For dental leaders, finding the best ways to support their employees isn't just about offering perks; it's about fostering an environment where staff can thrive and feel valued.
Dental Care Team Group President Ibrahim Jarjoura, DDS, and Catrise Austin, DDS, owner of VIP Smiles Cosmetic Dentistry, recently joined the Becker's Dental + DSO Virtual Event to discuss the best strategies for DSOs to persevere during tough economic times.
Editor's note: Responses were lightly edited for length and clarity.
Question: What are some cost effective ways that practice owners and DSO executives can support their team members without hurting themselves financially?
Dr. Catrise Austin: One of the things I used to do, and still do, is I am not afraid to go outside of the office and just have some team building activities. It may be going to a top restaurant or going roller skating or bowling — some of those things will just take the stress off. If a staff member is feeling burnt out, [make sure] there is a level-headed person in the organization who they really feel confident they can go and talk to. A lot of times they hold that stress in and it's just festering, so making sure the doors are open [and] that it's okay to bring suggestions to the leaders in the business and that the business leaders are not afraid to make changes. Maybe it's an anonymous suggestion box, but we have to know what our team members are feeling, and anything that can make our businesses run better, we should be open to doing it, especially if it's a cost-effective measure we put into place. It's all about just treating each other like family members because we do spend probably the majority of our time in the practice, more than with our families, and we have to open up the communication and make sure we are openly communicating and solving problems together.
Dr. Ibrahim Jarjoura: I do not recall the exact study, but I think it was published in the Harvard Business Review specifically about what makes employees satisfied in their job. The first [thing was] they need to feel they are appreciated. That's the number one thing they're looking for in terms of staying in their organization. Now, what it means to feel like you're being appreciated, it can be a thousand things. It could be the bonuses. It could be just saying before you leave, "Hey, Susie, thank you so much. That was great what you did today." The last thing on the list is how much they're getting paid. Needless to say, that can't be an extreme. You have to pay [based on] what's happening in your market ... [Another] thing I remember from that study is they need to feel there are avenues for advancement in their organization. Are you spending the time and effort and money to provide them with whatever tools they need, as well as opportunities for advancement in their field?