How often do we blame others for not being more productive and profitable, for causing our mistakes, for our lingering staff problems? How quick are we to hold responsible “the consultant” or others for systems that aren’t working, for open/non-productive schedules, for staff turnover? How easy is it for us to jump on the bandwagon of complaining about a depressed economy, managed care, or a shrinking dental workforce?
Granted, we work hard—if not struggle—each and every day in our practices to provide excellent care for our patients, adequately pay and reward our staff members for a job well done, pay the bills, and have some left over to take home after the government gets its share. It’s easy to complain—too easy. In fact, you might say it’s so commonplace, it’s epidemic. Everyone does it. Groups of dentists get together to have a beer and complain. And most of the time, it’s because we feel stuck between the proverbial rock and a hard place. Frustration, anger, fear, and depression usually follow. And our practices suffer, along with the people who work alongside us.
Yup, the ups and downs of running and owning a dental practice.
Try Something Radical
I propose that you try something radical: take ownership that your practice and your life are exactly the way they are because of your efforts, your decisions, and your intentions, not someone else’s.
Why take ownership? Well, let’s look at the alternatives.
Imagine for a moment that there is a large oak tree right outside your back door. You open the door and BAM—you run smack dab into the tree. After you regain your senses, you go around the tree (hopefully, instead of running into it again) and proceed about your business. The next day, you come flying out the door and BAM – you hit your head again. All day long you complain to your family and staff members about that oak tree that you keep running into, which is keeping your head mighty sore.
Don’t Stay in Dilemma
To take ownership of that situation you have three choices. The first choice is that you can continue to bang your head into the tree every time you come out the door (I don’t know—maybe you enjoy it…). The second choice is that you can consciously avoid the tree by stepping around it. The third choice is that you can cut the tree down—or perhaps move and replant it.
Not making a choice and just complaining about it is called being in dilemma.
And unfortunately, being in dilemma is perhaps the worst place to be, because it kills your spirit—slowly, insidiously, silently. Your attitude suffers, your enthusiasm wanes, and anger creeps into your life.
So here’s a powerful question for you: How are you staying in dilemma about your practice, about all the things that aren’t working?
Today, Commit to Making Change
Start by making a list of everything that isn’t working about your practice (and your life, if you’re so inclined). Don’t try to come up with any solutions yet, just make the list. Next, say out loud to yourself, “I take ownership of this situation.” (I know, I know … you’re saying “but my assistant didn’t remember to …” or “my scheduling coordinator didn’t….”) It’s time to take responsibility that things are the way they are because of you and your leadership. Anything else is just plain “blame-throwing,” which will get you nowhere and keep you in dilemma.
Once you’ve taken ownership for each and every item, do the following:
- Decide which ones need urgent attention and give them priority.
- Handle personal issues. These will definitely get in the way. At the very least, address the ones that won’t allow you to move forward.
- Decide which items can be easily delegated, and follow up with the person to make sure the items are taken care of.
- Look for a common thread or trend among the items. Perhaps communication is an underlying problem. Maybe the problem is telling the truth. What’s your situation?
- Decide which items need to be addressed with your staff.
- Spend time with your staff to “publicly” accept ownership for what’s not working in your practice. (That will blow away your staff!)
- Solicit your staff’s assistance in changing what’s not working by de-personalizing each issue and looking for ways to bring out the best in each person, wherever they are personally and professionally. Use only positive words and affirmations and ask lots of open-ended questions! (No blame-throwing allowed!)
- Develop a plan to resolve the issues, including a time frame, high standards, accountability for results, and a follow-up session to re-assess—and, most importantly, how you can be of assistance in resolving the issues.
- When you’ve done all of the above, do it again until your practice and your life bring you joy and fulfillment.
- Enjoy the ownership that you and your staff now have in the success of your practice!
What I want for you is to have the practice and life of your dreams! You can do it, and there are plenty of people around you to support those actions.