Dental Tribune U.S. Edition

Practice Matters DENTAL TRIBUNE | September 20116A to fall well below its full potential. Conversely, Dr. Berenson’s prac- tice is lined with mediocre perform- ers, most of who are convinced they are the “American Idol Superstars” of the dental team. Dr. Berenson has made these “superstars” herself. If there are issues or concerns with an employee, Dr. Berenson gives a little hint here and there that maybe a few things could quite pos- sibly be ever so slightly improved. All the while, she is extra careful not to be too specific about anything so as not to offend the staff member who just might get mad and — heav- en forbid! — walk out. The employees all go along assuming everything is fine and believing they are effective and contributing members of the team. Meanwhile, Dr. Berenson is con- vinced that if she keeps dropping hints, the staff will figure it out and take steps to improve their perfor- mance. Nothing ever changes, except the percentage of lost revenues, which only increases. In reality, hints and subtle clues are not feedback any employee is likely to act upon. Turn feedback into profits It is the interesting irony of many dental practices that employees do not give each other feedback because they fear they will cause conflict. They don’t communicate frustrations or irritations because they want to go along to get along. This is the double-edged sword of politeness. Employees who are overly polite to the point where they will not address issues that need to be dealt with are, in actuality, being dishon- est. They are engaging in destruc- tive passive-aggressive behaviors that create conflict. A system of effective feedback is much like a system of proper oral health care. Specific steps must be taken daily to ensure the health and vitality of the group. For example, verbal feedback can be given at any time, but it is most effective at the moment the employee is engaging in the behavior that you either want to praise or correct. If “Abby” at the front desk man- aged to expertly convince the diffi- cult “Mr. Denney” to keep the crown appointment that he wanted to can- cel at the last minute, tell her; and do so publicly. Similarly, if her han- dling of a situation is not consistent with practice goals and objectives, explain to her constructively how you would like for her to address similar situations in the future, but do so privately. Positive feedback and pats on the back should be given publicly. Constructive criti- cism should be given privately. Choosing to avoid opportunities to give employees feedback is like choosing to help them to fail. That being said, this street runs both ways and employees must be willing to accept feedback and take action on it. In reality, if employees are open to it, feedback is all around them from colleagues and patients. The key is to take the feedback and turn it into positive action. Consider how you respond to sug- gestions and comments from those around you. Are you defensive? Do you take it as a personal affront? Are your feelings hurt or do you become angry when someone recommends doing something a different way? Do you dismiss feedback because you don’t like the person giving it? Instead, separate yourself from the action and look at feedback as an objective view of a particular task or procedure and, most importantly, as one of the most essential tools you can use to excel. The best way to become comfort- able in receiving and acting on feed- back is to ask for it. We are incapa- ble of seeing ourselves as others see us, which is why being open to feed- back is essential in achieving our greatest potential. When receiving feedback, make a conscious deci- sion to listen carefully to what the person is saying and control your desire to respond. In other words, resist the urge to kill the messenger. Ask questions to better understand the specifics of the person’s feedback. If the indi- vidual giving the feedback is angry, ask him or her if you can discuss the problem when you are both calmer and can avoid responding emotion- ally. AD f DT page 4A Do you become angry when someone recommends doing something a different way? Do you dismiss feedback because you don’t like the person giving it?