LEADERSHIP - How to Achieve Excellence without Micromanaging Staff
- You've already taken the FIRST STEP to become a better leader - you're willing to admit that YOU need to get better. (That alone took me years to realize.)
- You’ll need to APOLOGIZE for "being on their case". Admit that you're new at this and you're still learning how to lead a practice and you need their help at getting better.
- First, it claims responsibility for past mistakes.
- Second, it announces your commitment to change
- Third, it works as an agreement between both parties. When you apologize, say the words, "I'm sorry. I'll try to do better." Then say nothing else! DO NOT qualify your behavior or make excuses for your actions.”
- You said, "I do get frustrated when we have talked about systems and they miss stuff." Remember, when you're implementing a new system, you are changing a habit. So, training ALWAYS requires retraining. BE PATIENT. My favorite phrases are – “Remember when we talked about . . . (then remind them of what was discussed)”. Or, “Next time, will you . . . (then describe the desired behavior).” No one can change the past, only do better in the future.
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According to research, one NEGATIVE COMMENT requires 5-10 positive comments to make someone feel "back to normal" (so use them sparingly). Complements should be IMMEDIATE and SPECIFIC. It's not "good work". Rather, it's, "You handled that difficult child SO well. Thanks!" or "I really appreciate how you . . . (then mention the specific thing)."
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You'll accomplish so much more thru a PARTNERSHIP with your staff than thru micromanagement. Treat them as if they're your orthodontic residents and you're their faculty. How would you treat them if this were true? How were YOU treated when you were first learning orthodontics? Assume that they're doing the best they can at this moment.
- Recognize and encourage progress. Do set HIGH EXPECTATIONS, but also provide HIGH SUPPORT (which includes many supportive comments). Successful practice is a marathon, not a sprint!
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Author
Dr Rick Steedle
Dr. Richard Steedle has written numerous articles and lectured internationally on the management of a well-run private practice. In addition to more than 25 years of private practice experience, he is also Adjunct Professor at the University of North Carolina at Chapel Hill where he developed a three-year curriculum on Practice Management.
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