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Lesson #4: CORE Lesson #4 – Team Must Buy Into Vision

About This Lesson

Instructions coming soon..

Resources

Action Items

  1. Understand the difference between A, B, C goals and define a C goal for the entire office.
  2. Write down 5 habits you have as a team.
  3. Ask “Are these 5 habits serving the team or taking us to the new goal we have?”

Full Video Transcript / MP3

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Hey, what's up everybody? This is doctor... Oh, man, that was really loud. Sorry.

This is Dr. Steve Schluentz, and I'll welcome you back to another video. This is Module Number Two, all about selling yourself, selling your team, most important module, in my opinion, when it comes to the dental sales success cycle, because everything starts here. And what I'm going to talk to today about is, all about the team setting the right goals, understanding the stick person and how it applies to your actual team.

In the last video we talked about the stick person, and I alluded to it. We're going to go a little bit more in detail on that, and we're also going to be talking about setting the proper goals for your team. And we're going to do a little team exercise, so that you guys can all set the right goals together. Okay?

So as we're looking at the five tenets of selling yourself, number four is that the team must buy into the practice vision and limiting beliefs and paradigms. So on the last video we talked about the doctor must break through these limiting beliefs and paradigms. On this video we're going to talk about the idea that the team must buy into that practice vision, and they must understand limiting beliefs and paradigms and how it factors into the practice. Okay?

So what we're going to do now is apply that paradigm concept and the stick person and apply it to your team. Now I know that's a little bit redundant. I'm not an English major, but it's very, very important for your team to understand the stick person. I would encourage your team to study some Bob Proctor videos as well. As I said, it is the most important information to me in a practice, and we never talk about it.

So you can go from coach, to coach, to consultant. You can talk about policies and systems all day long. I'm going to tell you why those don't actually work, because they're never tied to a specific goal, and they aren't in harmony with the existing paradigm that the team has. And so you set policies and systems and you say, "If I had really good policies and systems, everything would take care of itself." That is not true.

In fact, I would argue if you have policies and systems in your practice right now, go find them and go tell me which team member is actually looking at them. It never happens. Right? The only ones that are followed are the ones that could event the team members from losing their job. Right? And the majority of the time, unless you're in a really, really successful office, the majority of the time, the reason that these goals, or I mean, the reasons that the policies don't work is that they're not tied to this big goal that the team has set.

It is the most important thing you can do. So we're going to talk about that in this. That's going to be the ABC goals that you see in number four. Okay? But you need to also understand that, number two, your practice has a self-image that dictates the result it gets. To change results, you need to change the team self-image, right? And setting a proper goal for the office is vital, because you have to rally around something. So understand that the self-image and setting proper goals are absolutely essential to practice success.

When I talk about goal setting, I again follow what Bob talks about, which is this idea of A, B and C goals. Now, when you're starting to set goals, I want you to be crystal clear with yourself and very honest. What types of goals are you setting? Okay?

Now, A-type goals are goals you already know how to do. They're really not goals at all, because the whole purpose of a goal is to stretch you. It's to allow you to become something that you didn't even know you had within you before, right? They have to be something you've never done. So the idea that you already know how to do it means that it's an A-type goal. It's actually not even a goal at all.

Now where most practices fall into this idea of goal setting is what we call B-type goals. B-type goals are goals you think you can do. For example, if you said, "I'm going to increase my profitability by 10% in my practice," okay, you really think you could do that. In fact, it's pretty easy. If you're in a non-participating office, you just raise your fees 10%. I guarantee you, you will increase by 10%. You'll say, "No, I'll lose some patients," and blah, blah, blah. No, you really won't. It's actually quite simple. Okay?

With B type goals, though, the idea of planning and, "I'm going to do this. I'm going to do that, and if all these things add up, I'm going to get this goal." It doesn't inspire you. It doesn't draw something within you, right? I know that sounds a like a weird term, but it's important. It's not a spiritual goal. It doesn't drive you. That is the definition of a B-type goal.

Now, a C-type goal is a goal you really want. You might not have any idea how it's going to be accomplished, but you really want it and you know it can happen. Let's say you increase your office by 100%, right? Skip 10. I'm going straight to 100%. I'm literally doubling the profitability in my office this year.

How would I do that? See, that's the beauty of a C goal, is that if you know you can do it, it's believable. That's the important part. It has to be believable. If you can rally around that, if you can rally around saying, "Listen, we're going to impact twice the number of lives by doing twice the number of complete care cases this year. Maybe we did five full mouth rehabilitations last year. This year we're going to do 10. We're going to increase our profitability by 50%, and everybody's going to be able to take two weeks off more of a paid time off, right? We're all going to go on vacation, we're going to go on a cruise. We're going to celebrate the fact that our office has grown to this level," that's a C-type goal in your practice. And you guys need to fall in love with that, and you need to set a goal as a team. This should not be a doctor-oriented goal. This should be a team-oriented goal. Okay?

Now here's what's going to happen, and this is where the paradigms and the belief system as a practice happens. Let's pretend that the stick person now is your collective team, because your team has a collective conscious-thinking mind. It has a collective, subconscious emotional mind, right? The habit pattern of the entire team, the paradigm of the office, which drives the actions that the office takes and gets a certain result.

So let's say that you have an X-type normal operating system. X might be a million dollars a year in office collections, okay? Now what's going to happen is that, you see those little, they're called antenna, they're little sensory factors, right? See, hear, taste, touch and smell. You gather information from those sensory factors. And so if you are collecting a million dollars a year in your practice, that million dollars, you see that in your bank account, it directly influences your level of thinking. So you think a million dollars. You emotionalise a million dollars. You take actions that correspond to getting a you a million dollars.

Now, we didn't really go into psycho-cybernetics, but psycho-cybernetics is all about the self-image of the team. The more you understand this concept, the better off you'll be. I guarantee it because this is exactly what happens. Historically, most practices, once they're in practice for a few years, they stagnate. And what happens is, the collective office has a group of habits now that are going to always get the result that is in accordance with their paradigm.

So when the ax comes up and it hits the sensory factors that changed our thinking is all about a million dollars. We emotionalise a million dollars. We take actions. We get a million dollars Okay? Now if you said, "I want two million dollars with the same amount of profit or the higher profit, same amount of overhead, and I want to do double the full mouth cases," what will immediately happen is if you don't change the conditioning, you will still get the million dollars.

You need to change the X to a Y condition. Now this is going to feel very awkward as a team, and it's one of the reasons that if you do this, all of a sudden your team is like, "Oh, I don't know. I really liked what we did before," right? Because it was in harmony with the existing paradigm. So you could be thinking, up here, the Y idea could be in the conscious mind. But if you have the X idea in the subconscious mind, nothing will change. It's only until that Y idea becomes internalized as a team that it goes into the subconscious mind as the team. That new subconscious idea is going to be acted upon, and that's going to give a Y result.

Now, what can happen, though, is that the X, right? The million dollars from before can play into this. It can actually mess around with the Y idea, because now you're taking that X idea and you're seeing it on a physical level, all around you. A million dollars a collection. A million dollars a collection, million dollars a collection.

You need to cut that off. You need to be focusing and choosing which thoughts come in, and you only choose thoughts that are in harmony with the two million dollar practice, and you have to keep doing this over and over and over, because I can guarantee you the second you set a two million dollar goal, there will be everything that's working against you to try to prevent you from doing that at the beginning, because it's not in harmony with the group paradigm.

You need to understand this. This is the most important thing. I've taken groups through this process. If you understand this concept, really understand it, your practice will change overnight.

Whatever you're in vibration and harmony with is what you're going to get in your practice. You have patients that never say yes to treatment. You have patients that are money conscious. They are only driven by money and insurance. That X idea will keep reinforcing itself until you say, "You know what? No, my patients aren't driven by this, and I'm going to keep emotionalizing this until my actions change. And as a result, when my actions change, my patients will change, and I'll get a different result." And you might say, "That is not true." It is totally the truth, 100% the truth. Okay?

So what I want you to do in this one is, understand the difference between A, B and C goals, and to define a C goal for the entire office. Do this as a team. This should be a group meeting where you define a C goal, and then write down five simple habits you have as a team, okay? And then ask, "Are these five habits serving the team or taking us to the new goal that we have?"

And you're going to find that most of the habits that you have will not be in harmony with this new C goal. So what I want you to do then is, if you define five habits you have as a team, okay, how do we treat morning huddles? How do we treat office meetings? How do we treat collections in our office? How do we treat anything big like that and say, "Are these five habits, the things we're doing, are they serving the team or taking us to this new goal that we have?" If the answer is no, your job then is to immediately switch those five habits to something you think would get you to that C goal, right? If your collections are poor, think of a new habit pattern that you can form that will help increase your collections.

I want you to do this. This is very important ,and it takes some time. This is a big lesson, okay? So it takes some work, but as soon as you do that, you can go on to the next video.