Dr. Allen Nazeri (DDS, MBA) answers a dentist’s question about getting employees to share a practice vision. He emphasizes first earning employees' trust through leadership (people buy into leaders before visions), knowing team members’ strengths/motivations, visualizing a concrete future (e.g., number/shape of practices, roles, demographics), communicating the vision in language staff can understand, demonstrating individual career paths within that future, and aligning financial incentives so staff share ownership of growth. He closes by offering coaching programs.
Chapters
Good Morning, this is Dr. Allen. This morning I had a question coming in from a dentist who has a very big, large practice in Indianapolis in Indiana. And the question is, you know, how can I get my team to share my vision for my practice? And this doctor is a highly ambitious doctor. You know, he has created three dental practices within the last eight months and he wants to grow his company. So I thought I'd do a video and I explained this through a video to him and possibly, you know, others can use this information valuable as well. So the first thing we need to look at is does your team buy into you as the leader of the company? See, if they don't buy into you as a leader, it is very difficult that they buy into your vision. So this is why leadership training is very important. And I try to put all of my clients through.
Various leadership development program because part of it is, what are you doing as a leader that you're portraying that you're trustworthy, you have the character, you are consistent with what you do and what you say. So people can buy into you. See, people buy into the person before they can buy into their vision. So that's number one. Now having vision statements and mission statements and all that is very good. But typically these are written by people in.
What I like to call positional authorities. So somebody like yourself or some manager has written these statements and they think somehow all of the employees should memorize this by heart and know it. So really, this is not how you share your vision with the employees. What you really need to do is there are several points and I wrote them down so I can share those with you. Number one is you must know your team members, meaning that you have to be able to touch their heart before you can ask for their hand, meaning that you need to be able to understand what are their strengths, what are their weaknesses, what is it that motivates them to wake up in the morning and come to the office? Okay, that is all part of a team building training that I typically do for the clients. And then, then the questions that you need to really ask yourself is, do you know or can you visualize where you're going to be? Let's say five years from now, are you planning to have 20 practices? What are those practices going to look like? What would be your role in the organization? What would be the patient demographics look like? Everything that you can actually visualize and actually bring it down to detailed information is good because then you get to the next point is where you can actually communicate that with your staff. In a way that they can understand and resonate. And remember, as entrepreneurs, as leaders, your brain wavelength is totally on a different path than most of the employees. So you have to come down to their level of talking and communicating in language so they can understand your vision. Okay, and third, are you able to show.
Every employee that you're talking to, your key team members, whoever they are.
Whether or not.
How the organization growth is going to benefit them? Where would they be in the picture? So if you're talking to, excuse me, a manager.
And a manager.
With you for several years and now you're trying to inspire them to grow the practice with you, you need to somehow.
Show them what their role would be three years from now. If she's putting all these.
Efforts into building your company, is she going to be a regional manager, director, vice president.
Possibly a CEO of your company someday?
So drawing out that picture of where the employee is going to belong is also part of that shared vision. And finally.
The most important part is financially, you need to align your vision with theirs.
Okay, so so basically, you know, if you have financial goals for your practice, for yourself as a leader, you need to incentivize the employees and have them be aligned with you. And I see this a lot with companies where the leaders, they want everything to themselves and they don't want to share and then they want their wagger stall the company cannot grow.
And why their star players end up leaving the companies after a few years because there's no future for them. They see it. So your job is to structure it in a way that your vision and theirs are all aligned. So you guys are working all toward a common goal. My name is Dr. Allen. I help doctors, dentists and various types of businesses actually grow, scale and exit successfully. If I can help you in any way, please contact me. We have series of various programs through telecoaching.
Three day MBA seminars. And if you find this video of value, I would certainly like you to subscribe to the channel as well as comment on any future videos you'd like me to do. Thank you so much, have a great day.
