The past couple of months have been really trying. Re-building a practice with a new team that you have put together without any background knowledge as to personality or experience is no easy task. All you have got to go on is the CV that is being offered or the character reference that you may receive. The question of whether the new team will knit together is the great challenge I face.
Each person that I employ comes with all the habits that have been picked up over the years from working in different practices. I have come to realise that no two practices are run in the same way, or in any way that is similar to how I run our practices at Dental Arts Studio. I find that in due course, staff members starts to realise that I follow a strict protocol of discipline and order. This may sound rather severe, but in truth it really works. Staff are seeking direction and guidance; they want to know that they are working in a safe and sound environment where there are systems in place to assist them in their day-to-day performance. How do I know this? When I talk to my staff, they tell me stories about previous workplaces where they were just left to get on with it. But your dental team is the key to a practice built on a solid foundation. When the dental team are happy and secure, this will follow through into their attendance, surgery care and administrative tasks. Eventually the patients will benefit from this, as the happy atmosphere of the practice will be like a warm ray of sunshine.
Patients will talk about this ‘happy feeling’ in the waiting room, and you can be sure they will tell their family and friends about it. This will be due to the performance of your whole team, from dentists to nurses to receptionists. With time, you will have paid attention to who your trend-setters are in the practice; the ones that stands out. Enthusiasm is infectious. Pay attention to these little details with your team – let them know that you notice that they are always smiling. Make notes so that when you conduct staff meetings you can praise your team for all the contributions that they bring to the practice, no matter what they are. Be sure to know how to spread duties and responsibility right across the team so that no one feels left out or unworthy of some responsibility.
I have recently implemented a monthly performance report for all the staff. The criteria are based on punctuality, reliability, appearance and performance with regard to surgery care. At the end of each month, the practice manager will prepare this report and call each individual member of staff in for a one-to-one meeting to discuss strengths and weakness. This will enable them to work together to set goals and overcome weaknesses. Be sincere and specific in your feedback to staff; they really do appreciate it. Be sure to keep praise and criticism far apart. Try to be positive when having to deal with difficult situations. I have found that it is best to ask the member of staff questions around the issue so that they can give me the answers, rather than having me highlight their shortcomings. In this way, the staff member feels that they have worked out the issue for themselves rather than me pointing it out to them.
Take time to listen to what your staff have to say to you with regard to the practice; the norm is that they are working at the ground level and know more about what goes on day to day with the rest of the team that you do in management. Show your staff that you value their opinions. By showing respect to your team, you build up trust, and respect is returned. Praise daily and earlier rather than later. Pass positive comments about your team on; this also builds up respect and pride amongst your team, and it will be sure to get back to the person you praised. This will make them feel valued, knowing that they have been recognised for what they contribute. Just as in good times when you laugh and enjoy each other at work, make sure to respond in bad times just as specifically and sincerely so that your staff know that there is a standard level of expectation for the practice. If you are the one that has done something wrong, be sure to apologise for your actions, as you are a whole team and no one is above culpability. Make sure that you celebrate success with your team. A personal touch can mean a lot to a member of staff. Write a note of thanks if someone has done more than what is expected – it will be greatly appreciated. Remember to thank all your team during practice meetings and remember to publicly praise those who deserve it. I often find that laughing your way through a difficult discussion sometimes makes the conversation much easier. Use your sense of humour!
As Winston Churchill once said: ‘You ask what is our aim? I can answer in one word … Victory!’
Written by Sharon Holmes