Episode #437: How to Create a Healthier, Happier, & Higher Performing Culture, with Judy Kay Mausolf

  People want to work where they're happy. And if your existing team looks stressed and miserable, how can you attract the kind of people you want — or anyone — to work in your practice? It all starts with leadership, and Kirk Behrendt brings in Judy Kay Mausolf, known as “the velvet hammer,” and owner and president of Practice Solutions, to share ways to create a healthier, happier, higher performing practice. Do you want a happy career in dentistry? To find out how to achieve it, listen to Episode 437 of The Best Practices Show!

Main Takeaways:

• Build your practice around your core values.
• Hire people based on your core values.
• Gel your existing and new team members.
• Set realistic agreements on how to interact.
• Talk about things before it becomes an issue.
• Constant communication is key.

Quotes:

• “If your existing team members are stressed and they're not happy where they're working, how are you going to bring somebody new into that situation and keep them?” (10:40—10:46)
• “Everybody says — I don't care what state I'm in — they're like, ‘Oh my gosh, Judy Kay, you don't get it. You can't buy team members.’ It’s like, yeah, you can if you try. But you can't just run a little ad that says, ‘Wanted, 8:00 to 5:00.’ You have to be creative. Some of the best ways to find team members are on Facebook, with the team doing videos and talking about, ‘Come join our team! Hey, we’re really a fun place to work.’ And it might also mean that we’re investing outside the dental industry. We’ve kept the dental industry a secret. We haven't really shared what an amazing career it could be.” (10:48—11:26)
• “[Your practice] has to be healthy. We have to be able to come to work and work in an environment where we feel safe, where we can trust leadership, where we feel respected, we feel appreciated. Those are conceptual words, so often, that aren't attached to actions. And that's one of the things that, in the Culture Camp, we define, ‘What does that look like? Don't just use the word. If we’re going to show each other respect, how do we show each other respect on a daily basis? What does that look like in measurable actions?’ And there's not a separate standard for the doctors. Everybody’s on the same page when it comes to this.” (22:57—23:40)
• “What's the attitude? What's the energy we bring in the door when we step across the threshold? We’re responsible for that energy. And if we’re a doctor or manager, we are the leaders. We have to set the tone. We have to lead by example.” (23:41—23:53)
• “We want to attract people that want to work in our practice. We want to have the best of the best in the industry. And if it’s a healthy place to work — people want to go where they're happy. I mean, it’s as simple as that.” (23:56—24:07)
• “People think happy is fluff, but it’s not. And happy isn't just about — you can't just say, ‘Be happy, damn it!’ It doesn't work that way. You have to get rid of stress. You have to build respect and trust. And those are key in feeling happy in the practice.” (24:07—24:23)
• “Happy is the attitude and the fun. We teach body patterns, changing body patterns when we’re stressed to positive body patterns. We talk about what are some things we can do for each other to lift each other up if we have interesting patients. And what do we do when the wheels do fall off? How do we not kick each other and support each other? Because the wheels are going to fall off.” (24:27—24:59)
• “High performing is about the communication being everything. How do we keep each other in the loop, and what are things that we need to create as part of processes that happen consistently so that we don't get so busy that we don't take the time? Because that's what I hear all the time, ‘Judy Kay, you don't get it. We don't have time to communicate.’ I said, ‘I'm sorry, you don't have time to not communicate.’” (25:05—25:26)
• “Emotions get involved, and emotions distract. So, it comes down to facts. When someone says, ‘This makes me feel,’ or, ‘I don't feel like you trust me,’ okay, tell me specifically. What is it that makes you think I don't trust you? We have a tendency to assign meaning to other people’s behaviors as if it was the same as what it would be for us. So, if I do something, it has a certain meaning. If you did something, the same thing, it might have a different meaning. But if you do it, I'm going to think you mean this. Like, if I sigh, I might do that when I'm frustrated. Who knows? And then, if you do it, maybe you might be reflecting on something and I'm assigning the same meaning to it. So, a lot of times, it’s a false assumption that creates the problem.” (26:26—27:13)
• “There are hundreds of things that have to happen in the practice on a day-to-day basis to get through the day. There are going to be things that we don't agree on. And we have to be able to be adults and not have such thin skin where everything hurts our feelings and be able to talk about it to move forward. If you can't have a conversation with someone, you probably can't work with people.” (27:20—27:41)
• “When you talk about it before it’s an issue, it’s much easier than to walk through it once it happens.” (28:43—28:48)
• “Choose your core values that you want to build your practice around . . . [Don't allow your team to choose your core values] because your team may come and go. And this is your ship. You're steering it. You're directing where it goes. So, no. And you hire people based on those core values as well.” (36:08—36:33)
• “Your team is an extension of you. And I think that it is so important that you hire people that you truly respect and care about, and that as you grow and succeed, they need to as well. Give them a piece of the pie. It makes a big difference. You get people that are very invested and take ownership. Then, it’s not you trying to lead everything. It’s like the book, The Tipping Point. You have your whole team helping you move forward, which takes a lot of pressure off.” (37:06—37:36)
• “It’s really important to never forget why we do what we do.” (37:40—37:44)
• “Sometimes we get so busy, like a hamster on a wheel, running to the next room that we stop celebrating and enjoying what we do, and lose our joy for what we do. So, I think that it’s important to take time to celebrate every day about what we've accomplished with our patients.” (38:12—38:31)
• “I love the book, Jim Collins, Good to Great because it really is clear about the fact that, yeah, there are a lot of things we could do good. But that gets in the way of greatness. Focus on what you can do that you do great, and that's where you're going to get your joy as well.” (39:17—39:34)
• “Let others step up and step into some of those positions that helps build and empower them as well.” (39:36—39:43)
• “[My dad] said, ‘Jude, it’s really important that we don't have regrets at the end for what we didn't do. And if we don't want to have regrets, we have to figure out what's important to us. And then, no excuses, we have to make time for it. Every day, we do the best we can, and every day is going to be different. Every day is going to deliver something. But if you know you can look back on the day and you gave it your best shot, well, that's as good as it gets. And if you know that you've done these things, and you're happy with how you lived your life, that's the cream. That's the top. That's the cherry on top.” (41:39—42:20)
• “Do what's important to you, and compare yourself to yourself, not everybody else.” (42:42—42:46)

Snippets:

• 0:00 Introduction.
• 2:40 Judy’s background.
• 3:44 Judy’s Culture Camp.
• 5:27 Where we are with culture in dentistry.
• 8:02 Expectations are changing.
• 9:05 Start with who you add to your team.
• 11:55 Judy’s favorite and least favorite projects.
• 13:33 Improve the leadership.
• 15:53 Align your core values.
• 18:27 As goes the leadership, so goes the team. 
• 20:29 Create lines of communication.
• 22:41 How to be healthier, happier, and higher performing.
• 25:39 Get down to the facts.
• 27:14 Set agreements and expectations.
• 28:52 Team members’ perspectives.
• 33:16 The future of dentistry.
• 35:45 Three key pieces of advice for dentists. 
• 39:59 Last thoughts.
• 42:41 More about Judy and how to get in touch.

Reach Out to Judy:

Judy’s website: https://www.practicesolutionsinc.net/

Judy’s Facebook: https://www.facebook.com/judymausolf

Judy’s social media: @practicesolutionsinc

Resources:

The Tipping Point by Malcolm Gladwell: https://www.littlebrown.com/titles/malcolm-gladwell/the-tipping-point/9780316316965/

Good to Great by Jim Collins: https://www.harpercollins.com/products/good-to-great-jim-collins?variant=32116997292066

Judy Kay Mausolf Bio:

Judy Kay Mausolf, owner and president of Practice Solutions Inc, is a dental practice management coach, speaker, and author with expertise in communication and team relationships. She coaches dentists and managers who want to be better leaders, get their teams to work together better, and ultimately grow their practice. She does this by developing leadership, broadening mindsets, elevating attitude, strengthening communication, and developing skills to build happy, healthy, and high performing relationships!

Judy Kay’s work is really built around what she refers to as the R.I.S.E. Philosophy.  It’s a concept of best practices to help the ENTIRE team RISE to success.

She is a member of the National Speakers Association, Academy of Dental Management Consultants, Speaking Consulting Network, and is an Advanced Transformational Trainer TM.  She is the author of Rise & Shine: An Evolutionary Journey to Get Out of Your Way and On Your Way to Success, and is a contributing author for The Progressive Dentist, Dental Economics, Dentistry IQ, AGD Impact, First Impression, Pink Tooth, and The Observer. She also publishes a monthly newsletter entitled “Show Your Shine”.