Deena Meldgin's guest appearances

Deena Meldgin

The Best Practices Show

OwlTail

Why You Need a SMART &amp; HEALTHY TeamEpisode #497 with Deena MeldginYou don't want your workplace to be a frat house, but you also don't want it to be the DMV. There's a sweet spot to achieving that balance, and Kirk Behrendt brings back Deena Meldgin, one of ACT’s amazing lead coaches, to share her secrets for a smart and healthy practice. It all starts with listening and communicating with your team! To hear smart advice for running a successful dental practice, listen to Episode 497 of The Best Practices Show!Episode Resources:Deena’s email: deena@actdental.com Deena’s social media: @actdentalSubscribe to the Best Practices Show PodcastJoin the To The Top Study ClubSee our Live Events Schedule hereGet the Best Practices Magazine for Free!Write a Review on iTunesLinks Mentioned in This Episode:Books by Patrick Lencioni: https://bookshop.org/books?keywords=patrick+lencioniMain Takeaways:Your team needs a balance of smart and healthy.A healthy culture is the most critical thing for your practice.It is healthy to track data. Choose three to five metrics to track.Recognize when team members are afraid of tracking numbers.Really listen to your team to understand the health of your business.You can't have only one person tracking and reporting on the numbers.Having a smart and healthy practice means every team member is all-in.Quotes:“It’s really, really important to have both. And when I share this with my team, I tell them being a smart team means that we’re super organized, we have systems, and we track metrics. We know the health of the business. And being a healthy team means that we have a great culture. And to make it fun, I tell my teams if we’re just a smart team that’s super organized, but we don't have any fun, we’re kind of like the DMV. And if we’re just a healthy team that has a ton of fun and we’re not organized, we’re like a frat house. So, we have to have a little bit of both.” (4:59—5:27)“I actually think the healthy side is more important than the smart side. And the healthy really consists of having a strong level of trust and having this great culture. And we talk about the five behaviors of a cohesive team, and it starts with having a safety within the room and having trust with each other. If we don't have that healthy side, your team members are going to nod their head yes, and it’s going to fall through the cracks 24 hours later.” (5:28—6:00)“In being a smart and healthy team, we have to know the health of the business. We have to know if we’re healthy or not in each department. And so, we’re talking about the smart side and tracking numbers, but we have to have, as a team member, an awareness of where we are and if our practice is healthy or not. And every team member needs to have a piece in that and ownership for a number in order for us to reach our practice’s overall goal.” (7:55—8:24)“As far as tracking numbers, there's no emotion behind numbers. They just tell a story. And the first step is really determining where we’re at. And so, we have to understand where we are, and we have to consistently track things to know if we’re headed in the right direction.” (8:32—8:48)“A lot of times, I'll talk with my teams, and I'll ask them about how many patients we’re reappointing. And they tell me, ‘We’re reappointing everyone, Deena! Everyone that comes through the door, we’re reappointing them.’ And I'm like, ‘All right! I love that. Let's check and see where we’re at.’ And we look at our hygiene reappointment percentage, and we see it’s at 63%. And it’s like, ‘Well, I never looked at that metric before. I didn't know what it meant.’ Well, now we can say that we’re not reappointing every single person. And we’re not going to know if we’re doing well or not without actually seeing where we are.” (8:48—9:20)“We talk about the why first, and that's what I think is most important, is starting with the why when we talk about the difference between a smart team and a healthy team. And one of the first things that I like to do is I like to ask everyone on the team to close their eyes, and I will ask the question, ‘Do we have any fear around tracking numbers? I want you to raise your hand.’ And I like to ask that question because we all have come from a different background, and some of our team members have come from a background that didn't have a great culture and it was all about numbers. And that can be scary. So, it’s important to recognize if you have team members that have fear centered around tracking numbers and job security.” (10:49—11:27)“Numbers play a part in everything that we do.” (12:06—12:08)“I like to ask my teams to color their metrics green, yellow, or red. Green means they're meeting or exceeding their goals. Yellow is in-between. And red means they're behind. So, yellow means they're 50% or above, and red means they're below 50% of their goal. And I do that because it makes it fun. One of my teams, they have a tree up on the wall. And every month, they put a green, yellow, or red leaf on the tree to indicate how healthy their practice is overall, how healthy that tree is overall.” (12:41—13:12)“Team members want to feel like they're really a part of their practice and they're contributing to the overall growth. And so, I know a lot of practices, they track numbers, but it’s one person tracking them. It’s their office manager tracking them. And when she’s calling out those numbers, I can tell you your team is — it’s going through one ear and out the other. It’s really important that everyone on the team is responsible for a certain metric that is related to their individual responsibility.” (13:13—13:40)“If we’re in the yellow or we’re in the red, we’re not slapping that team member on the wrist. We’re talking about, as a team, how can we rally around that department and help them to move forward. And let's say your admin department, your accounts receivable is super high and you're in the red there. Maybe, as a team, we can say, ‘Hey, we’re going to help our admin team answer the phone for an hour or two so they're able to make calls.’ That's how, as a hygienist or an assistant, I can contribute to that team member changing that number, that department. We all need to be in this to support each other. We’re not on separate teams. We’re tracking different numbers related to our department, but as an entire team, we’re helping that department get better.” (14:02—14:50)“I have a lot of teams that are doing really, really well and they're constantly in the green. But it’s really important to recognize how we got there. Because oftentimes, we don't talk about what happened in order for us to get into the green. And so, you'll find you're riding this wave, and you're riding high. And then, all of a sudden, it drops because we never discuss, as a team, what were all of the things that helped us get there.” (15:11—15:33)“It has to be a balance. So, we can't [have a] team meeting [where] 100% of the meeting is talking about numbers. We have to have a part of our team meeting that's centered around team growth and behavioral growth, and part of our meeting centered around systems and numbers. So, there has to be both.” (16:35—16:51)“I also think it’s important to stop and recognize where your team is truly at. Some of my teams, it’s like, ‘We can't even talk about systems or metrics right now because the team isn't meshing.’ I had an awesome visit last week with my team, and the only thing we talked about was communication the entire meeting. But that’s what we needed to discuss because that's what's going to best serve them right now. So, really listen to your team and talk with team members individually to see how they're feeling about things, because you might find now isn't the time to roll this out. What we need to work on is the health of the practice first, and then we can get to the smart side, which is systems and metrics.” (16:51—17:34)“The most productive way to determine your biggest problem is really by asking yourself, ‘What do I want the outcome to be?’ and work backwards from there. ‘What is it that I want? What would have to happen in order for this situation to get better?’ And that usually answers your question of what you need to do.” (18:49—19:09)“I think that it’s important to pick maybe five primary metrics, three to five. I like to see more data, so I'm going to go with five here. And now, you're probably going to ask what are those five metrics that we should be tracking. Well, it all depends on the practice. There are some practices that I worked with for years that have an awesome AR, but their perio is super low. So, I think it’s important to really diagnose your practice, overall, first and see where you're at up against the benchmarks. And then, from there, select five of the metrics that you see the biggest opportunity in.” (20:17—21:05)“The number-one thing that I see in my practices that I coach is they’ll tell me, ‘Yeah, we’re tracking those metrics now, Deena.’ And then, I'll join a team meeting and I'll notice that it’s one person reporting on them because the rest of the team doesn't understand them. I think when you find out what those five metrics are, where does that metric tie to, what department, from there, have one person in that department report on it this quarter. They should have an understanding of what reports to pull in your practice software, how to find the information. Make a guide on how to do that in case that person is out on vacation, so there's somebody else that can pick up and track it as well. Everybody has to be able to contribute to this or it’s not going to work. We can't just have one person owning numbers. Because even you, doctor, you're not owning the numbers either if your office manager is just telling you where we’re at.” (22:51—23:49)“In adult learning, we only retain 10% of what we hear. What you guys are hearing today, you're retaining 10%. So, I would encourage you to think about what we shared today, write a few things down, and then take action, because we need to hear it, read it, write it, and repeat it. We can't continue to develop new habits or really implement new ideas in the practice without actually trying it out multiple times.” (24:18—24:43)Snippets:0:00 Introduction.1:48 Deena’s background.4:31 The smart and healthy sides, explained.7:21 It is healthy to talk about data and numbers.10:39 Create accountability and trust via numbers.12:10 Set goals for your metrics.13:40 Countermeasures for low metrics.14:51 Talk about what led to achieving goals.15:55 Check in with your team to see where they are.  17:34 Call out the real problems first.19:41 How many metrics should be tracked?21:05 You can't have one person owning the numbers.24:04 Last thoughts on being a smart and healthy team.Deena Meldgin Bio:Deena is a lead practice coach passionate about practice administration, team building, and practice performance. She has been working in the industry since 2006 and has become well-versed in dental administrative systems and helping practices improve results. Deena enjoys strengthening office communication and elevating team attitude while creating a happy and high-performing practice environment.When Deena isn’t working, she enjoys spending time with Matt and two English bulldogs, Sumo and Benny. 

Why You Need a SMART &amp; HEALTHY TeamEpisode #497 with Deena MeldginYou don't want your workplace to be a frat house, but you also don't want it to be the DMV. There's a sweet spot to achieving that balance, and Kirk Behrendt brings back Deena Meldgin, one of ACT’s amazing lead coaches, to share her secrets for a smart and healthy practice. It all starts with listening and communicating with your team! To hear smart advice for running a successful dental practice, listen to Episode 497 of The Best Practices Show!Episode Resources:<ul><li>Deena’s email: <a href="mailto:deena@actdental.com" rel="noopener noreferrer">deena@actdental.com</a> </li><li>Deena’s social media: @actdental</li><li>Subscribe to the<a href="https://the-best-practices-show.captivate.fm/listen" rel="noopener noreferrer nofollow" target="_blank"> Best Practices Show Podcast</a></li><li>Join the<a href="https://www.actdental.com/ttt" rel="noopener noreferrer nofollow" target="_blank"> To The Top Study Club</a></li><li>See our<a href="https://www.eventbrite.com/cc/act-dental-live-workshops-306239" rel="noopener noreferrer nofollow" target="_blank"> Live Events Schedule</a> here</li><li>Get the<a href="https://www.actdental.com/magazine" rel="noopener noreferrer nofollow" target="_blank"> Best Practices Magazine</a> for Free!</li><li>Write a<a href="https://podcasts.apple.com/us/podcast/the-best-practices-show/id1223838218" rel="noopener noreferrer nofollow" target="_blank"> Review on iTunes</a></li></ul>Links Mentioned in This Episode:Books by Patrick Lencioni:<a href="https://bookshop.org/books?keywords=patrick+lencioni" rel="noopener noreferrer nofollow" target="_blank"> https://bookshop.org/books?keywords=patrick+lencioni</a>Main Takeaways:Your team needs a balance of smart and healthy.A healthy culture is the most critical thing for your practice.It is healthy to track data. Choose three to five metrics to track.Recognize when team members are afraid of tracking numbers.Really listen to your team to understand the health of your business.You can't have only one person tracking and reporting on the numbers.Having a smart and healthy practice means every team member is all-in.Quotes:“It’s really, really important to have both. And when I share this with my team, I tell them being a smart team means that we’re super organized, we have systems, and we track metrics. We know the health of the business. And being a healthy team means that we have a great culture. And to make it fun, I tell my teams if we’re just a smart team that’s super organized, but we don't have any fun, we’re kind of like the DMV. And if we’re just a healthy team that has a ton of fun and we’re not organized, we’re like a frat house. So, we have to have a little bit of both.” (4:59—5:27)“I actually think the healthy side is more important than the smart side. And the healthy really consists of having a strong level of trust and having this great culture. And we talk about the five behaviors of a cohesive team, and it starts with having a safety within the room and having trust with each other. If we don't have that healthy side, your team members are going to nod their head yes, and it’s going to fall through the cracks 24 hours later.” (5:28—6:00)“In being a smart and healthy team, we have to know the health of the business. We have to know if we’re healthy or not in each department. And so, we’re talking about the smart side and tracking numbers, but we have to have, as a team member, an awareness of where we are and if our practice is healthy or not. And every team member needs to have a piece in that and ownership for a number in order for us to reach our practice’s overall goal.” (7:55—8:24)“As far as tracking numbers, there's no emotion behind numbers. They just tell a story. And the first step is really determining where we’re at. And so, we have to understand where we are, and we have to consistently track things to know if we’re headed in the right direction.” (8:32—8:48)“A lot of times, I'll talk with my teams, and I'll ask them about how many patients we’re reappointing. And they tell me, ‘We’re reappointing everyone, Deena! Everyone that comes through the door, we’re reappointing them.’ And I'm like, ‘All right! I love that. Let's check and see where we’re at.’ And we look at our hygiene reappointment percentage, and we see it’s at 63%. And it’s like, ‘Well, I never looked at that metric before. I didn't know what it meant.’ Well, now we can say that we’re not reappointing every single person. And we’re not going to know if we’re doing well or not without actually seeing where we are.” (8:48—9:20)“We talk about the why first, and that's what I think is most important, is starting with the why when we talk about the difference between a smart team and a healthy team. And one of the first things that I like to do is I like to ask everyone on the team to close their eyes, and I will ask the question, ‘Do we have any fear around tracking numbers? I want you to raise your hand.’ And I like to ask that question because we all have come from a different background, and some of our team members have come from a background that didn't have a great culture and it was all about numbers. And that can be scary. So, it’s important to recognize if you have team members that have fear centered around tracking numbers and job security.” (10:49—11:27)“Numbers play a part in everything that we do.” (12:06—12:08)“I like to ask my teams to color their metrics green, yellow, or red. Green means they're meeting or exceeding their goals. Yellow is in-between. And red means they're behind. So, yellow means they're 50% or above, and red means they're below 50% of their goal. And I do that because it makes it fun. One of my teams, they have a tree up on the wall. And every month, they put a green, yellow, or red leaf on the tree to indicate how healthy their practice is overall, how healthy that tree is overall.” (12:41—13:12)“Team members want to feel like they're really a part of their practice and they're contributing to the overall growth. And so, I know a lot of practices, they track numbers, but it’s one person tracking them. It’s their office manager tracking them. And when she’s calling out those numbers, I can tell you your team is — it’s going through one ear and out the other. It’s really important that everyone on the team is responsible for a certain metric that is related to their individual responsibility.” (13:13—13:40)“If we’re in the yellow or we’re in the red, we’re not slapping that team member on the wrist. We’re talking about, as a team, how can we rally around that department and help them to move forward. And let's say your admin department, your accounts receivable is super high and you're in the red there. Maybe, as a team, we can say, ‘Hey, we’re going to help our admin team answer the phone for an hour or two so they're able to make calls.’ That's how, as a hygienist or an assistant, I can contribute to that team member changing that number, that department. We all need to be in this to support each other. We’re not on separate teams. We’re tracking different numbers related to our department, but as an entire team, we’re helping that department get better.” (14:02—14:50)“I have a lot of teams that are doing really, really well and they're constantly in the green. But it’s really important to recognize how we got there. Because oftentimes, we don't talk about what happened in order for us to get into the green. And so, you'll find you're riding this wave, and you're riding high. And then, all of a sudden, it drops because we never discuss, as a team, what were all of the things that helped us get there.” (15:11—15:33)“It has to be a balance. So, we can't [have a] team meeting [where] 100% of the meeting is talking about numbers. We have to have a part of our team meeting that's centered around team growth and behavioral growth, and part of our meeting centered around systems and numbers. So, there has to be both.” (16:35—16:51)“I also think it’s important to stop and recognize where your team is truly at. Some of my teams, it’s like, ‘We can't even talk about systems or metrics right now because the team isn't meshing.’ I had an awesome visit last week with my team, and the only thing we talked about was communication the entire meeting. But that’s what we needed to discuss because that's what's going to best serve them right now. So, really listen to your team and talk with team members individually to see how they're feeling about things, because you might find now isn't the time to roll this out. What we need to work on is the health of the practice first, and then we can get to the smart side, which is systems and metrics.” (16:51—17:34)“The most productive way to determine your biggest problem is really by asking yourself, ‘What do I want the outcome to be?’ and work backwards from there. ‘What is it that I want? What would have to happen in order for this situation to get better?’ And that usually answers your question of what you need to do.” (18:49—19:09)“I think that it’s important to pick maybe five primary metrics, three to five. I like to see more data, so I'm going to go with five here. And now, you're probably going to ask what are those five metrics that we should be tracking. Well, it all depends on the practice. There are some practices that I worked with for years that have an awesome AR, but their perio is super low. So, I think it’s important to really diagnose your practice, overall, first and see where you're at up against the benchmarks. And then, from there, select five of the metrics that you see the biggest opportunity in.” (20:17—21:05)“The number-one thing that I see in my practices that I coach is they’ll tell me, ‘Yeah, we’re tracking those metrics now, Deena.’ And then, I'll join a team meeting and I'll notice that it’s one person reporting on them because the rest of the team doesn't understand them. I think when you find out what those five metrics are, where does that metric tie to, what department, from there, have one person in that department report on it this quarter. They should have an understanding of what reports to pull in your practice software, how to find the information. Make a guide on how to do that in case that person is out on vacation, so there's somebody else that can pick up and track it as well. Everybody has to be able to contribute to this or it’s not going to work. We can't just have one person owning numbers. Because even you, doctor, you're not owning the numbers either if your office manager is just telling you where we’re at.” (22:51—23:49)“In adult learning, we only retain 10% of what we hear. What you guys are hearing today, you're retaining 10%. So, I would encourage you to think about what we shared today, write a few things down, and then take action, because we need to hear it, read it, write it, and repeat it. We can't continue to develop new habits or really implement new ideas in the practice without actually trying it out multiple times.” (24:18—24:43)Snippets:0:00 Introduction.1:48 Deena’s background.4:31 The smart and healthy sides, explained.7:21 It is healthy to talk about data and numbers.10:39 Create accountability and trust via numbers.12:10 Set goals for your metrics.13:40 Countermeasures for low metrics.14:51 Talk about what led to achieving goals.15:55 Check in with your team to see where they are.  17:34 Call out the real problems first.19:41 How many metrics should be tracked?21:05 You can't have one person owning the numbers.24:04 Last thoughts on being a smart and healthy team.Deena Meldgin Bio:Deena is a lead practice coach passionate about practice administration, team building, and practice performance. She has been working in the industry since 2006 and has become well-versed in dental administrative systems and helping practices improve results. Deena enjoys strengthening office communication and elevating team attitude while creating a happy and high-performing practice environment.When Deena isn’t working, she enjoys spending time with Matt and two English bulldogs, Sumo and Benny.

Why You Need a SMART & HEALTHY Team with Deena Meldgin

Courtney Dalton

Insider

Insider’s Secrets to the Hiring NightmareEpisode #396 with Deena Meldgin &amp; Courtney DaltonThere's nothing more important than having the right people around you. But the challenge is finding those right people. There are a few things you need to do before you even think about hiring, and Kirk Behrendt brings in two ACT coaches, Deena Meldgin and Courtney Dalton, to share their secrets to attracting and keeping the best team members. Hiring can be a nightmare — and it doesn't have to be! For the best tips on hiring and to feel better about the hiring process, listen to Episode 396 of The Best Practices Show!Main Takeaways:Invest in your current team members.Find alternatives before you think about hiring.Core values are essential for successful hiring.Your favorite people care about the same things as you.Highlight core values in ads to attract the right people.Lean into your team for the hiring process.Quotes:“It all leads back to core values and making sure that you have an established vision before you even start the hiring process.” (4:31—4:37)“There was a big issue with a team member, and I kept saying, ‘The issue is that they're not a good core values fit.’ And I kept getting brushed off until it hit them in the face that, ‘Yeah, you're right. They're not a bad person; they're just not a great fit for the direction the practice is going, and for the belief that the practice has, and how it wants to move forward.’ So, all roads lead back to core values.” (5:24—5:48)“Another way to really attract people that align with your values is to really call it out in your ad, ‘Here’s what we represent.’ I absolutely love that, because I think that your best team members, or the best team members in dentistry, they have a job. They have a position right now. Right? And they're looking for something else because of a cultural change or a leadership change. And so, if our ads stand out and share what we represent, we’re more likely to attract people who align with those values.” (11:50—12:21)“[Get] creative with putting out — even in our social media — like, how can we continue to attract people who are excited about our values, excited about who we are? People aren't looking for an ad that talks about all of their responsibilities. They're looking for something that stands out. So, go into it as if you're on the other end. What's going to stand out? Even ask some of your team members. Maybe you're looking for a hygienist. As a hygienist, what would stand out to you? What are some things that you would like to see in order to click that button and apply?” (17:14—17:48)“If at all possible, if we can avoid the hiring crisis right now, because everyone’s in it and everybody’s feeling it, is there an alternative within who we have to get everybody realigned? Do we really have to hire? Is the issue that someone wants to leave who is unhappy? Can we have more frequent check-ins with that team member and get back in alignment? Will that solve the problem? Is it on the clinical end or the admin end? It’s so easy to say, ‘Okay, we’ll terminate, and we’ll stop this working relationship.’ But is that the easiest thing right now? No. There's not a whole lot of bite. So, maybe, really, the answer is more internal than external.” (18:00—18:43)“Sometimes, tapping into your own team who already does align with how you think and your core values, that's one of the best assets that you can tap into, is to network through them. If they are a good fit with you, they probably know people who are a good fit with them and inherently would be a likely good fit for you. And if you lean into your team when you do have those people come in, ask them their opinion. If your team is really strong and your team feels like this wouldn't be a good fit, they're probably right. If they love that person, even if they do know that person, or they don't, and they say, ‘Yes! We would love to work with them,’ listen to your team. They're your best resource sitting right there that can help guide you through the hiring process.” (22:44—23:35)“One of the questions I like to ask [in the interview process] is, ‘What does your ideal environment look like? What does your ideal dental practice look like?’ Their response will help you really vet them out to see if that is somebody that aligns with your practice culture.” (27:49—28:05)“I think it all goes back to two things. If you're going to go external, list the core values. Make your ad different. If it’s a big, fat paragraph of words all together, that's boring. That doesn't stand out, even if the content is great. Make it look different. Make me want to click on that, and open it, and read it. And add your core values in there to see whose antennas go up once they do read those. And if you're able to keep it internal, lean into your team. Network through them. See who they know. See who they can branch out to.” (28:44—29:19)Snippets:0:00 Introduction.1:16 Deena and Courtney’s backgrounds.2:47 Core values are important in hiring the right people.7:28 How to attract the right people.13:32 Lean hard into core values.16:48 Get creative with ads.18:43 Look for alternatives before hiring.19:41 Always be on the lookout for future hires.22:36 Tap into your existing team in the hiring process.23:35 Standardize your application process.24:58 Core values are stabilizers.27:28 Last thoughts about the hiring process.Reach Out to Deena and Courtney:Deena’s email: deena@actdental.com Courtney’s email: courtney@actdental.com Courtney’s Facebook: https://www.facebook.com/courtney.dalton.739Courtney’s social media: @courtney.hannigKirk’s email: kirk@actdental.com Resources:Traction by Gino Wickman: https://www.eosworldwide.com/traction-bookDeena Meldgin Bio:Deena is a lead practice coach passionate about practice administration, team building, and practice performance. She has been working in the industry since 2006 and has become well- versed in dental administrative systems and helping practices improve results. Deena enjoys strengthening office communication and elevating team attitude while creating a happy and high-performing practice environment.Deena shares, “I enjoy coaching teams who want to work more cohesively and ultimately grow together.”When Deena isn’t working, she enjoys spending time with Matt and two English bulldogs, Sumo and Benny.Courtney Dalton Bio:Courtney Dalton is a lead practice coach who focuses on establishing a solid foundation in order for a practice to thrive. With over 15 years of experience in the dental industry, she is as passionate about patient care as she is about those who are providing it.Courtney has an A.S. in Dental Hygiene from Manor College and a B.S. in Exercise Physiology from West Virginia University. Outside of coaching, she enjoys teaching group exercise classes and spending time with her husband, Dan, and children, Lola and Levi. 

Insider’s Secrets to the Hiring NightmareEpisode #396 with Deena Meldgin &amp; Courtney DaltonThere's nothing more important than having the right people around you. But the challenge is finding those right people. There are a few things you need to do before you even think about hiring, and Kirk Behrendt brings in two ACT coaches, Deena Meldgin and Courtney Dalton, to share their secrets to attracting and keeping the best team members. Hiring can be a nightmare — and it doesn't have to be! For the best tips on hiring and to feel better about the hiring process, listen to Episode 396 of The Best Practices Show!Main Takeaways:Invest in your current team members.Find alternatives before you think about hiring.Core values are essential for successful hiring.Your favorite people care about the same things as you.Highlight core values in ads to attract the right people.Lean into your team for the hiring process.Quotes:“It all leads back to core values and making sure that you have an established vision before you even start the hiring process.” (4:31—4:37)“There was a big issue with a team member, and I kept saying, ‘The issue is that they're not a good core values fit.’ And I kept getting brushed off until it hit them in the face that, ‘Yeah, you're right. They're not a bad person; they're just not a great fit for the direction the practice is going, and for the belief that the practice has, and how it wants to move forward.’ So, all roads lead back to core values.” (5:24—5:48)“Another way to really attract people that align with your values is to really call it out in your ad, ‘Here’s what we represent.’ I absolutely love that, because I think that your best team members, or the best team members in dentistry, they have a job. They have a position right now. Right? And they're looking for something else because of a cultural change or a leadership change. And so, if our ads stand out and share what we represent, we’re more likely to attract people who align with those values.” (11:50—12:21)“[Get] creative with putting out — even in our social media — like, how can we continue to attract people who are excited about our values, excited about who we are? People aren't looking for an ad that talks about all of their responsibilities. They're looking for something that stands out. So, go into it as if you're on the other end. What's going to stand out? Even ask some of your team members. Maybe you're looking for a hygienist. As a hygienist, what would stand out to you? What are some things that you would like to see in order to click that button and apply?” (17:14—17:48)“If at all possible, if we can avoid the hiring crisis right now, because everyone’s in it and everybody’s feeling it, is there an alternative within who we have to get everybody realigned? Do we really have to hire? Is the issue that someone wants to leave who is unhappy? Can we have more frequent check-ins with that team member and get back in alignment? Will that solve the problem? Is it on the clinical end or the admin end? It’s so easy to say, ‘Okay, we’ll terminate, and we’ll stop this working relationship.’ But is that the easiest thing right now? No. There's not a whole lot of bite. So, maybe, really, the answer is more internal than external.” (18:00—18:43)“Sometimes, tapping into your own team who already does align with how you think and your core values, that's one of the best assets that you can tap into, is to network through them. If they are a good fit with you, they probably know people who are a good fit with them and inherently would be a likely good fit for you. And if you lean into your team when you do have those people come in, ask them their opinion. If your team is really strong and your team feels like this wouldn't be a good fit, they're probably right. If they love that person, even if they do know that person, or they don't, and they say, ‘Yes! We would love to work with them,’ listen to your team. They're your best resource sitting right there that can help guide you through the hiring process.” (22:44—23:35)“One of the questions I like to ask [in the interview process] is, ‘What does your ideal environment look like? What does your ideal dental practice look like?’ Their response will help you really vet them out to see if that is somebody that aligns with your practice culture.” (27:49—28:05)“I think it all goes back to two things. If you're going to go external, list the core values. Make your ad different. If it’s a big, fat paragraph of words all together, that's boring. That doesn't stand out, even if the content is great. Make it look different. Make me want to click on that, and open it, and read it. And add your core values in there to see whose antennas go up once they do read those. And if you're able to keep it internal, lean into your team. Network through them. See who they know. See who they can branch out to.” (28:44—29:19)Snippets:0:00 Introduction.1:16 Deena and Courtney’s backgrounds.2:47 Core values are important in hiring the right people.7:28 How to attract the right people.13:32 Lean hard into core values.16:48 Get creative with ads.18:43 Look for alternatives before hiring.19:41 Always be on the lookout for future hires.22:36 Tap into your existing team in the hiring process.23:35 Standardize your application process.24:58 Core values are stabilizers.27:28 Last thoughts about the hiring process.Reach Out to Deena and Courtney:Deena’s email: <a href="mailto:deena@actdental.com" rel="noopener noreferrer">deena@actdental.com</a> Courtney’s email: <a href="mailto:courtney@actdental.com" rel="noopener noreferrer">courtney@actdental.com</a> Courtney’s Facebook:<a href="https://www.facebook.com/courtney.dalton.739" rel="noopener noreferrer nofollow" target="_blank"> https://www.facebook.com/courtney.dalton.739</a>Courtney’s social media: @courtney.hannigKirk’s email: <a href="mailto:kirk@actdental.com" rel="noopener noreferrer">kirk@actdental.com</a> Resources:Traction by Gino Wickman:<a href="https://www.eosworldwide.com/traction-book" rel="noopener noreferrer nofollow" target="_blank"> https://www.eosworldwide.com/traction-book</a>Deena Meldgin Bio:Deena is a lead practice coach passionate about practice administration, team building, and practice performance. She has been working in the industry since 2006 and has become well- versed in dental administrative systems and helping practices improve results. Deena enjoys strengthening office communication and elevating team attitude while creating a happy and high-performing practice environment.Deena shares, “I enjoy coaching teams who want to work more cohesively and ultimately grow together.”When Deena isn’t working, she enjoys spending time with Matt and two English bulldogs, Sumo and Benny.Courtney Dalton Bio:Courtney Dalton is a lead practice coach who focuses on establishing a solid foundation in order for a practice to thrive. With over 15 years of experience in the dental industry, she is as passionate about patient care as she is about those who are providing it.Courtney has an A.S. in Dental Hygiene from Manor College and a B.S. in Exercise Physiology from West Virginia University. Outside of coaching, she enjoys teaching group exercise classes and spending time with her husband, Dan, and children, Lola and Levi.