Does it seem like there are communication troubles in your practice? Spoiler alert: That usually has to do with accountability. Kiera and Dana riff on why creating an accountability ladder a) isn’t as difficult as you think, and b) will save tons of time, energy, and money.
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Transcript:
The Dental A Team (00:00)
Hello, Dental A Team listeners. This is Kiera and I've got the one and only Dana back with me today. I wanted to podcast with Dana, so I ? maybe selfishly took her for two podcasts today. So Dana, welcome back to the podcast. How are you today?
DAT-Dana (00:12)
Doing pretty good, I'm ready for round two.
The Dental A Team (00:15)
Good. I do love podcasting because Dana and I were just able to rift and jive and it's fun. I think when you work with people for quite a while and you both have a ton of passion, makes podcasting very easy. So Dana, I wanted to just kick us off today on, I think, accountable teams. I think accountability is a buzzword in practices and people might be like, womp, womp, accountability. But I'm going to say like, no, it's not womp, womp. It's a, if you don't have accountability, your team is freaking chaos. And yet I think
offices don't want to have accountability and then we're going to do a pivot of like what happens if your doctor doesn't want to be accountable. So tune in. I hope you guys are ready. We're going to dive into it because it happens and I don't just think it's teams that aren't accountable. It's also doctors that aren't accountable. Like what do do because if accountability is such a like ick and issue and constant stressor for everybody. Well, like what the heck? Like how do we, how do we fix this and overcome? So Dana, let's dig in. Let's talk about like
I'm gonna just walk us through. It's gonna be a short rift today, but walk me through like, we get new offices. And I found that usually the number one issue they have is communication, which usually leads down to accountability. That's at least what I find. But I think that it's like, well, where do you start and how do you know like, is my team accountable? Is it not like, what do accountable teams look like? What do accountable teams not look like? Walk me down through like what you see in the practices you consult.
DAT-Dana (01:35)
Yeah, I agree with you. It typically will come down to communication. And so when I talk to a team about accountability, I always say, there's accountability ladder, right? So we have to hold ourselves accountable first, right? Then we've got leadership team to hold us accountable. And then we've got practice owner typically there at the top. But there's always a caveat to that. And that is it has to be seen from the top down. So yes, we have to hold those lines. We have to follow those ladders as far as the chain of accountability. But
the tone for accountability is set from the top down. So if we don't have an accountable practice owner, we're probably not gonna have accountable leaders, which means we're not gonna have an accountable team. And so that's usually how I kind of open that discussion and that it does really come down to communication and some personal integrity, right? If we say we're gonna do something, do it. And if we notice that somebody isn't, have the conversation. So like you said, it really truly comes down to 100%.
of communication ? and clear expectations.
The Dental A Team (02:39)
Yeah. Gosh, Dana, like I love the accountability letter. Thank you. I have not heard that from you. So I think that's a fun, like you're right. It does start as you. And then it goes to your leadership team or your direct manager. And then it goes to the practice owner. And as you said that, just thought like, my husband and I were chatting the other day and something Jason, hi, I don't know why I do the things I do half the time. Jason and I were watching love is blind. So we decided to say like, okay, if we were in the pods, what questions would we ask each other?
And Jason, think Jason is a very, uh, he hears what's not being said. And Jason said, I would ask the question of what things are going to make it really easy to be in a relationship with you and what things are going to make it really hard to be in a relationship with you. And I was like, that's pretty good. Pretty great question. And I told Jason, I said, like, one of the things for me with Jason is a lot of times Jason, feel, um, tries to kind of like form himself into the relationship he is. And so he'll maybe not say everything a hundred percent the way like,
Like we had an issue and he was like, you know, like, and tried to just like almost sugar coat it for the person. And I, I called JSAO. I was like, Jay, why, like, why, why don't you just say like, I'm sorry. And Jason told me, he said like, well, in this scenario I'm embarrassed because I didn't do X, Y, or Z. And, ? gosh, this is coming from years and years and years of coaching. ? so that's the only reason I was able to see it. And thankfully Jason and I have a very open relationship where like he tells me like the hardest thing for me is like, girl, you gotta let go of control. think Dana would agree.
Like I need to just let go and like trust people like that is my zone. So he will call me out of like care. That's like you're controlling, like just let it go. Thank you. ? and for him, I was like, just having that personal integrity, I know will give you confidence cause I've done it as well. So for example, if I'm embarrassed with something, say like, Hey, I missed that and I'm really sorry. Like I dropped the ball, but even in those small little instances of like, I don't know if like Dana, I was supposed to do a podcast and I messed up with her. It's like, Hey Dana, I'm real sorry. I dropped the ball on that podcast.
You can count on me in the future to do X, Y, Z. And in those small little subtle areas, I think that that's where you start to build personal accountability and confidence. And then like you said, Dana, it then is like peer to peer. And I know it gets weird and people are like, I'd rather not tell my team. I'm like, really? Cause let's just play, let's play the game. We either tell our team members and we have direct honest communication where we're able to have that. Or we sit in artificial harmony where everyone's walking on eggshells. Like you choose me, which practice you actually want to live in. And then that's also going to help us start to have that.
And I do think, Dana, like as consultants, it's really fun to be able to open the floor to teach people like, okay, let's start with ourselves. And like, this is how we're going to have personal integrity. Like you literally say what you, if you tell someone you're going to get back to them by Friday, you get back to them by Friday. And we start with these little accountability check-ins. Like if you messed up, you take ownership for that and you say what people can count on you for. Then we go into like this week, everyone's going to hold each other accountable to one thing. So everybody's going to do that together. Like
We all know everyone's got the floor. We go around the room and ask like, Dana, are you good if people hold you accountable? If they see something and she's like, yes, you get every person to say yes, because now we've got buy-in from the team. We have it. Now they all start to hold to their accountable. And Dana, I guess the question is like, does this really work or is this just consultant theory of like a pipe dream that nobody actually ever gets to?
DAT-Dana (05:51)
? I I truly and honestly think it actually works I think that people just have to be willing to dig in they have to be willing to get a little bit uncomfortable and they have to be willing to work on communication so never am I like okay just freely go and have these conversations right we talk about how to communicate we talk about like have you noticed somebody isn't receiving what you said very well right read body language and understand hey this is what I wanted you to hear it looks like maybe that upset you a little bit
The Dental A Team (06:07)
You
DAT-Dana (06:21)
Can you tell me where I maybe lost it or can I start over? So it really then truly comes down to breaking down communication. And I think that teams that can learn to navigate conflict, that can learn to navigate these hard conversations, I honestly and truly feel like it is doable.
The Dental A Team (06:24)
Mm-hmm.
And I agree with you, Dana, because we've watched it and I have teams, your highest producing less stressed practices are the ones that are accountable. And like you said, it starts top down. So, and what I can count on, and it's always crazy because I can tell if I give a doctor action items within our coaching call, if they get them back to me within the week, I know that team's going to be an accountable team. If that doctor misses every coaching call and gives me excuses every time, I know the team's going to be a struggle.
and the doctor's going to blame the team and say, team's not accountable. And Dana and I have the really fun job of saying, well, let's first work on action items with us. Because if you can get to be like, if you tell me you're going give this to me by Friday, I'm going to expect you to get it to me by Friday. Because it's those small micro integrity pieces that I feel people don't think are important. But to me, I feel like it's the floodgate to saying, like, do we actually do what we say we're going to do? Or is it just a free for all? Like, we just talk nonsense and it doesn't matter.
And I think owners and doctors, like if you tell your team you're going to produce, you got to produce. If you tell your team that these are the goals, but you're not willing to show up and do it like that, that's a, that's a huge disconnect. Why should your team be pulling when you're not pulling? you can change the goals. You're allowed to change them. That's totally fine, but you can't say we're going to do this, but then you don't show up or I want everybody here for huddle, but then you're not there on time. ? I think teams watch and they mirror and you've got some people that really want to be great.
but doctors and owners and office managers, like I've walked into some offices and front office are like just sitting there eating food and like not answering phones. And I'm like, whoa, I don't know, Dana, could you imagine our team with me? She's like shakes her head no. And I guess Dana, why? Why is that? Because some teams feel like that's totally acceptable. And for you, you know, like I have never said anything. It's not in our rule book. It's not in our handbook. It's not like, what is the difference?
DAT-Dana (08:20)
new.
The Dental A Team (08:33)
that you feel that like, think team members are something. So Dana, what is it? Cause like literally watching you're like, absolutely not. Like you would never talk. You're right. I wouldn't. So I'm glad. I'm glad you know that without me saying it, but what is it?
DAT-Dana (08:38)
Yeah. ?
Yeah.
I think part of it is just ingrained in like our innate culture. And I think too, it's just the way you show up. Like I know that if we are in a team meeting where we need to be paying attention and we need to be on it, like we won't be there eating and you won't be there eating either. ? And so I think that it's just like, we know how you show up. And so
The Dental A Team (09:02)
you
DAT-Dana (09:07)
we know that that's kind of the innate expectation. doesn't have to be said. It doesn't have to be. It's shown to us every day. And so, you know, I think core values can help with that. I think that like, you know, we read passion, present, result, solutions, and I know that part of present is being truly present, right? So I just think that, again, it's you set the tone for those things as the leader of the company. And I don't
The Dental A Team (09:21)
you
Yeah.
DAT-Dana (09:34)
Like you said, it doesn't have to be said. think we just know because that's how you show up.
The Dental A Team (09:38)
for sure. And Dana like, thank you. Thanks for stroking my ego today. And I know it wasn't like a, we did not rehearse this. I literally was like, Dana, you got a few extra minutes because I'll take you. I think that that's for leaders. And the reason I wanted that is because right here you have a team member and an owner sitting on a podcast. I have never once said, I remember I showed up to work one day, we had our little HQ, it's an employee who's no longer with us. And I remember looking at her, she opened the door for me because it was locked and she had like powder sugar from a donut down her shirt. Her hair was
really wild and she did not have shoes on. And I was like, Hey, so, what's going on today? She's like, I didn't expect you to be here. And I said, well, fantastic. am here. And this is absolutely not how we show up ever. Like, and if I ever walk in here again, this will be the change. Like, great. You need to go home and you need to go clean up and come back and like be in a professional setting. You are the leader of our company. And for me, I want to throw up when I have those conversations, I will have those conversations, but then I was definitely like, it's uncomfortable for me.
However, I also think like my job is to make sure our team has a leader that they can count on. And if it's not driving to the standards and expectations that I want, that's on me. And I think what you tolerate in your team is actually what you tell your, like, it's not what you say. It's what you tolerate are your true standards. And so I think when it comes to accountability, look at yourself first and like, how am I showing up? And then look to see it like, what the heck? I remember Britt, it was Britt, Tiff and Shelbi. And they came to me like, Kiera, I feel like our goals.
are so outlandish, like it's almost laughable. And I was so grateful for that date. And probably remember is like what we had as our vision, it was psychotic. And yet all of us were quote unquote following me, but I was so grateful to have a team that called me out of like, here, these goals are not realistic and they're almost deflating. So like we reset and we build goals that like we all agreed to that were stretch goals, but they were realistic. And I think like, I watched our whole culture change. So I think like owners, it's also okay for you to admit when you're wrong.
but it's not okay in my opinion to be like sloppy and messy about it. Like if you say like I messed up, you've got to hold that consistency longer. You need to be the person. And I don't know. I just think of like doctors come and complain to us all the time. They're like, my team's not hitting this. My team's not doing that. And Dana and I have a very nice bird's eye view straight into your real life. And I'm like, well, you're not either. So let's start with you first. Let's change you first. If you want to have these big audacious goals, cause that's what you need. I need you to freaking go diagnose like
I can't do that for you and I need you to go deliver. I can't change that. I need you to be on time when you say you're gonna be on time. So let's start there and then let's go after your team. But I promise you, you fix you first, your team will be accountable. ? I don't know, Dana, thoughts on that from a team or from an owner? I just feel like it's such an annoying thing, but when you get it and you even start making one or two steps, and again, we're not going for perfection, we're just going for progress over perfection.
So one or two little steps where it's like, are on time for morning huddle. Let's start there. Cause I think it's like wherever you're visibly present for me, I start like huddles. Everybody knows like we are on time and if you're not going to be on time, you slack for it. Like we start on time. I don't mess around with it. We end on time. Like if we're on events, everybody will be there right on time. Like it's just like start there even. And then whatever you say you're going to do follow through on that. it's shocking. You start to promise a lot less. So I don't know. Those would be like my quick, like maybe two areas that are very visibly prominent.
And then if you're already doing those, then like move into meetings that we hold on time, then like be realistic with our goals. And if you're going to set KPIs and goals, well, guess what? They look to you to see, are you going to hit the goals every week or are you going to just let those slip and fall? Because whatever you choose to do, they'll follow and that like leads to office managers and team leads too. Like, I think it's one of the biggest privileges and I don't know, privilege slash.
responsibility is to, if I say I'm going to hit these goals and I'm going to hit these rocks, I deliver every time regardless of anyone else does it because then I know I showed up. And then I'm also going to help my fellow teammate rather than me just being the winner to the end. Like I'm going to carry the team with me. I'm going to show up. I think that builds team camaraderie and accountability. But Dana, those are my thoughts. What are your thoughts as we wrap today?
DAT-Dana (13:43)
No, I completely agree with you. think it's just understanding like, start small, right? Just like I know you've used the analogy, I use this all the time going from, you know, I want to work out, so I'm to work out seven days a week for five hours, right? Every single day. So I think that like, yes, I want you to hold yourself accountable. I you said start with morning huddle, then go to your team meetings. we're not moving team meetings. These are super important, right? You coming prepped for them. Yep.
The Dental A Team (13:57)
Yeah. Nope.
and I'm gonna be on time. I'm gonna
get done with my patient on time so you can count on me. How much does that like burn? It burns a team so much. I love when they're all sitting there with their notebooks and doctor is like running and blowing through. And I think like, I used to have this opinion of, no, I'm the owner. Like I can do these things. And then I thought you need to check your ego at the door and realize you are no better than anyone else. And you live by the same standards they do when it comes to accountability.
on time, like if you're going to expect your team to be at a meeting, you are at that meeting. You can wrap up a patient guys, you can. I know it's inconvenient. I know you can do things. like, no, we can't. They're in the middle of a crown prep. Well, guess what? It can happen once every quarter. But beyond that, if you're doing it more than that, then that's an issue with you and your time management. It's not a thing that your team needs to continue to tolerate. And you need to accept that, own that, and move forward. Otherwise your team will forever be unaccountable.
And you can sit here and you can hire every single coach and you can have all the things and you can say we did a great job or we didn't. But if you yourself is not willing to change and grow and evolve. And I think like to me, that's the torch that I chose to pick up by being a CEO of a company. And if I'm not willing to do that, then maybe I need to reconsider my position. And I say that with love. I say that with tenacity. And I say that with honesty, because I think that that's what we chose to do when we signed up for this job. Just like Dana, like she knew sign up for consulting like.
You get calls at weird times of the day and like that's just part of the job. Each of us has parts that we love and parts that we don't love. But to me, I know my team watches what I do and I need to be an example to them.
DAT-Dana (15:40)
Yeah, I agree with you. I think it's how we show up for those parts, regardless of if we love them or don't.
The Dental A Team (15:45)
I agree. And I think that how you show up for the parts you don't love actually says more about your leadership and accountability than how you show up for the things that you do love. So Dana, think, ? I will say as consultants, I think that we helped create this bridge. I also think that we can be a mirror for doctors and doctors you hired us to say the uncomfortable and we're going to. And so I think, realize that when you have a consultant, what they're telling you is said from love and you need to listen and follow otherwise.
The problem, we're not telling you things just for our own egos. We're telling you because you need to move these things forward to get the results you're actually after. And then team members, you said, Dana, I think for everybody, let's see, are we showing up on time? Are we doing the things that we say we're going to do? Even in small little things at home, at work, on our drive, with our family, with our friends, I think every one of us checked that in. If each of us could even level up 1 % better, your whole practice and your patient experience and your accountability of your team will level up. And teens are like, no, I don't want to do it.
I promise you teams, this is so much better than artificial harmony because now you can hold each other accountable, we're accountable and everything just moves like a smooth, like well-oiled machine rather than feeling like clunky and broken and awkward and stress and frustration and chaos. It's your choice. So choose how you want to show up, but I think it starts with you. So Dana, any last thoughts? I appreciate you jumping on today and always appreciate your insights.
DAT-Dana (17:03)
No, no last thoughts. think you hit it. You hit it hard right there at the end.
The Dental A Team (17:07)
Thanks, Dana. I appreciate you being here and for all of you listening. Thank you for listening. Reach out anytime if we can help you with this. Hello@TheDentalATeam.com. As always, thanks for listening. We'll catch you next time on The Dental A Team podcast.