How close are you to having a self-managing team? Do you think it’s realistic or too utopian?

Before we dig into our topic, let’s look at these three powerful statistics that will help gauge your team and where you are in terms of having a self-reliant culture and robust practice.

  • 60% of employees believe that their coworkers are the biggest contributor to their happiness at work.
  • 63% of employees have wanted to quit a job because they feel like poor communication gets in the way of their jobs.
  • 67% of employees would go above and beyond if they felt valued and engaged.

If you’re losing more than half of your staff regularly and think things are getting out of hand, you may want to look into the above realities.

This week’s topic is enhancing culture, notably establishing a self-managing team. So the problem that we’re going to be addressing today is this outdated industrial age carrot and stick management and determining the appropriate management style that best suits your team. Why? Because if you want a healthy, stable growth trajectory over the next five, ten years in your practice, making it a priority to build a self-managing team is good for you, your paycheck, your patients, and your team. 

Tune in and find solutions to common practice issues at  Prescriptions for Your Practice.

Key Quotes:

  • “If they’re [staff] constantly feeling like they should be rewarded or punished for getting in trouble, they’re not going to be even close to their potential — they’ll tend to hide their mistakes, they’ll tend to kind of pad their stats and cut corners.” 
  • “One of the biggest myths in dentistry is — I’m not a good leader because I’m not charismatic. In reality, as long as your heart is in it and you’re really behind the words that you’re saying, you’re very intent to know about where the practice is headed; charisma can be a net negative depending on the situation.”
  • “Happy work means productive work. Yet we tend not to spend a lot of time and energy ensuring that our teams are fully engaged and unified.”
  • “There are about as many different leadership styles as there are leaders.”
  • “There are some team members that if they’ve been with you a long time, they’ve become internal leaders, and you don’t really have to do a lot in terms of management because they’re forced multipliers, and they make other team members better.” 
  • “You can be rigid on the outcome, but you should be pretty agnostic on the path.”

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