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I Don't Want To See My Staff in Bikinis Joe Steven Jr., DDS

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One of the most challenging demands of running a successful practice is the management aspect, especially staff management. Most dentists lose more sleep over their management problems with staff than problems that arise with their patients. That's something dental school never prepared us for.

After 33 years of practicing dentistry, and 23 years of presenting seminars and visiting with dentists and staff members all over the country, I've learned quite a bit about managing a staff for the optimum benefit of everyone. And you know what? There is not just one way to do it! I really believe there are two distinct philosophies that need to be understood for the aspiring manager. We, as business professionals, should make a conscience decision about our individual management style just as we do when we consider selecting our office software program or any other major purchase. It really is the most important decision we make that will affect every aspect of our business.

The main management style that we read about in most business books is the typical "MBA" model – a stricter, more professional environment that is monitored closely. These managers have the discipline and take the time to manage their employees on a daily basis. They hold staff members accountable regularly and don't tolerate frivolous staff performance deviations.

The other model that we are usually advised against is the "laid back," more casual style of management that involves developing employee-employer relationships that might even be called friendships. Most advisors disagree with this approach, warning you of all kinds of dangerous traps that can befall you if you become friends with your employees.

The MBA approach is the model that most dentists try to follow. Some don't accomplish it properly and others master it perfectly. I have a very good friend who has an extremely successful practice who could write a book about effective management. He operates an exceptionally professional office with long-term employees and enjoys an income among the top one percent of dentists. In one of our lengthy long-distance phone calls, he seemed amazed about all the things that I do with my team. He said, "You've taken them to Las Vegas, Cancun, cruises, shopping sprees, etc. I've never taken my staff anywhere out of town. You have them over for pool parties. Actually, Joe, I don't want to see my staff in bikinis!" He caught himself and quickly realized how that might have sounded. He immediately came back with, "No, don't get me wrong. Some of them would look great in a bikini; I just don't want to see them in that environment!"

My friend runs his office as a very smart business professional should. His staff always addresses him as doctor in and out of the office, and he and his partner refer to each other as doctor also. He goes to work in a suit and tie, takes off his jacket and puts on a professional lab jacket. He monitors and manages his staff in a timely manner, and doesn't tolerate any trivial relationship problems in the office. He constantly takes continuing education courses and is always implementing the latest technologies into his office. Simply put… he takes care of business all the time!

I've known and respected quite a few successful dentists who have done well due to their very professional management style. On the other hand, I know far too many dentists who attempt the MBA approach but for various reasons fail in reaching their goal of a smooth-running, highly profitable office. Many of them don't have the discipline or don't take the time to manage properly, and therefore do not get the results they had hoped for.

My friend's practice is very comparable to mine in profitability, yet different in many other aspects. I go to work in jeans or shorts, and change into my scrubs (my friend calls them pajamas and teases me saying I can't sell high quality dentistry while wearing pajamas). Many times my staff slip up and call me Joe in front of patients. There is much laughter and sometimes boisterous conversations that take place in our office that some would deem "unprofessional" if that happened in their offices. And yes, I'm guilty of not having regular staff reviews like I'm supposed to according to the experts.

There are many other dentists out there who do not have the discipline or the skills to be a great MBA manager either, or else they simply don't have the time. But there is hope out there because the MBA approach is not the only way to go. MBA management philosophies of the past don't always work for everyone in these current times. Today's employees are totally different than previous generations.

Unfortunately, the strong work ethic that was prevalent 40 or 50 years ago has rapidly been eroding away which makes it more and more difficult to manage staff. The general work population demands more than ever before while reluctant to put forth the effort that is needed.

That's why I'm convinced that most of us should be altering our management philosophies for a more effective and enjoyable style of management of our teams. I firmly believe that it's much easier to motivate staff members, create loyal and dedicated employees and receive 110 percent effort from them when we become a little more "laid back" in dealing with our staff while spending quality time with them outside the office.

I try not to hire anyone who I could not enjoy as a friend. Working with friends is more enjoyable for me and better for business. I want representatives of my business to be loyal, dedicated and eager to please. That's the main benefit behind this management style: it develops employees that are anxious and willing to go that extra mile for the doctor. That's the most difficult feat to accomplish with your staff with the conventional MBA approach. But, it takes going that extra mile to reach the top.

To avoid the often warned about pitfalls of "becoming friends with your staff," you have to have good systems in place. If you don't, you are likely to set yourself up for being taken advantage of because of this more casual approach. If good systems are in place with explicit job descriptions, monitors, policy manuals, etc., then potential problems are dramatically reduced. Please don't make the mistake of attempting this management approach unless everything is in order.

I meet some of the nicest and most successful groups at our meetings. The common thread with these offices is that they enjoy each other and have fun outside of the office while attending continuing education courses. These doctors realize the importance of traveling as a group because it almost always improves the team camaraderie that ultimately benefits the office. We enjoyed a trip to Las Vegas last year. We stayed at the Mirage and had a fantastic weekend including a show and a couple of dinners together. It's hard to put a price tag on the benefits that our team gains from these outings. Yet, there are many doctors who can't even justify treating their staffs to lunch every now and then.

One thing I really like about these trips is that it's not just a weekend event. No way! For some of our trips like the one to Puerto Vallarta several years ago, the excitement began six months prior while everyone was planning and preparing for this well-deserved vacation/seminar occasion. And then of course, there were the typical dieting goals and shopping extravaganzas in preparation for the big departure date. Even after that trip, the staff was still hyped up and talking about it for weeks on end.

Something that has tremendous untold value is the effect that it has on our patients when they find out from the team about these trips. They are genuinely excited for them and think they are working for the "best boss" around! We've got another seminar/ cruise trip planned for our team in February to Key West and Cozumel where Dr. Mark Troilo and I are doing another Team Dynamics seminar. The excitement is already building!

What's more important? Going golfing with your banker or your staff? A day of golfing and having a good time with your staff can net a much higher profit than a good deal on a small loan that you might get from your banker. Plus, it's a heck of a lot more fun! Years ago, we all went out for a round of golf and had a fantastic time on a beautiful Wednesday afternoon. On the first hole, I switched balls with one of the staff. We about died laughing as she pulverized the trick exploding ball. A round of golf: $300. Lunch and beer: $160. The look on Jeanine's face and the ensuing laughter and team building: Priceless! That's just it… you can't put a price on the benefits that are gained by truly enjoying your staff outside of the office! Have fun with your team and you'll see why they are your most valuable asset!
Author’s Bio
Dr. Joe Steven graduated from Creighton Dental School in 1978 and has been in solo practice in Wichita, Kansas, up until June, 2007 at which time his daughter, Dr. Jasmin Rupp joined him. He is president of KISCO, a dental products marketing company, providing "new ideas for dentistry," and is the editor of the KISCO Perspective Newsletter. Dr. Steven, along with Dr. Mark Troilo, presents the "Team Dynamics" seminar. Dr. Steven also presents three other seminars: "Efficient-dentistry," "Efficient-prosthetics" and "Efficient-endo." Dr. Steven also provides the KISCO Select Consulting Program to dentists in the form of a monthly audio CD recording. He also offers a coaching consulting program called the KISCO's 21 Club. Contact info: jsteven@kiscodental.com; 800-325-8649; www.kiscodental.com.
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