by Ginny | May 21, 2017 | Communication, Strategic Planning, Team Development
Let’s talk about Difficult Conversations
We’ve all been there – out of nowhere you realize you are dealing with an upset person. This person could be on the other end of the telephone, or right there with you, it could be a patient or a coworker.
For a team that is committed to exceptional care and service, this is where the rubber meets the road. It’s easy to be at your best when everything is going as planned, not so easy when the unexpected happens. You don’t ever need to be flustered as long as you are prepared with the right mindset and great responses that will let the other person know you are listening, understanding and want to help.
Here’s a great approach to working with an upset caller:
#1 Stay Calm & Remember:
- The caller is angry about a situation & is emotional– it’s NOT personal– it’s just directed at you
- Recognize you need to take control of the situation to best help the caller
- Shift emotionally and physically into Rescue Mode – it’s your opportunity to turn things around
- Listen for Understanding – be certain to write down the caller’s name and use it
- Thank the caller: “Mary, thank you for taking the time to call and let us know something is not right”
#2 Remain Calm & Connect:
- Talk and let your caller know you are there to help … “I’m listening… please tell me what has happened so I can help…”
- Practice active listening and take concise notes: bullet points are sometimes easier than sentences
#3 Remain Calm & Steady:
- Empathize with your caller. “I’d be upset if this happened to me too” or “Mary, I can certainly understand how you feel”
- Confirm your understanding of the details of the situation “May I please ask a few questions to be certain I have all the information I need to best help you?”
#4 Remain Calm & Reassure your Caller:
- Thank the caller again. “Thank you for helping me to better understand”
- Take responsibility. Be sure your caller knows you are invested in helping them – not just taking a message. “I will personally see that we resolve this for you.” Or “I will personally see that I get you in contact with the person who can resolve this for you.” Or if possible, “Let me fix this for you right now”
#5 Remain Calm & Move Things Forward:
- Find a win-win solution. “My goal is to resolve this situation for you. I will go ahead and …”
- Or, “I have great news … I think I can fix this for you right now. Let’s go ahead and …”
- Confirm your next step. “Will this be okay with you?”
#6 Follow Up As Promised:
- Bring things to a positive close “I want to make sure we resolved this issue for you. Is there anything else I can do to assist you?”
- Thank the caller again for taking the time to give you the opportunity to make things right. Let them know you really appreciate them and thank them for the opportunity to help.
One more quick tip:
Be authentic, respectful and empathetic – not accusatory or defensive. The three best words for gaining clarity are never “Why did you?” because the normal response is a defensive one. Instead, use these 3 magic words “Help me understand.”
Your tone and body language changes when you say these words and you will invite conversation that will be much more likely to lead to resolving the issue at hand. Successful communication is about consciously choosing your approach, leading with your best intentions and listening for opportunities to let your patient or coworker know you’re ultimately both on the same side wanting to create the best possible outcomes.
by Ginny | May 7, 2017 | Practice Leadership, Strategic Planning, Team Development
Last week we left on the question, “Do you think your best work days are behind you or ahead of you?” Let’s follow that up with this question from my YBY [Your Best You] Appraisal System. On a scale of 1-5 with 1 being you’re not effective at all & 5 being you totally rock, exceeding expectations on all levels, how would you score yourself at work?
I like this method of scoring because it encourages continual growth and challenge, as opposed to the traditional 1-5 where 1 is an F for failing grade and 5 is an A for excellent work. The traditional approach measures each person’s performance while the YBY method scores each person against potential. Your potential gap will always be bigger than your performance gap. YBY scoring sets people up to see #5 as a moving target. The traditional scoring puts people on a fixed path that can lead to mediocrity and boredom. Studies repeatedly show that employees want to know they are making forward progress. It then stands to reason that we must provide challenges that create this opportunity if we are to support the development of our team members as they become the best versions of themselves.
Dentistry is changing at the speed of light offering many new treatment options for patients. For your practice to continue to perform at a pace that gives you the freedom to practice the way you choose, it’s critical that your team is with you, committed to a path of excellence and continual improvement.
My first goal is to help the team see their role and level of contribution must go beyond job performance of their essential duties. The leaders’ role is to establish an environment that supports continued growth as well as a mentoring system to support team members through a four-part system for continual growth and development including:
This assessment protocol is a game changer. When you move the needle so that consistent above average performance earns you a 3 out of 5, you can expect an immediate reaction from your employees. Set your team members up for success by preparing them for this new strategy that raises the bar on the old status quo. Challenge your team to step up and embrace the concept that “good enough, just isn’t” in your practice. To take a team from Good to Great, you must have team buy-in. That comes when your team is prepared to see challenge as opportunity.
Here’s a good place to start
Make a list of your current team members and write down the number from 1-5 that you think represents their performance level. Your criteria are as follows: 1 =Marginal Performance 2 = Usual, Average Performance 3 = Above Average Performance 4 = One Step Ahead Performance 5 = On the cutting edge, consistently challenging self Not sure how to choose a score? Look at each name: Does this person continually take action and strive to do better? [score 4] Are they generally coasting based on their good past performance? [score 3] Are they stuck at status quo, going through the motions? [score 2]
What can you do to create the right environment to inspire your team members to see themselves on a journey to excellence? How can you guide them to set their ego aside and own a score of 3, while enthusiastically committed to improving that sore to a solid 4?
This approach isn’t for everyone – you may be perfectly content with team members who score 2 or 3 in the grid above. If that’s the case, carry on, you’re in a good place right now. On the other hand, if you just know in your gut that you want more and you’re capable of more, listen to that voice and don’t settle for less. Be the boss that your team will remember as the one who challenged me to be the very best version of myself.
Take the YBY Challenge by downloading your copy here. I believe you’ll find it’s a game changer.
by Ginny | Apr 2, 2017 | Communication, Practice Leadership, Strategic Planning, Team Development
Predictably Irrational
Does this sound familiar?
Your 11:00 patient has arrived on time. Unfortunately, your 9:00 patient is still in the chair, you’re running behind and you still have two hygiene patients to check.
Everyone from the patient in the chair to the team to the patient in the reception area are impacted. Stressful, for sure. You vow to tease this apart at your next team meeting and figure out what went wrong. You run to the team lounge and make a note on the agenda list, What’s wrong with the schedule that we’re running behind – figure it out!
Two days later as the team gathers for the weekly one-hour team meeting, you pull the agenda list from the lounge. As the meeting begins, you ask, “What’s wrong with the schedule that we’re running behind?” Your question is met with the deafening sounds of silence. “Anyone have any ideas here? What do you think the problem is?” You realize you’re looking at the tops of everyone’s heads. They do not want to make eye contact and be put on the spot to weigh in and risk getting thrown under the bus. How can you create solutions when the team won’t weigh in and help you create solutions?
PIVOT Point: Strategy
My Dad always said, “If you don’t like the answers you’re getting, ask better questions.” Time to hit the reset button and change your strategy. I recommend two new strategies to create a breakthrough for you and your team. [Page 24 in PIVOT]
#1 Set your team up for success [The CAUSE strategy]
C Create an agenda that supports your team to grow beyond their circumstances
A Avoid the blame game. Search for innovative solutions rather than excuses
U Understand the real issue at hand. Are you dealing with facts or opinions?
S Set your team up for success by starting the meeting on a positive note with great energy
E Engage with your team to do the pre-work for the meeting so everyone comes to the meeting ready to contribute solutions. Have their backs.
#2 The FIRST 20% Solution
The most common approach to problem-solving is to focus on the result and work right there where the problem became apparent, the train derailed and the system failed. The trouble with that approach is that the problem actually occurred long before the train derailed. It’s in re-evaluating the actions in the first 20% of the process, before the train ever left the tracks, that you’ll find the opportunities for positive changes that will create a better result.
Funny coincidence, Bradley Cooper learns the value of the First 20% solution in the movie Burnt. I’d love to hear from you if you, too recognize the First 20% lesson in the movie. I’ll leave you with this, “The difference between school and life: School teaches you lessons and then gives you a test. Life gives you a test and you learn the lessons.”
by Ginny | Mar 26, 2017 | Communication, Inspiration, Practice Leadership, Team Development, Uncategorized
First Step… Celebrate Your Successes!
There are five fundamentals of PIVOT Leadership. This post will focus on Strategy. Click this link to the article, Go Right Ahead, Play Favorites that addresses where your leadership focus should be to celebrate the high performers on your team. Today we’ll talk about the how to celebrate and come alive in your practice. Here we go….
“Seems like as soon as we reach one goal, we move onto the next goal. I think our practice could do a better job of giving us that high-five feeling when we’ve earned it.” Brave words from a team member during a recent meeting.
- Could one of your team members be feeling the same way?
- As the practice leaders, could you do a better job of celebrating success and encouraging your team to celebrate each other?
Who doesn’t love a celebration? I especially like when I see team members recognizing one another for great work by sharing their ‘wins’ from the day before. This is one of my favorite parts of my client on-sites and Skype meetings.
“Tell me something good” is a key fundamental strategy for success as well as an uplifting way to start each day and celebrate each quarter with your team. Below I’ll take you through the 5 Steps to Celebrating Your Success Team Meeting.
5 Steps to Celebrating Your Success Team Meeting
Step #1 Schedule a special team meeting
The first quarter [Q1] of the year begins with holiday celebration, fanfare, party hats and noisemakers. This is a time when many teams focus on strategic planning and thoughtful intention for the new year. It’s high time we give some attention to the start of the second quarter [Q2], too. Let’s start with recognizing and celebrating your Q1 wins.
Step #2 Create a fun atmosphere in your meeting room
Celebration meetings should not look the same as every other team meeting and usually involve festive foods. You could bring in lunch or snacks, decorate with balloons or noisemakers. Some teams choose snacks like fruit, yogurt, or crudité while others go for nuts, candy, and chocolate. You could also decorate with small potted plants that the team members can take home. This is also a good time to plan a fun activity for the team during the meeting.
Step #3 Brainstorming Time
Let the team know it’s important to you that the team recognizes and celebrates success and you realize that some ‘wins’ are obvious to the entire team, yet many times a team member has a personal win the rest of the team would love to know about. Then, break into smaller groups, give each group a copy of the Celebrating Your Success worksheet attached and have them begin their brainstorming session. Each team’s challenge is to create a list of the accomplishments [big & small] that you as individuals and as a team have accomplished in Q1 and identify how you achieved your results.
Step #4 Synergize
After about ten minutes, bring the small groups back together so you can share your lists. Have a large sheet of easel or butcher paper and sharpies available. Draw straws to see which team will create the main list on the large paper and then have the other teams call out their ‘wins’ and together create one long list. *Tip: Brainstorming is most successful when it begins in small groups and you’ll build momentum as you come back together. * Chances are the group will think of more accomplishments as you synergize to create this one big list. more accomplishments.
a. Talk about how you made these achievements happen
b. Encourage team members to share details of the most meaningful patient connections they had in the previous month.
c. Clapping and cowbell celebrations should be encouraged too!
d. When discussing the team behaviors and actions that went into these special moments and practice wins be sure to notice any recurring themes. This exercise sets the stage for establishing Q2 strategies goals and we’ll talk about that in next week’s email blog.
Step #5 The Take Aways
Our lives are enriched by the quality of our relationships. Look for opportunities to build the quality of your team relationships. Yes, this takes time, but less than you may think. Begin every day by sharing “what was great about yesterday” so you authentically create an atmosphere that supports and encourages the team to raise the bar on their connections with each other and with patients. Like a new pair of shoes, it may feel awkward in the beginning. Stick with it. One day you’ll notice you all have come to love this strategy for team success. Ask me how I know ☺
To get you started please download my Accomplishments by Quarter Worksheet.
My best,
by Ginny | Mar 19, 2017 | Inspiration, Practice Leadership, Uncategorized
I was having coffee recently with a new client and wanted to get to know him and his leadership style. He is working on getting better at doing the ‘4 things employees really want’ [PIVOT page 8].
Does this conversation sound familiar?
I asked him how things were going back in the practice.
“Awesome”, he replied, “the change in the team is incredible, people are excited about what we’re doing. I just love the can-do energy.” Then with a little wince and a wink, he said, “Well, except for one person, I’m so frustrated with her negativity.”
Compassionately, I asked him to tell me more about what was frustrating him.
“It’s the same thing all the time, Ginny.” The sarcasm in his voice was palpable as he continued, “She has been in dentistry for over 30 years. She knows what she’s doing. She doesn’t need to change a thing. She’s vocal about how she feels and it brings the rest of the team down. I’m really trying to engage with my team, learn from their ideas and hold them accountable. Her behavior is like a wet blanket on this goal.”
I asked more questions trying to understand how this was playing out.
“Well, she seems to be onboard when our meetings first start. Then at some point, she starts talking with the people closest to her and it’s like she’s holding her own separate meeting. I have to keep reigning her back in, it’s exhausting.”
Accountability isn’t just about results – it’s about behaviors.
It seemed to me that the doctor had resigned himself to this pattern of disruption so I asked him if he had spoken with the employee about her behavior? “What’s the point? She’s been with the practice for 36 years, what’s a few more years of dealing with this before she retires?”
We talked about the likelihood that this employee’s behavior was impacting others on the team. It’s not about the doctors sucking it up ‘for a few more years.’ This behavior will have a negative impact on the team and practice growth. I reminded the doctor of four of the core values the team had established: Respect, Flexibility, Growth, Positive Team Spirit. Clearly, this employee’s behavior was not in line with these values.
I asked the doctor the KEY QUESTION at hand, “Do you want to change the values – or change the behavior?”
He chose to uphold the values. In that decision, a smile came over his face, “Wow, this is now so clear to me. If I allow her behavior to continue, I’m a hypocrite. My actions would not be upholding the core values any more than hers do.”
We had reached our learning moment. “Ok, Ginny I’m ready. Tell me how I can be a better leader and resolve this problem.”
Be the change you want to see
This clear and immediate shift in the doctor’s mindset was the key to positive change. When he could shift from feeling and acting like a victim of his circumstances to the realization that, as the practice leader he was letting down everyone else on the team when he tolerated the employee’s disruption, he had the fortitude to become the change he wants to see in his practice.
What are your non-negotiables?
In his perennial New York Times bestseller, the 7 Habits of Highly Effective People, Dr. Stephen R. Covey speaks to the power of strongly held core values in the following true story he learned of while reading the Naval Proceedings Magazine:
It was a dark and stormy night.
Crewmember: “Captain, Captain, wake up.”
Captain: “Well?”
Crewmember: “Sorry to wake you, sir, but we have a serious problem.”
Captain: “Well what is it?”
Crewmember: “There’s a ship in our sea lane about twenty miles away, and they refuse to move.”
Captain: “What do you mean they refuse to move? Just tell them to move.”
Crewmember: “Sir, we have told them; they will not move.”
Captain: “I’ll tell them.”
The signal goes out: “Move starboard 20 degrees.”
The signal returns: “Move starboard yourself 20 degrees.”
Captain: “I can’t believe this. Well, I mean I’m a captain. Let them know who I am. I’m important.”
Signal goes out: “This is Captain Horatio Hornblower XXVI, commanding you to move starboard 20 degrees at once.”
Signal returns: “This is Seaman Carl Jones II, commanding you to move starboard 20 degrees at once.”
Captain: “What arrogance? I mean, what presumption? Here is a seaman commanding me, a captain. We could just blow them right out of the water. We could just let them know who we are.
Signal: “This is the Mighty Missouri, flagship of the 7th fleet.”
The signal returns: “This is the lighthouse.”
Dr. Covey goes on to explain that in life there are certain lighthouse principles and you cannot break these principles, you will only break yourself against them.
PIVOT Takeaway
As the practice leader, you always have a choice! You can’t keep employees from acting out, but how you respond to any situation will determine the experience you and your team will have, positive or negative. Establish your lighthouse principle, hold people accountable for their behavior and you’ll earn your positive culture one day at a time.
As we left the restaurant, we agreed that the entire team, including the employee at hand, would benefit from the doctor’s clarity and strong leadership. He said, “Ginny, I feel like a weight has been lifted from my shoulders. I think I just made a very important PIVOT and it’s only 8am!”
Yes, indeed.
My best,
