One day when your life’s work is evaluated and a price tag is affixed to your practice, what do you want it to say about you? What sort of legacy do you wish to leave behind?
Several years ago, I was working with a colleague who was experiencing some nuisance chronic neck and shoulder pain. Not atypical in our profession. When the pain finally got to a point where it became unbearable, he sought further medical attention and commenced a series of diagnostic tests. Regrettably the ‘innocent’ aches and pains he was experiencing were in fact, late stage bone cancer. He passed away nine months later at the young age of 41.
There were a number of things learned from this experience. He exuded great dignity throughout the course of his horrific illness and left a profound impact on those whose lives where intertwined with his at the time. He composed a letter and distributed this to his entire patient base thanking them for the privilege of looking after their oral health needs as well as the confidence they had entrusted him with. He also strongly emphasized the legacy he was able to leave behind and that he had no regrets. That is truly remarkable and a call to all of us to examine our path and make certain when it is all said and done, that we too have ‘no regrets’.
Having just celebrated a significant milestone in my life this summer, I was again reminded of taking stock of my life to date. Had I accomplished what I had set out to do? Was my personal and professional life in order or spinning chaotically out of control? What were my greatest accomplishments? Had my life impacted others in a positive way? What goals had been set and subsequently achieved?
In Mark McCormack’s book, “What They Don’t Teach You at Harvard Business School”, he illustrates the power of goal setting. The book is based on a study that was conducted with a graduating class in the 1979 Harvard MBA program. In that year the students were asked, “Have you set clear, written goals for your future and made plans to accomplish them?” Only 3% of the graduating students had written goals and concrete plans to achieve them; 13% had goals, however not in writing and 84% had no specific goals whatsoever.
Ten years later, the members of the graduating class were interviewed again. The findings were somewhat predictable; however the disparity in the results was astounding. The 13% of the class who had goals were earning on an average about two times as much as the 84% who had no goals at all. The 3% who had clear written goals and plans to achieve them were earning on an average ten times as much as the other 97% put together! Success is not measured solely by financial gain; however this is a clear demonstration of the power of goal setting and the ability to achieve a written goal backed by a concrete plan.
Working in a team environment, it is crucial that we not only define our own personal goals but are surrounded by a team that is working towards a number of mutual goals. If the people that you surround yourself with are not committed to goals, chances are you won’t be either. There are many reasons why people don’t set goals. One is the lack of recognition of the importance of goal setting and secondly the fear of not attaining the goals and subsequent perceived failure.
So how do we begin to instill this commitment to goal setting in one another in a team environment? There are many ways, however always a clear starting point. First define your vision and communicate it to your entire team. Whether you have been practice for three months, three years or 30 years, it is imperative to set a pathway to reach your destination. When is the last time you stepped into your vehicle without knowing what your destination was? There is nothing more exhilarating than the accomplishment of a well thought out plan.
Often when meeting with a team, I like to engage the entire team in an informal discussion of where they feel the practice is headed and how they perceive their contributions to this goal. This is a very enlightening exercise as it so often reveals that there is not a concrete plan or understanding of the direction of the practice. Everyone wants to feel that they have contributed to success and growth whether it is within a company, a practice or a relationship.
Commit to excellence and the highest standard of care. In Jim Collin’s book, “Good to Great” he states that good is the worst enemy of great. The acceptance of mediocrity has become commonplace rather than striving for excellence. Excellence in professional relationships and quality of the service you provide will not only sustain a practice, but will also create an energizing environment. A common misconception has always been that higher volume equals higher reward. Quite the contrary; more patients in your daily schedule does not always equate to more revenues in the long run. Instead this often equals less loyalty of both patients and team, less referrals and less case acceptance. Unfortunately, professional burn out and disillusionment are the outcome of this environment. If you want to increase the value you receive you have to increase the value you give. This is true whether it be in business, personal or family life.
Finally, lead with integrity and compassion. One of the key success principles is the development of a powerful internal culture where there is mutual respect for each other as clinicians. The world of dentistry is fast paced with new technologies being introduced which are both exciting and challenging. A commitment to life long learning providing opportunities for both professional and personal development is crucial for all team members in order that they may go forward with confidence and renewed energy. Do not ever underestimate the power of a strong and unified team.
Your practice is a large portion of your legacy. A wise family friend wrote the following in my autograph book when I was at the impressionable age of 10; “Your life is like a path of snow. Walk carefully for every step will show.” Your life’s work is indeed your signature. Make it an indelible mark on society.
Jo-Anne Jones, RDH is an international lecturer, consultant, author and practising clinician. Working closely with the corporate sector, she remains active as a key opinion leader and professional educator focusing on best clinical practices and the enjoyment of best treatment outcomes. jjones@rdhconnection.com
