One-on-One Meetings vs. Performance Improvement Plans
Few practice leaders enjoy delivering a Performance Improvement Plan, and many struggle to find the time for regular one-on-one meetings. Yet both are important leadership tools, and they serve very different purposes.
One-on-One Meetings: Listen Before You Lead
One-on-one meetings should happen regularly. Depending on your practice, that may be monthly, quarterly, or annually, often about six months after a formal performance review.
The purpose is not discipline. It is an opportunity for team members to share their thoughts about the practice, the culture, their work environment, and how things are functioning day to day.
We often have quick conversations with team members in the hallway, but formalizing these conversations creates an environment where people can provide more thoughtful and honest feedback.
Set a specific meeting time so the team member can prepare. I also recommend providing the questions in advance.
Start with a simple question:
“On a scale of 1 to 10, how do you feel things are going in the office?”
Then ask:
“What would make it better?”
Give them time to explain their rating and share their ideas. You may be surprised by the creativity and insight that comes from simply giving your team permission to speak openly.
If someone immediately says everything is a 10, don’t assume there is nothing to discuss. Ask additional questions to understand what is working well and whether there are opportunities to make things even better.
Most importantly, listen without becoming defensive.
At the end of the meeting, acknowledge their suggestions. If there is something you can act on immediately, tell them. If a suggestion requires more consideration, explain why and let them know it will be considered in the future. The goal is to keep the conversation open, not shut it down.
Performance Improvement Plans: Address Problems Clearly
A Performance Improvement Plan, or PIP, serves a very different purpose.
A PIP is used when a team member’s behaviour, performance, or attitude does not align with your practice’s expectations, protocols, or culture.
The conversation should happen as close to the incident or behaviour as reasonably possible. However, the team member should still be given a scheduled meeting rather than feeling ambushed.
Proper documentation is essential. The PIP should clearly outline:
- The purpose of the meeting and the issue being addressed
- The impact the situation has had on patients, the team, the practice, or the dentist
- The protocols or expectations that apply and have been reviewed
- The corrective steps the team member is expected to take
- The steps the practice will take to support improvement
A follow-up meeting should also be scheduled to review progress and determine whether the agreed-upon changes have been implemented.
The documentation should be reviewed and signed by both the team member and the owner or Office Manager. The team member should receive a copy, with another copy maintained in their employee record, consistent with your employment policies and applicable requirements.
Different Meetings, Different Results
One-on-one meetings are about listening, understanding, and improving the practice.
Performance Improvement Plans are about addressing specific concerns, setting expectations, and creating accountability.
Both conversations can be uncomfortable. However, when handled properly, they can strengthen communication, improve accountability, and ultimately make your practice a better place for both your team and your patients.
