“The right people don’t need to be tightly managed or fired up; they will be self-motivated by the inner drive to produce the best results and to be part of creating something great.
…Great vision without great people is irrelevant.” - Jim Collins
It’s not like you have only one chance to get this “right.” But it helps to make the “right” human resources decision to prevent unnecessary problems as a Dentrepreneur®?.
Volumes have been written, trained, and lectured about managing your most vital organizational resource. What is that you ask?
People, of course!
Not just any group of people. But the “right” people.
Jim Collins calls it “getting the right people on the bus.” And he stretches the idea by challenging you to make sure they’re in the “right seats.”
Your journey to success as a Dentrepreneur®? is not yours alone. Think that, worse, lead your organization that way and you’ll strand your vision roadside.
You succeed as a Dentrepreneur®? to the extent that you surround yourself with “right” people resources. TWEET THIS
Is “right” a step beyond “great?”
It’s easy to assume as a solopreneur or Dentrepreneur®? that a great dental group must include great people. We’ll define “great” in this context as being generally dependable and corporately dedicated.
You know that a partner dentist, a front-desk business assistant, a dental hygienist, a dental assistant, or a lab tech that shows up and does their work daily is considered an asset. How could you consider such an approach anything less?
There’s something more important.
It has to do with their sustainable “rightness” for the organization, their role, their location in your enterprise, and a few other key factors.
The easiest thing to to when evaluating their place and performance is at the incentive and benefit level. After all, employee performance and satisfaction is about bucks-and-bonuses right?
Yes, in most flat organizations. But not the scalable, fluid one you seek to build as a Dentrepreneur®?.
There’s more to leading, managing, and incentivizing a team than mere trips and trinkets. TWEET THIS
In fact, evaluate your last quarter or five purely by how much performance increased at each departmental/clinical level as the result of some form of compensatory “carrot-and-stick” motivation.
Perhaps you’ll find that people perform better and more proactively in your organization when there’s less carrot-stick incentives.
This gets more done
Less gets accomplished by your team when performance is frequently motivated by incentives. More gets done when your individual team members know their value to the organization and focus their energy to accomplish their specific work.
Energy and specificity are two essentials to human resources success.
Energy is satisfaction, sustainable growth, and superior support. Specificity is knowing your role, your unique contribution to the group’s vision and success, and owning the outcomes that you’re responsible for that no one else is.
“Right” people in “right” roles. It’s a fundamental H/R decision you will face sooner rather than later in your dentrepreneurial culture. TWEET THIS
The culture equation is something we’ll discuss in future content. Plus, it’s a vital part of our Know-Grow-Scale approach to your success as a Dentrepreneur®?.
Stay tuned…but for now…
Implement three scalable priorities for making the right H/R decisions
1-Hire with confidence
It’s about seeking and keeping. As in seek the right people and invest your best resources and growth opportunities in keeping them.
Employee retention has much to do with their value-driven connection to your dental group culture. TWEET THIS
2-Change or re-arrange
Be unafraid to admit you’ve made a hiring mistake. Before you make a “cut” evaluate the real issue.
Is it performance or placement? If it’s performance, have you adequately clarified their role?
And if it’s placement, can you find a “seat-on-the-bus” that’s better suited to them. Perhaps they’ll be happier, more productive, and their performance will rise.
3-Follow opportunities instead of chasing problems
Right people create and move toward opportunity. Give them permission to do so. TWEET THIS
Give more attention to opportunities than you do preventing problems or attacking problems. If problems outnumber opportunities in you organization it could be time to evaluate.
Want help finding, leading, managing, leveraging your human resources challenges as a Dentrepreneur®?? Contact us to discover how our Know-Grow-Scale strategies can improve your team and dental group growth.
Sources:
Jim Collins, Good to Great-Why Some Companies Make the Leap…and Others Don’t, p42