How to keep your team

Today it seems that the No. 1 topic in dentistry is staffing. This makes sense because we believe that staffing will be the top challenge facing dental practices for the next five to 10 years.

It's true that almost every industry is having trouble hiring, but dentistry is unique in that certain skillsets are needed for a practice to operate properly. For the first time, we are seeing practices that have lower production strictly because they cannot properly staff their offices. This is the same scenario as when a restaurant can't be open seven days a week simply because it can't get enough workers.

Whenever there is a dynamic shift in behavior -- and one that will have some level of permanence -- businesses need to rethink their approach in that area. This article focuses on adopting a different philosophy and approach to managing and keeping a great dental team.

1. Treat your team like you treat your customers.

Dr. Roger P. Levin.

Dentists have always had high levels of respect and appreciation for their team, but they did not necessarily view them as customers. The philosophy, up to now, has been that team was compensated for doing a job and should be treated well within a positive environment. This has been a more than acceptable approach; however, now, a different philosophy is required, one in which dentists view team members as customers. This means that doctors and office managers should think about a customer service plan for the team.

In the science of customer service, the goal is to meet or exceed customer expectations, create an inviting office environment for customers, and motivate customers to follow through on treatment. When this approach is applied to the dental team, the plan should involve building a culture that is positive and energized, understanding the different goals and objectives of each team member, and continually encouraging education and training among your staff. These three aspects go a long way toward treating the team as customers.

2. Appreciate, compliment, and recognize.

Team members should be appreciated every day, recognized for a job well done, and complimented. This recognition is part of treating the team like they are customers, but it is also part of creating an environment that people enjoy.

More and more, employees in America judge their jobs partly by whether they are enjoyable. Beyond simply working for a paycheck, team members must feel that they are appreciated, that they will be recognized for a job well done, and that they are regularly complimented when they deserve it.

Most dentists would state that they already appreciate, recognize, and compliment their team. This may well be true, but not at the level that it needs to be today. People want more frequent positive feedback and attention. When you provide this for your team, it creates a higher level of bonding, commitment, and loyalty.

3. Bring your enthusiasm every day.

This may sound touchy-feely, but I consider it to be scientific. Showing up every day as a leader with the highest possible level of enthusiasm and a positive attitude inspires the people around you. Remember, dental team members are people, and people like to be inspired, motivated, and excited. It all starts with the doctor. If the doctors have a high level of enthusiasm, it literally rubs off on the team and inspires others to act the same way.

If you are not feeling enthusiastic on a given day, simply act like you are, and gradually it will take over. This shift creates a wonderful opportunity to raise the energy level of those around you, instill a positive attitude, and develop an environment where people want to stay.

4. Encourage education and training.

Staff members today, like many people, want to work in an environment that is less transactional and more relationship-driven. Taking the time to create an annual education and training plan for each team member will not only improve staff member performance and practice success, but it will inspire and excite team members as they learn and master new skills.

As one team member recently said to me, "We have all these new systems that allow me to help increase our practice revenue every year." This is a statement from a committed person who is appreciative of the opportunity to improve in their position, contribute to the practice, and enjoy their job.

5. Bring back the fun.

Work doesn't have to be unpleasant. Rather than the highlight of your week being TGIF (Thank God It's Friday) so you can enjoy the weekend off to have some fun, create an environment of TGIM (Thank God It's Monday), and look forward to going to work.

Create a fun, strategic plan for your practice. It can involve buying monthly lunches, giving restaurant gift certificates, or giving occasional days off. One office that we know holds an annual raffle for a three-day trip to the Bahamas (an affordable gift if you buy the package in advance). Another office that we know rents a house at the beach once a year for the entire team to spend five days together.

In case you're wondering if this is a waste of time and money, it's quite the opposite. These are activities that help create fun environments that people enjoy working in, and it increases the longevity of the team.

Summary

The radical change in staffing that dentistry is experiencing requires a radical change in the philosophy and actions regarding team development. If you need to change your approach to staffing, reread this article and decide on the actions that you'll take immediately, in the next 90 days, six months, and one year. But here is a warning: Don't wait too long to act because in many practices the clock is ticking.

Dr. Roger P. Levin is CEO of Levin Group, a leading practice management and marketing consulting firm. To contact him or to join the 40,000 dental professionals who receive his Practice Production Tip of the Day, visit LevinGroup.com or email [email protected].

The comments and observations expressed herein do not necessarily reflect the opinions of DrBicuspid.com, nor should they be construed as an endorsement or admonishment of any particular idea, vendor, or organization.