Lesson #5: CORE Lesson #5 – Team Must Sell Themselves On Promise Delivery
About This Lesson
Instructions coming soon..
- Create a new office manual or enhance your current manual to focus on this new goal.
- Create a CE program for your entire team focused on the office goals.
- Read Bob Proctor article on “Decisions” with team and ask how this is relevant to what they are learning.
Hey. What's up, everybody? This is Dr. Steve Schluentz. I want to welcome you back. And we are on, at this moment, the last video of module number two, which is all about selling yourself, selling your team. And what we're going to talk about in this video is tenet number five. Now tenet number five is all about the idea that the team must sell themselves on how to deliver to patients. You, as a dentist, have to stop micromanaging everything that you do , and understand that your team is an absolutely critical and integral part of you being able to do more comprehensive cases. And so, the team themselves must sell themselves on how to deliver this to patients. Now, there's a lot of ways that this can be incorporated, but you need to understand that your team needs training. Your team needs to buy into the vision, like we talked about.
They set this big [seed 00:00:49] goal, and now one of the ways to get the seed goal is to be able to deliver your highest service to the patients that you're serving. Now here's the thing. What I see is number one, most offices build systems with no goal in mind. You build policies and systems, and what that becomes is simply a PYA tool for the dentist, so that if something ever went wrong, you could fire your team member. Really that's what systems and policies are about. And you can say, "well, it's to create accountability, and x, y, and z." And here's what I've found. Most offices will not adhere to policies and systems because the policies and systems don't have a specific reason for doing them. Michael Gerber talks about this in the E-myth. The reason you set a system is there has to be more incentive for you to follow the system than disincentive for you not to follow the system.
Now, what better way to create an incentivized plan, than to have some really big, lofty goals that incorporate the team, incorporate a financial goal, get everybody excited about what's possible, and then build systems around these new goals. Because the systems are going to give your team confidence to be able to deliver a product over and over and over and over and over again. The systems have to create repeatability, because the repeatability will gain the confidence. Just like we talked about in video number one, you gain more of a confidence by doing something. If the systems are repeatable, and you can go through, and that system works every single time, the actual team member will have more confidence in that system, and they will be able to project that onto the patient, ultimately leading to a better experience.
That will feed into number two, which is begin to believe that this goal can be accomplished. If you have systems that are geared towards accomplishing the goal, and the systems work, the belief system of the entire team will increase over and over and over as we continue on in this process. Belief is a absolutely fundamental concept that you have to understand. Until you believe something can be accomplished, it will never happen.
And then, number three is how to get constant feedback and coaching with the team. Listen, you need to be integral with coaching the team, getting feedback, and it doesn't even necessarily have to be you. It could be me, it could be another coach, it could be another consultant, you could get a new consultant that's all about creating policies and systems. But now we have a goal that we can orient our policies and systems. The feedback, though, is vital, and you have to be able to coach the team.
If you can't do it personally ... And I will tell you, like I said, I have had a very difficult time coaching my own team because they look at you differently. Go get constant training for your team. It is the most important thing you can do, and it's the most overlooked. If you're listening to this like I did for the first five years of my career, and all I focused on was improving my skills, but I didn't bring my team with me, guess what happens? Nothing. Nothing will happen. You have to coach your team. The more you coach your team, the more believability there is. The more believability there is, the higher level of service you're going to be able to offer your patients.
So, the action steps in this video is that I want you to start thinking, and this is going to be an ever-evolving process, but create a new office manual or enhance your current manual to focus on this new goal. In Dental Sales Secrets, what you're going to find is there's an office manual that's all about the new patient process from start to finish. That's all we focused on. It's all I focused on. I wanted to talk about why I did what I did, how I did what I did, so any new team member would understand my concept, what I was trying to do.
And then what I want you to do is, whenever you're listening to this, if you're listening to it at the beginning of the year or the end of the year, create a CE, continuing education program for your entire team, focused on the office goals. I want you to start to identify, what are the personal goals for this team member? What are the professional goals for the team member? And then, build a CE program around those personal and professional goals that fit in context with the office goals.
Don't just send your team to training that has nothing to do with your office goals. There has to be a reason for the CE. But just like you as the dentist are always trying to find CE, have your team find CE, help your team find CE, and tying it back to the office goals. And then the last thing I want you to do, there was an article by Bob on decisions. If you type in decisions Bob Proctor at Google, it will come up. I want you to read this with your team, and ask how this is relevant to what they're currently learning. It is a fundamentally amazing article. I don't know how else to describe that. It's one of my favorite articles of all time. It's all about the importance of decisions. Until you make a decision, nothing will happen. You have to make a firm, committed decision.
I want your entire team to read that as well, because it will pertain to what it is you guys are learning. So take some time with this, do these action steps. That is module number two. You've now gotten through module number one, module number two, and on module number three, we're gonna really start to dig into the actual new patient process, and how to get people into the right appointment to begin with. We're going to go into some logistical stuff now in the practice, but the first and second modules were the framework and the foundation that you need to have in order to go forward.