In previous parts of this series, we looked at a definition of leadership, the commitment it requires, and the first two of four universal promises of leadership. The first promise was the promise to set a clear direction and create meaningful work for the organization you lead. The second was the promise to engage all stakeholders and hold them accountable for performance. Now we will look at promise three.

The Third Universal Promise

You will ensure your strategies, systems and processes facilitate focus and execution.

Selecting the strategies, systems and processes that serve your vision best is a leadership function. Execution of the systems is a management function involving the entire team, including you, the dentist.

Strategies are designed to fit your destination. Strategies, systems and processes efficiently channel actions into results. The ongoing results create feedback for refining your focus, systems and processes. This promise of leadership is about keeping the team (and yourself) focused on execution and minimizing distractions.

Focus Versus Distractions

Practice owners are flooded with messages that distract them. The entire dental industry targets them with promotions for things, services, and behaviors. They are told many versions of what they should buy and should do in order to succeed. Other distractions come in the form of emotions and self-doubt that become barriers to living out their dreams. Those “should” messages, emotions and self-doubt serve as continuous distractions from everything that is important.

Leaders sometimes break the third universal promise of leadership by:

• Not providing or managing their critical resources.
• Allowing distractions that diminish their focus or lead to inaction.
• Ineffective or inadequate processes.
• Becoming addicted to the process rather than results.

Here are two examples:

• One of those distracting messages leads you to buy the latest and greatest technology. It uses up your capital resources, and you then hesitate to purchase the fundamental instruments, equipment and materials that your organization needs to perform at its best. If you were to live this all over again, you would have made a different decision. If you are clear that your strategies and budget are designed to get you to your destination, you can discipline yourself to refrain from such impulse purchases in the future.
• You read an article or talk to a colleague who is trying the latest hottest strategy for practice building. It is in conflict with everything that you have said that you believe in and hope for. You wonder if you are doing the right thing. Your doubt leads to team confusion and disillusion. This is getting you nowhere. Now you find you have to go back and clarify your vision, mission and values to reset your strategies, systems and processes as aligned steppingstones to your destination. With determination and hope, you can and will refocus and get back on track!

Keep Hope Alive

Breaking promises is exhausting and energy stealing. It builds resentment and degrades hope.

Our organizational brand and our effectiveness as a leader are about the promises that we make and keeping them. I firmly believe the first and last task of a leader is to keep hope alive…the hope that we are finding our way to a better place. That place is the destination we call our vision!

Until next week and Part 5

After my presentation on High Engagement Leadership at the September 2019 Pankey Annual Meeting, a few people asked me about a term that I used in the presentation, VUCA. The acronym VUCA stands for volatility, uncertainty, complexity, and ambiguity—the challenges that we face in today’s world. The term originated in the late 1980s from a thought leader named Warren Bennis. Bennis was known for shaping the concept of authentic leadership, which at its center is the value of being true to one’s self.  

VUCA = Volatility, Uncertainty, Complexity, and Ambiguity 

Complexity in our culture and rapid change are our challenges as leaders. How shall we use all our creative gifts and talents to develop as leaders and influencers in a world that thrives on VUCA? 

The answer might be to start by deepening the trust we have in ourselves. Our ability to navigate through the noise and distractions of today requires high trust in self and a willingness to believe that others will follow us. 

In his recent book ‘Deep Work‘, Cal Newport describes the value of quiet focus in a formula defined by Adam Grant:  

High-Quality Work Produced = (Time Spent) X (Intensity of Focus) 

Slowing things down and eliminating the distractions around us can increase our productivity exponentially. As with exercising, when we commit to uninterrupted focus time, we tend to develop a resilience muscle that is strong when times are complex and distracting. When we are more focused and stay calm in our role as leaders, others appreciate this gift we bring to them—and there is likely to be another ripple effect, development of trust in ourselves.  

I was recently rereading one of Avrom King’s essays and stumbled upon the deeply profound statement: “Fear and love cannot coexist; where there is one, there is the absence of the other.” 

I have discussed in the past that the central intention of L.D. Pankey’s interpretation of the phrase “quid pro quo,” was love.

And when I use love here, I am referencing M. Scott Peck’s definition: “The will to extend one’s self for the purpose of nurturing one’s own or another’s spiritual growth.” 

Note, that this definition has a “quid”—the giving of the self, and it has a “quo”—the spiritual development. The “first” (the quid) begets the reward (the quo).  

Dr. Pankey famously demonstrated this “first” principle when he elected to not quote a fee at the beginning of his treatment process, and then at the end of it, asked the person to pay him based on their perceived value of what he had done for them. Think about that for a moment, because to act in that fashion requires a tremendous amount of courage and self-confidence.  

Do you think that you could ever get to a place in your life where you could act in a similar fashion…to give freely of yourself in the very best ways possible, and then risk the possibility that the receiver of that gift might not appreciate everything you have done for them on an appropriate level? 

There is only one reason why Dr. Pankey could do this. He had an attitude of abundance which radiated through everything that he did. And as a result, others believed in him and followed his leadership to discover a better place for themselves. In other words, Dr. Pankey’s love for others led to their spiritual development, which then led to him being appropriately compensated. 

I am not suggesting here that you should stop quoting fees to your patients. I think most people need to know fees (or at least fee ranges) to be able to successfully manage their personal budgets, but I am suggesting that you learn how to give generously on the front end of your relationships with people without an expectation beyond appreciation…because if you can’t earn their appreciation, you can’t really earn your fee. 

Now, back to the Avrom King quote. “Fear and love cannot coexist; where there is one, there is the absence of the other.” You can’t successfully take this risk, unless you, like Dr. Pankey, possess an abundant mindset, so are therefore capable of loving (in the M. Scott Peck sense) your patients? 

That capacity comes from within. We can’t facilitate growth and development in others without simultaneously facilitating it in ourselves. 

Reactivity is hard-wired into all of us!

By definition reactivity is an autonomic function related to a perception of threat. When pressure and stress go up in a busy dental practice, reactivity tends to raise its ugly head.

Knowing Yourself is Hard Work.

From experience I know that seeing reactivity in others is usually easier than seeing it in myself, but I’ve learned to periodically focus on my emotional situation. I’ve learned that one of the best practices I can strive to embrace is to become a “step down transformer.” This means I focus on being someone who converts high-voltage, low-current power into low-voltage, high-current power. By taking in all of the energy and refocusing it in a positive and more relaxed direction, patients and team members are apt to feel better.

In the presence of ongoing stress—which easily produces an undercurrent of anxiety and reactivity, being less anxious will help others be calm. Stop and observe what is going on in your practice emotional system. Respond calmly and thoughtfully to allow time for others to reboot.

Your team and patients want you to be their guide.

As you work on yourself, you will see how much they appreciate the model of calmness you give them. By leading with calmness, you are creating an environment in which people can be their best and feel competent. Now, that’s leadership!

Once you want to be a leader and you know yourself well enough, you’re ready to move on to helping others effectively. We have already taken a look at the first two parts of Dr. Rich Green’s leadership definition:

“A leader is a person…

Willing and Able

To influence behavior;

Their OWN FIRST

Then others

To a preferred future.”

-Rich Green, DDS

Leading Others

Building on our willingness and ability to influence behavior (our own first), now we will talk about leading others. It is by leading ourselves well that we “earn the right” and have the highest capacity to lead others.

I’m going to use the four essential areas I discussed in the previous blog as a framework for discussing our leadership of others.

Let me start by saying that we can train someone to assist us or do a great job greeting our patients, or to do stellar financial arrangements, etc. But when we hire, what we really want to look for is someone who has similar values and is inspired by our vision and purpose.

If we are clear about our own values, vision, and purpose/mission, which means we have done our own work to get clear, we will know if our prospective employees are a good fit by asking questions.

If we already have employees and are in transition, meaning we are changing our practice and/or doing work to get more clear on our values (what the practice is about and where we’re headed), we have an opportunity to be in constant conversation with those around us.

The people around us – in this case our team, specialists, lab technicians, and patients – want to know what we believe in and what we stand for. People are hungry for connection on that level.  

Influencing Others

Now let’s look at the four areas I discussed previously and how they help us in our ability to influence others:

1. Our competency and skills.

What we are doing and how we are doing it models for our team what we expect and what we are about. When our team feels competent and skilled, they feel confident and pleased about the quality of their work.

Especially in a high level practice, taking our team to CE and taking the time to work with them on their technical skills as well as communication skills is vital to their success. Most of us know this and probably do this pretty well already.

2. Knowing how we are wired helps us understand how others are wired.

The patterns, beliefs, and behaviors are not the same, but knowing that we have all been programmed and that this is part of the human condition helps us have compassion and a deeper understanding of how people tick.

Remember, most of this programming we were either born with or was “installed” from 0-7. In some way, even if it doesn’t make sense, we all do what we do in order to feel safe, loved, competent, and a sense of belonging. Knowing this gives us compassion for why people do what they do. 

3. Emotions

Being able to be with our own emotions allows others to be with theirs. As we model this and help our team learn it, they will increase their capacity to be with their own emotions and those of others.

Empathy is one of the most important skills to have as a healthcare provider. We have the opportunity to be the leader of this in our practice and in our life. When we work with humans, we work with their emotions and experiences (whether we like it or not).

4. Knowing and owning our truth.

This is an empowered and empowering place to stand. When we own and are clear about our truth, our desires, what we stand for, and what we are about, we can lovingly set boundaries and make clear decisions.

This also helps us honor others as they stand for what they believe. Once we are clear about these things for ourselves, we have an opportunity to share them with our team so that we are all moving toward the same preferred future, which we’ll talk about in the next blog.

Stay tuned …  

This is a continuation of a series of blogs exploring what it takes to become the leader you want to be. It’s all about breaking down Dr. Rich Green’s brilliant definition of a leader:

“A leader is a person…

Willing and Able

To influence behavior;

Their OWN FIRST

Then others

To a preferred future.”

-Rich Green, DDS

Know Thyself

In the previous blog, we looked at willingness and ability to influence behavior. The next piece of Dr. Green’s definition is “Their Own First.” Our ability to influence others starts with our ability to influence ourselves.

Just like our patients, we often “know” what we should do and even how to do it, but then we don’t do what we know we should. So, how do we influence our own behavior intentionally?

This is sometimes the hardest part. I believe it starts with “know thyself.” Dr. Pankey placed “know thyself” at the top of his Cross of Dentistry for a reason. I have observed (and experienced) that in general, dentists focus most of our attention and efforts on knowing our work and applying our knowledge.

Here at Pankey, we also focus on knowing our patients. But very few dentists, or humans for that matter, focus on really knowing ourselves—what matters to us, why it matters to us, why we do what we do, and what’s truly creating our results.

If we put attention and effort into knowing and growing ourselves first, our ability to lead others is exponentially improved. Here are the areas I believe are imperative to this:

Essential Concepts

1. Our competency and skill level is of course important. We do need to know what we’re doing.

Depending on our business model, it’s important that we are competent in these areas: clinical skills, how to run a successful business, and communication and relationship-building. We should continue to grow in each of these areas.

2. A basic understanding of how we are wired is crucial because this is where much of our behavior comes from. Each of us is a blank canvas from age 0-7. We are programmed during those years. We learn survival skills and form beliefs that shape our model of the world.

It is very helpful to understand how this shapes our world and how it drives our behavior. We can become aware of and change our programming with work and practice.

3. The ability to be with our emotions (and those of others) is also of utmost importance. As humans we have the ability to let emotions move through us. Not only that, it is vital and healthy to do so. Emotions have useful information in them as well.

4. The fourth area I’ll call ‘knowing your truth.’ This is the connection to your heart and soul. If we grow our clarity and trust in this and our worthiness of having what we desire, this will take us further than anything else.

What do you believe in your core? What matters most to you? What’s your purpose? What do you desire?

I hope this blog has convinced you that it is a worthy, worthwhile, and noble cause to spend time getting to know yourself better. Only by knowing ourselves can we really know others at the highest level. Then it is our honor and privilege to be able to influence them, which is what we will talk about in my next post …

I have heard many dentists say in one way or another that they are not leaders or don’t want to be. It feels to many of us like a big responsibility. Some would rather abdicate this responsibility as leaders in the dental practice (or life) because it can be hard.

Leadership & Growth

My favorite definition of a leader is from Dr. Rich Green:

“A leader is a person…

Willing and Able

To influence behavior;

Their OWN FIRST

Then others

To a preferred future.”

I started my own practice from scratch, owned it for 20 years, recently sold it, and now work in the practice part time. As the primary leader for so many years and now as a co-leader for 4, I know how hard it is.

We have a lot of other urgent and/or important things pulling for our time and attention. Even though growing and practicing our leadership is vitally important, it is seldom urgent, so it’s easy to put seemingly urgent things ahead of it.

But I would assert that leadership is ultimately the single most important tool we have to help us achieve success and happiness.

Willing and Able

As Rich says in his definition, a leader is a person willing and able to influence behavior.

The definition of willing is:

1. Ready, eager, or prepared to do something.

2. Given or done readily.

The definition of able is:

1. Having the power, skill, means, or opportunity to do something.

2. Having considerable skill, proficiency, or intelligence.

Let’s be honest, these definitions are a little bit daunting. Here’s the thing, leadership is a commitment that we “live into.” 

Feedback and Action

We learn leadership as we go. We will likely never feel 100% ready, eager, prepared, skilled, proficient, and intelligent at it. We shouldn’t constantly comparing ourselves against some ideal.

We must notice where we are and make strides toward where we want to be. We must also keep showing up, leading, and getting feedback about what’s working, what’s not, and where we had the impact we intended to have and where we didn’t.

It’s not as important what the feedback is as what we do with it. Many of us who were born, bred, and raised perfectionists have learned to focus mostly on the negative feedback. Then we beat ourselves up with it and defend or make excuses about why we did what we did.

Feedback can be really hard to hear … Part of being a great leader is learning to hear the feedback and looking to see what feels true and what doesn’t. We have to to see what created that result, even if it’s something we said and/or did (all without beating ourselves up).

And then, if there’s something that needs work, do the work to shift it so that things are better next time. We’ll be talking more about that in my next blog. Another part of being a great leader is to notice, acknowledge, and own even small improvements and to really celebrate when we (and others) do something well. So, are you willing and able to influence behavior? Even when it’s hard?

If we want to be intentional and impactful as leaders, it definitely takes willingness and effort to grow our ability. I have found that it is the most rewarding work we can possibly do!

We’re actually influencing all the time anyway, so wouldn’t it be wonderful to do so intentionally?

What is trust and why does it matter in the relationship-based practice? 

Writer and public speaker Steven M. R. Covey says that trust is the one thing that changes everything. Trust lives at the intersection of competence and character. In other words, great skills alone are not enough because you might use them to benefit yourself and not your patient/client.

Trust in Relationships

Character alone is not enough because you might not be able to deliver great clinical results. When character and competence are both present, then what is possible within that professional relationship becomes different.

A strategy to establish and build high trust working relationships in a professional practice is equally as essential as developing high clinical competency. In fact, they are synergistic and will provide energy for one another.

Trust then is not just a philosophical construct. It is not just a means to bring your personal mission to life. It is also a critical business strategy in building a relationship-based professional practice. This is the face of the trust that lives between a dentist and their patient.

Strong Leadership

Much research has shown observable trust to be the number one factor in a patient’s decision to trust the practice as a whole and the dentist in particular. This is simply a measurable function of leadership and the culture that results when great leaders are at their best.

A high performing leader will have strong relating competencies, high integrity, courageous authenticity, self-awareness, and a focus on achievement. These competencies will attract like-minded team members, establishing a culture of respect, appreciation, accountability, and trust.

When this happens, trust will flow in both directions and be visible and experienced by all. This entire process is nonlinear. It is very interdependent and, by necessity, simultaneous. Much like each biochemical system in a cell is necessary for proper cellular function, each complex biochemical unit is also necessary for the other systems to form in the first place. Together, they ensure the entire cell functions properly.

Similarly, while the dynamics of respect, trust, appreciation, and accountability are essential ingredients to establish a healthy practice culture, they also rely on one another to sustain a successful system. They are necessary for the entire practice to function at its best.

Check out this article for quick and easy body language tips that develop trust! What’s your take on this oft-debated topic? 

Trust is a central facet of human interaction, one that cannot be ignored in a dental or business setting. This blog reviews some interesting concepts on trust from Oxford professor Rachel Botsman: 

Trust: Known and Unknown

Botsman is a thought leader and significant contributor to the current conversation surrounding the role of trust in our personal and business relationships as well as our culture. She says that trust lives in the unique tension between our hopes and fears. It is about vulnerability and expectations.

Trust acts as the bridge between the known, where we are comfortable, and the unknown, where we are fearful. She defines trust as, “a confident relationship to the unknown.”

Similarly, when we enter into a relationship with a patient, there is a great deal unknown to them concerning their dental condition. They don’t necessarily sense what is required to establish good health, function, and esthetics.

A Relationship Strategy

According to Botsman, in developing our strategy of building high trust relationships, our goal should not be to build more trust. Our goal should be to become more trustworthy.

The established science of trustworthiness says that it requires high levels of competence, reliability, benevolence, and integrity in our life and practice to be present and experienced by others. Integrity, or aligning our intentions with our actions, is the most important.  

That same science says that real trust takes time and friction, at least some minimal friction, to establish. When a relationship is established seamlessly and instantly, there isn’t even the time and opportunity to ask the question: “Should I trust this person with something that is important to me?” That is the minimum amount of friction required.

Many organizations and a significant amount of behavioral research conclude that the strongest relationships are those that have experienced a problem and found a way to reconcile the issue. In other words, friction strengthened the relationship through solving the problem.

Have you listened to or read anything by Rachel Botsman? Join the conversation below … !

Our behavior directly influences the results we see in our life and career. In the dental practice, recognizing the need for conscious change and following through requires true self-discipline.

We all know what we need to do to improve our situation, whether that be in working on patient care or engaging in more education. The hard part is that even once we’ve gotten the information we need, we still have to implement change consistently.

Conscious Change & Practice Success

Discipline goes counter to human nature. In the practice, we know we should always be on top of things like scheduling a patient’s next hygiene appointment or asking the patients we trust most for referrals. These are the behaviors that require diligence and more attention than we may have on any given day.

It’s not easy to change. It’s not easy to commit to using intraoral cameras more often or anything else you have as a goal. The difficulty lies not in an individual failing, but in the structure of our brain.

Conscious change is a fight against our natural inclinations. It requires holding ourselves accountable to the behavior changes we want to implement.

Self-Doubt and Commitment

We also have to face the self-doubt that comes with change and handling any hiccups that occur. It’s painful to make mistakes, but even more painful to stay mired in old, stale behaviors.

One thing that helps is transparency and being held accountable by an external source. Project management software already does this well. It keeps track of our successes and failings for us.

We should be using this tool to identify our weaknesses and thereby improve our results. Once we notice what behaviors aren’t driving success, we can replace them or find avenues toward heightened performance.

How do you support behavior change in yourself? Let us know your thoughts!