So, how is your team doing? … Do any of these comments sound familiar?
Don't feel alone. Many dentists suffer the same problems that your team does. The vast majority of dentists have not been trained how to create and maintain a high performing team.
Teams that under perform often suffer from difficulties in their psychological infrastructure. I am not suggesting that team members have psychological problems. In fact, with only a few exceptions, that is precisely the wrong way to think.
Rather such teams have not established a shared set of behavioral norms to govern the ways that members relate to each other. The answer, therefore, is not to fix individuals. Just as most occlusal problems can involve misalignment of several factors, team problems are usually based in misaligned norms/expectations about interpersonal interactions. The path to team success is to adjust the interactions. Here is a model that many teams have found to serve as a helpful guide.
Vital Behaviors of a Team 1
Five behaviors set strong teams apart from those teams that erode profits and patient satisfaction. Picture a pyramid with five levels. Each level builds on the one below. In this installment, we will examine the absolute foundation, trust. In a second installment, we will discuss the next two vital behaviors and give you ideas about what you can do to bring them to your team. Finally, the third installment will complete our description of these vital behaviors, again with action steps.
Trust: The foundation level of high performance teams is trust. Members come to trust each other to be genuine. They give up the pretense and are willing to acknowledge about their office-relevant mistakes and weaknesses.
Doing so isn't easy. Our competitive culture encourages us to be fearful of attacks by others for our weaknesses. Experiences with some teachers (grade school or dental school) have made many of us fearful of mistakes. We got punished or shamed rather than being helped to see mistakes as opportunities to learn.
The drive to seem perfect causes us to lie to each other (and ourselves). We are not genuine. Instead, we affect a sense of superiority and invulnerability. Such behavior feels like an attack to our teammates. When team members fear attack from co-workers, communication is impaired. No one tells the truth. No one has the right information. The team is hampered from being able to correct errors and shortcomings that are always a part of human life.
Action Step: As team leader, you can help your team build trust:
Suppose that your hygienist confesses that she hates "selling dentistry." A sharp response from you will ensure she never ever tells you another shortcoming that she has. She will know that she can't trust you with that information. However, what if you are the teacher you wish you had (or were lucky enough to have had). You might respond: "Telling others what they need to do is scary for most of us. Maybe I can help. Let's start with you telling me what makes you the most uncomfortable." Such a kind response will help her to know that this is an office in which she can learn and develop. It is safe to admit skill deficits, always the beginning point of learning.
Let's stop here for now. Practice these two behaviors and see what results you get. Feel free to come back and share what happens with other readers.
1The Five Dysfunctions of a Team: A leadership fable by Patrick Lencioni, Jossey-Bass, San Francisco 2002.
The vast majority of problems we face each day are small in scale, and have…
In life, when it comes right down to it, there are no failures- only outcomes,…
Let’s be honest. Being a dentist is an extremely challenging and a very difficult way…
In life, when it comes right down to it, there are no failures- only outcomes,…
The vast majority of problems we face each day are small in scale, and have…
Many of our patients come to us feeling inadequate, feeling less-than, feeling like they should…