Does the thought of losing one key team member put your office into a spin?
Dental practices rely heavily on experienced team members, and when one or two people become the go-to for every question, task, and problem, it can create a significant vulnerability for the practice. If you worry that your office could struggle without certain team members, you may have a people-dependent office rather than a systems-driven office.
A people-dependent office often has one or two team members who seem to know everything. They understand the processes, know how to handle almost any situation, and are the people everyone turns to when something needs to be done. When there is a concern that one of these team members may leave, the immediate response is often to offer them more money or additional incentives.
Unfortunately, that does not solve the underlying problem.
The solution is to document the systems and procedures throughout the practice so that responsibilities can be transferred smoothly when a team member leaves or is unavailable. When your processes are documented and consistently followed, your practice becomes less dependent on individuals and more dependent on strong systems.
Think about a company like Starbucks. Team members may change frequently, but your experience remains relatively consistent. Even when someone is new, they have systems, procedures, recipes, and training to guide them. The consistency comes from the systems, not from having the same person behind the counter every day.
A systems-driven workplace creates less stress, improves efficiency, increases productivity, and can ultimately reduce expenses.
Without systems, your team is constantly trying to figure things out. Tasks that are completed infrequently can take twice as long because no one is sure of the correct process. Even when you find an exceptional new team member who seems capable of fixing everything, they can quickly become overwhelmed if they are expected to compensate for years of undocumented processes. Eventually, they may become frustrated and leave, leaving you with an even bigger problem.
If you frequently find yourself frustrated with your team, consider whether the real issue is the team or the lack of systems supporting them.
Documenting your systems takes time, but it creates clarity. Clarity creates consistency, and consistency makes it much easier for your team to perform their roles effectively.
You may think documenting every system in your office is a waste of time because team members will not read the documentation. However, having clearly defined procedures gives you something to refer back to when expectations are not being met. Accountability becomes about following the agreed-upon process rather than relying on one person who “knows how everything works.”
Where Do You Start?
There are two ways to approach this.
First, dedicate time each week to documenting your systems. Set aside one or two hours a week for a month and have your team work together to document the key processes in the practice. You may wonder why you would take valuable time away from production to work on systems. The better question is: what would increased efficiency, consistency, and reduced stress be worth to your practice over the long term?
Second, bring in a coach to help. A coach can guide you and your team through the process of identifying, documenting, and implementing your systems. They can also provide accountability to ensure the project actually gets completed. Coaching does not have to mean turning your practice upside down. It can simply mean having someone help you identify where clarity is needed and create a plan to get there.
Take some time to evaluate your practice.
Are you people dependent or systems driven?
If your practice would struggle significantly without one or two key team members, it may be time to start building systems that allow your team to succeed regardless of who is in the role.
Your goal should be to build a practice that is supported by great people and great systems.
