speaker 3: just see their role with you as an employment role.
51:12
Speaker 3: We want them to see it as a professional journey
51:15
Speaker 3: into a career in orthodonics. Have a career conversation. Again,
51:22
Speaker 3: this question alone can shift someone's mindset. It shows that you,
51:27
Speaker 3: as the doctor, see them as somebody with potential instead
51:31
Speaker 3: of just how you doing, see you tomorrow? How you doing?
51:35
Speaker 3: See you tomorrow? How you doing see you tomorrow? That
51:37
Speaker 3: very very generic banter that goes on so much in
51:40
Speaker 3: our practices. And then the next one, the shift that
51:44
Speaker 3: I think practices must make is we need to get
51:47
Speaker 3: rid of that old mindset and we really need to
51:51
Speaker 3: be thinking about this new mindset. Our orthodonic profession is
51:57
Speaker 3: an incredible profession. I was one of those team members
52:02
Speaker 3: that you may have on your team. I started as
52:06
Speaker 3: an orthodonic sterilization assistant and I made this my profession
52:11
Speaker 3: and made my way into being able to have the
52:14
Speaker 3: opportunity to be a consultant that is able to coach
52:18
Speaker 3: with hundreds of different practices across the United States. And
52:22
Speaker 3: I truly believe this, when we as practice and practice
52:25
Speaker 3: owners create environments where people want to grow, the results
52:29
Speaker 3: will be remarkable and we will be able to change
52:33
Speaker 3: this tide where we have team members that are just
52:36
Speaker 3: constantly hopping from one job to another, but it takes
52:40
Speaker 3: us showing them that there is a career path in orthodonics.
52:46
Speaker 3: So I want to leave you with this one thought
52:50
Speaker 3: as we finish up. If you worked in your practice,
52:55
Speaker 3: would you see a future there. I think that this
52:58
Speaker 3: is really important and heavy and we need to sit
53:01
Speaker 3: with that as leaders because if this answer often reveals
53:06
Speaker 3: exactly where improvement is needed. So I hope that this
53:10
Speaker 3: gave you something to think about. If you want some
53:13
Speaker 3: help or direction on setting some of these career ladder paths,
53:18
Speaker 3: or just need to talk a little bit, You're always
53:20
Speaker 3: welcome to reach out to me and my team, and
53:22
Speaker 3: we're happy to help. Are you ready to start a
53:27
Speaker 3: practice of your own, need a new, fresh set of
53:30
Speaker 3: eyes or some advice on your existing practice.
53:33
Speaker 2: If so, reach out to.
53:34
Speaker 1: Me Jill Allen at www dot practice results dot com.
53:39
Speaker 1: If you like what we're doing here on Haydocks and
53:42
Speaker 1: want to hear more of this awesome content, be here
53:44
Speaker 1: and give us a five star rating on your preferred
53:47
Speaker 1: listening platform and subscribe to our show so you never
53:51
Speaker 1: miss an episode. Remember, new episodes drop every Thursday.
53:56
Speaker 2: See you next week.