WEBVTT
00:00:10.480 --> 00:00:14.640
Select Clean Quick Consult is sponsored by PI Midlantic and Joan Marshall.
00:00:15.119 --> 00:00:27.199
Predictive Index helps veterinary leaders better understand what drives their people so they can hire more thoughtfully, improve communication, build stronger teams, and lead each employee more effectively.
00:00:27.760 --> 00:00:37.359
Joan is a former human resources executive who used PI within several companies before becoming a PI Midlantic consultant nearly 25 years ago.
00:00:37.600 --> 00:00:46.320
To learn how Joe Bond can support your practice, contact her directly at jmarshall at pimidlantic.com.
00:00:50.479 --> 00:00:51.280
Welcome aboard.
00:00:51.359 --> 00:00:58.719
If you're listening to Flight Plan Quick Consult, your go-to podcast for veterinary insights that are fast, focused, and designed to elevate your practice.
00:00:58.960 --> 00:01:03.119
I'm your host, Brenda Tasma Medina from Encore Veterinary Consulting.
00:01:03.280 --> 00:01:11.280
Whether you're between appointments or heading into a strategy session, we've got takeoff ready tips, tools, and takeaways to keep your team soaring.
00:01:11.519 --> 00:01:17.120
Let's buckle up and plot our course to why good teams still miscommunicate.
00:01:17.280 --> 00:01:22.239
With our guest panelists, Amy Bronze, Crystal Hardison, and Tiffany Consalvo.
00:01:22.400 --> 00:01:24.879
Tiffany, tell our listeners a little bit about yourself.
00:01:29.040 --> 00:01:30.959
I have been a lifer in this industry.
00:01:31.040 --> 00:01:33.040
So I started when I was really young.
00:01:33.120 --> 00:01:34.400
I was a CSR.
00:01:34.640 --> 00:01:41.680
I went to Purdue University where I thought I wanted to be a veterinarian, and then I gained experience in the practice and fell in love with leadership.
00:01:41.920 --> 00:01:46.640
So I have been in this industry since 2005.
00:01:46.959 --> 00:01:51.439
So 20 years, over 20 years now, and done a variety of things over the years.
00:01:51.519 --> 00:01:54.640
So consulting, I've been able to work one-on-one with practices.
00:01:54.719 --> 00:01:58.159
I've done some speaking, building websites back in the day.
00:01:58.239 --> 00:02:07.519
Um, and currently I am the director of practice leadership and operations at Encore, where I help support 27 different locations all over the United States.
00:02:07.680 --> 00:02:12.719
So lots of experience, both privately and corporate practice, and I'm loving every minute of it.
00:02:12.800 --> 00:02:17.919
So well, sounds like you're one busy lady, so we really appreciate you being with us today.
00:02:18.479 --> 00:02:20.319
Up next is Crystal.
00:02:20.960 --> 00:02:26.639
Hey, I'm Crystal Hardison, and I've been in the field since 2008.
00:02:26.800 --> 00:02:29.520
I started in the kennel and worked my way up.
00:02:29.599 --> 00:02:31.599
I went to school and got my RVT.
00:02:32.000 --> 00:02:37.120
Um, or that led into management and got my C VPM.
00:02:37.360 --> 00:02:43.280
I'm currently managing um two locations, um, a three-doctor practice and a one-doctor practice.
00:02:43.360 --> 00:02:47.360
So a variety of different skills to lean on.
00:02:47.759 --> 00:02:50.159
Well, thank you for being with us today, Crystal.
00:02:50.479 --> 00:02:54.879
We're looking forward to your insights and bringing us a ray of sunshine.
00:02:56.879 --> 00:02:58.479
Hey guys, thanks for having me.
00:02:58.639 --> 00:03:04.800
Um Amy Bronze, I am a hospital administrator for a privately owned three location practice.
00:03:04.960 --> 00:03:07.919
Um, been with this practice for 28 years.
00:03:08.080 --> 00:03:16.800
Um, started as a CSR when I was a teenager and sort of just worked my way up um through the levels and got my RBT.
00:03:16.960 --> 00:03:20.719
I taught in tech school for a little bit and then got my CBPM.
00:03:21.039 --> 00:03:28.000
Um, and now I'm digging into sort of looking into consulting and doing fun stuff like that.
00:03:28.159 --> 00:03:31.280
So well, we're so happy to have you here today, Amy.
00:03:32.479 --> 00:03:34.560
So um miscommunication.
00:03:34.719 --> 00:03:39.039
It can be a big old Pandora's box of conflict and trouble.
00:03:39.280 --> 00:03:52.879
And often at least one person isn't even aware of the friction or tension when it happens, you know, and that's I think a big part of why miscommunication happens, is they're kind of oblivious to it even happening around them.
00:03:53.680 --> 00:04:02.400
But we see many of the best cultures and closest teams still experience this every week to almost every day.
00:04:02.639 --> 00:04:08.639
So I've got a couple of burning questions for our panelists, and let's start with Tiffany.
00:04:09.039 --> 00:04:13.599
Um, why do smart caring people misunderstand each other so often?
00:04:13.919 --> 00:04:19.120
Oh my gosh, I love this question when I saw this come up because I'm passionate about communication.
00:04:19.279 --> 00:04:30.000
About 12 years ago, I got certified in disc communication, and then Encore has just brought us with predictive index, and so I have all this communication knowledge and I still mess it up all the time, right?
00:04:30.160 --> 00:04:41.680
And I'm like, I know this stuff, and um I think it comes from though we know a lot about communication, but there's still this human element of we have different motivators.
00:04:41.759 --> 00:04:54.560
So I might be coming at an issue and I want to check it off my list and get it done, and somebody else is coming at that same issue and they want to make it perfect and they want all the details and they want to really sit down and go thoroughly through it at that time.
00:04:54.720 --> 00:04:57.759
And our motivations might lead us to miscommunicate.
00:04:58.160 --> 00:05:03.839
I think when we're stressed out in the moment, it's still going to be like, Can I pause?
00:05:04.000 --> 00:05:05.759
Can I can I assume positive intent?
00:05:05.920 --> 00:05:08.720
Can I come at this from the right direction in that moment?
00:05:08.879 --> 00:05:16.399
And sometimes, yeah, I'm on it and I'm like, yes, I can see that I'm talking too much, or I can see that I jumped in when I shouldn't have, or I should see that I should pause.
00:05:16.560 --> 00:05:18.160
And other times I can't.
00:05:18.240 --> 00:05:22.800
I'm either passionate about something, I'm emotional about something, I didn't get enough sleep the night before.
00:05:22.959 --> 00:05:26.160
There, you know, there's just all these little things that happen in our life.
00:05:26.399 --> 00:05:35.040
It makes me think of that Brene Brown quote where she's like, you know, tell them what energy level you're coming at it with, because that helps somebody else, you know, kind of understand.
00:05:35.199 --> 00:05:38.079
And then just know there's a human element of communication.
00:05:38.160 --> 00:05:41.120
Like we're constantly working on it, we're never perfect.
00:05:41.199 --> 00:05:44.800
And so that also we don't master communication.
00:05:44.879 --> 00:05:51.120
I think it's one of those things that we have to keep working on and bringing that back up forefront over and over and over.
00:05:51.360 --> 00:06:01.279
And so I just try to assume positive intent and assume good things from other people, but know that I'm human and I'm probably gonna still mess it up here as we go, just how it is.
00:06:01.519 --> 00:06:04.480
So this is too true.
00:06:04.639 --> 00:06:08.560
And I love the self-awareness that you brought to the table.
00:06:10.160 --> 00:06:16.240
Crystal, managing two very different practices, very different sizes, different people.
00:06:16.480 --> 00:06:20.319
Why do smart caring people misunderstand each other so often?
00:06:21.120 --> 00:06:24.399
I think Tiffany kind of said it, like you don't ever master it.
00:06:24.560 --> 00:06:27.279
And so we talk about it, we learn about it.
00:06:27.360 --> 00:06:32.399
Um, but in the moment, um, you know, sometimes it's hard to pull on those skills.
00:06:32.560 --> 00:06:39.120
Um, and you do get a variety of personalities that, you know, spend a lot of time together.
00:06:39.439 --> 00:06:46.240
And sometimes um the behaviors don't always align.
00:06:46.399 --> 00:07:04.560
Um, and so peek teaching people to be self-aware, um, not everybody comes into it being self-aware of their communication style or personality types, um, or their behaviors, or the fact that, you know, yes, you may have a specific communication style, but you can control your behavior.
00:07:04.800 --> 00:07:12.240
Um, and then, you know, when it's crazy and people are doing a thousand things, those skills are the ones that kind of fall away sometimes.
00:07:12.399 --> 00:07:17.040
And so people just react or don't pause and don't assume good intent.
00:07:17.519 --> 00:07:22.319
So I love what you said there about behavior, and you mentioned personality before that.
00:07:22.480 --> 00:07:30.160
So I just want to throw an extra question at you, which is how do you explain to people the difference between personality and behavior?
00:07:30.480 --> 00:07:40.319
Because I have had like, you know, I do this workshop called um commitment to mutual respect, where we really set behaviors for the workplace for everybody.
00:07:40.560 --> 00:07:46.879
And I've had at least one instance where somebody in the workshop was like, but that's just my personality.
00:07:47.040 --> 00:07:48.000
I can't do that.
00:07:48.240 --> 00:07:51.199
How do you how do you talk somebody through that?
00:07:51.439 --> 00:07:55.199
Um, I think that's a common reaction because I've had that too.
00:07:55.519 --> 00:07:59.839
Um and I'm not asking you to change who you are.
00:08:00.079 --> 00:08:04.800
I'm just asking you to be aware of your actions.
00:08:05.120 --> 00:08:13.920
Well, we we can be aware of our actions, we can be respectful, we can agree that we all want this workplace to be a certain way.
00:08:14.079 --> 00:08:16.000
We want to have the same values.
00:08:16.240 --> 00:08:19.759
Um, and that's uh to me, that's just kind of how I approach it.
00:08:19.839 --> 00:08:28.720
Like not trying to change who you are, your personality, you're gonna naturally fall into those, but you can be aware of how your actions affect other people.
00:08:28.800 --> 00:08:35.360
Um, you can be aware of what you need from other people, and we can talk about those things and we can try to find a common ground.
00:08:35.600 --> 00:08:39.679
Yeah, we're blessed with our personality, but we choose our behaviors, right?
00:08:39.919 --> 00:08:40.559
Yes.
00:08:41.120 --> 00:08:48.240
Amy, um, talk to me about smart caring people and why they misunderstand each other so much.
00:08:48.559 --> 00:08:53.360
So one of the words that jumped out at me was caring with our teams.
00:08:53.600 --> 00:09:08.960
And that is sometimes one of our biggest areas of miscommunication because we're overly caring sometimes, and those emotions sort of get in the way of what's really happening and not taking that step back to see what is what's really the problem.
00:09:09.440 --> 00:09:13.200
Um I'm I'm a self-admitted fixer.
00:09:13.360 --> 00:09:15.600
As soon as I hear something, I want to fix it.
00:09:15.759 --> 00:09:17.519
I want to provide the answer.
00:09:17.679 --> 00:09:26.080
Um, so sometimes being in that role, I'm not listening to everything that's going on because I already know what's going on and I want to fix it right away.
00:09:26.480 --> 00:09:32.399
Um that is like, and help of Brenda's coaching.
00:09:32.480 --> 00:09:34.639
I've been working on it and it does help.
00:09:34.960 --> 00:09:52.639
Um, another one is we struggle with this with our leadership team, and we're developing new ways to to sort of flush out the wrinkles with it, but we have a hard time with perception on when we're communicating goals or plans or these are the next steps.
00:09:52.879 --> 00:10:00.559
Um, I think I'm voicing it very clearly and it's very apparent on what I expect the results to be.
00:10:00.720 --> 00:10:03.759
Um, but the perception of each one of my team members is very different.
00:10:04.399 --> 00:10:12.399
And when it came time to say our goals were completed or this was done, I was like, well, that's that's sort of not what what we wanted.
00:10:12.799 --> 00:10:39.039
Um so making sure that at the end of a conversation or communication session, whatever, that everybody sort of repeats what's going on and what their perception of the finished task or goal, or even sort of go through what was the main point of this conversation so that we are all on the same page because there have been so many times where we all left thinking we were on the same page.
00:10:39.200 --> 00:10:42.000
And then when we come back, we were we were all different chapters.
00:10:42.159 --> 00:10:46.240
We weren't even in the same general area of what we were looking for.
00:10:46.399 --> 00:10:56.480
So um I think emotions and perception are two really big issues with communication at our level and even with the support staff.
00:10:56.799 --> 00:10:57.519
Yeah, yeah.
00:10:57.679 --> 00:11:00.080
No, really, really good insights and points.
00:11:00.159 --> 00:11:08.720
And I think learning styles go into that as well, the perceptions, because we all have our preferred, you know, learning style.
00:11:08.879 --> 00:11:15.759
And uh I know mine is visual, so it's like, you know, my husband, he listens and he can pick something up.
00:11:15.840 --> 00:11:17.919
And it's like, no, give I have to see it.
00:11:18.159 --> 00:11:21.840
I need to see a chart or a diagram or whatever the case may be.
00:11:22.240 --> 00:11:27.279
And if I'm listening to it while I have a visual, then it connects with me.
00:11:27.600 --> 00:11:30.879
But without it, I I like have to listen over and over again.
00:11:31.039 --> 00:11:34.399
So I think that plays into things at times as well.
00:11:34.559 --> 00:11:37.039
Um, and with direct communication too.
00:11:37.360 --> 00:11:38.320
So it's your thing.
00:11:38.799 --> 00:11:43.279
Oh, I was gonna add something really quickly too, is I was thinking about that when Amy was talking.
00:11:43.360 --> 00:11:53.919
And another area of opportunity that I find is I do this exercise in um a training that I do, and I ask everybody to draw a house, and I give them like three simple instructions to drawing that house.
00:11:54.240 --> 00:11:57.679
And we all draw wildly different houses, right?
00:11:57.759 --> 00:12:11.360
When you guys all hold up and everybody's proud of their artwork, and we talk through that communication because I think sometimes we come at communication from different levels of experience, different knowledge bases, and some of us have a really big knowledge, and some of us are just learning.
00:12:11.519 --> 00:12:24.559
And so, if we wanted everybody to draw the exact same house, then we need to give them the exact same instructions or maybe a visual cue of what it looks like, and we forget that because we're busy in the practice, and so we drive by and we say, do this with that patient.
00:12:24.639 --> 00:12:29.600
And in our head, we're saying do X, Y, Z, and the person that gets it may not understand that.
00:12:29.679 --> 00:12:37.039
So I think that a lot of times there's friction in practices because knowledge bases are different or we might not be as clear as we thought we were when we were communicating.
00:12:37.120 --> 00:12:39.759
So just that made me think of that too when you they were talking.
00:12:39.840 --> 00:12:42.320
So no, those those are really good points.
00:12:42.559 --> 00:12:43.200
Yeah.
00:12:43.600 --> 00:12:47.200
So, Tiffany, I'm gonna ask the second burning question of you.
00:12:47.440 --> 00:12:56.320
How can leaders, you're all leaders, um, reduce friction without constantly mediating the conflicts that might be happening around you?
00:12:56.639 --> 00:13:00.159
Yeah, I'm gonna go back to a quick story, and I won't make this too long.
00:13:00.320 --> 00:13:08.960
But when I first started at one of my hospitals working there, I got hired in, and there were three islands of doctors working there, and they all had their own way of doing things.
00:13:09.120 --> 00:13:14.559
And there was constant bickering, and there were people on the floor that were kind of raise up as many little leaders.
00:13:14.720 --> 00:13:18.559
And Brenda advised me on reading, Starts with Why by Simon Senect.
00:13:18.720 --> 00:13:22.799
And I will say, as a leadership team, we really went back and we said, okay, who are we?
00:13:22.960 --> 00:13:23.600
What's our purpose?
00:13:23.759 --> 00:13:24.559
Why are we here?
00:13:24.720 --> 00:13:32.159
And we did that foundational work, and I think out of that foundational work, we decided like this is who we are in the community, this is who we want to be.
00:13:32.399 --> 00:13:39.919
And then we set up protocols and job descriptions, and so got really clear on role clarity, who does what in the practice.
00:13:40.080 --> 00:13:50.159
And then we got really clear on protocols, this is how we want to do these things in the practice, and then we got really clear around checklist of like this is when you need to do those items in the practice.
00:13:50.320 --> 00:14:00.399
And so when we started doing that and people had a really good understanding of what they were, what was expected of them when they came into work, I didn't have much conflict anymore.
00:14:00.559 --> 00:14:04.240
You know, we still did, we started then doing communication training afterwards.
00:14:04.320 --> 00:14:13.519
So we set all that foundational stuff, our purpose, our job descriptions, our protocols, and our checklist, and then we did communication training and that kind of gelled everything together.
00:14:13.679 --> 00:14:17.279
And so when people got that, it reduced a lot of conflict.
00:14:17.360 --> 00:14:19.039
Now, I will say that took years.
00:14:19.200 --> 00:14:28.399
That wasn't something that you snapped your finger and fixed all the things, but I would say starting with that clear foundation and really putting the work in will reduce a lot of that conflict.
00:14:28.480 --> 00:14:34.240
Because my HR manager was like, man, I used to be mediating conflict all the time, and now I don't.
00:14:34.399 --> 00:14:37.919
We're building new things and doing new things because I think we had set that good foundation.
00:14:38.000 --> 00:14:40.159
So I really think that plays a lot into it.
00:14:40.399 --> 00:14:49.679
And sometimes people go to fixing the immediate issue of the conflict and they don't realize that they're why they have the conflict in their practice because they haven't done any of that work.
00:14:49.840 --> 00:14:54.399
And so I think you can solve a lot by putting in good, solid operational foundations.
00:14:54.559 --> 00:14:57.840
So I love that because I mean that's the work I do.
00:14:57.919 --> 00:15:01.840
It's building foundations or helping practice build those foundations.
00:15:02.240 --> 00:15:05.360
It you can't build a house of cards on jello, right?
00:15:06.080 --> 00:15:14.159
And you've got to have something to that's strong um and in place in order to start to add those other elements too.
00:15:14.240 --> 00:15:15.759
So I love that story.
00:15:15.919 --> 00:15:23.840
Um, and I remember when you were when you were working on that, and you were like the biggest follower of Simon Sinek that I know now.
00:15:24.320 --> 00:15:25.279
Yes, love it.
00:15:25.360 --> 00:15:34.000
I feel like that that was the catalyst that really started started us to explore how to do things differently and better and a journey of leadership breeding afterwards.
00:15:34.080 --> 00:15:35.200
So it was great.
00:15:36.159 --> 00:15:43.519
Crystal, how as a leader, how do you reduce friction without constantly mediating in your practices?
00:15:44.559 --> 00:15:49.840
I try to we work on communication consistently, pretty much.
00:15:50.080 --> 00:15:54.480
Um not all team meetings, but very frequently.
00:15:54.639 --> 00:15:58.480
Um, and then just throughout the year, we kind of build it in.
00:15:58.720 --> 00:16:04.399
And sometimes we may be focusing on communication with clients, communication internally.
00:16:04.960 --> 00:16:12.879
Um the more we can learn about it as a group, then the more they use those skills with each other.
00:16:13.120 --> 00:16:22.559
Um, and also we really push to um focus on our values and kind of make that the root of a lot of conversations.
00:16:22.799 --> 00:16:30.879
Um and it's just it's a constant learning um environment, and communication is just something we're all learning.
00:16:31.440 --> 00:16:38.559
So you've both referenced things, you the why and the core values, and I think that that's just so intertwined.
00:16:38.639 --> 00:16:42.639
It's like our purpose, but then how do we carry those things out?
00:16:42.799 --> 00:16:48.879
And using your core values and keeping them um a part of that daily conversation is so key.
00:16:48.960 --> 00:16:52.240
It's not like you created them and stuck them in a drawer somewhere, right?
00:16:52.399 --> 00:16:53.679
And it's like, where did those go?
00:16:53.759 --> 00:16:54.720
What what was it?
00:16:54.960 --> 00:17:03.279
No, you you're you're incorporating them into their daily flow and the way that they actually go about their jobs, and I love that.
00:17:03.440 --> 00:17:04.799
Thank you for that, Crystal.
00:17:05.279 --> 00:17:10.799
Amy, how do you how do you not how do you avoid mediating this all the time?
00:17:10.960 --> 00:17:12.799
What what do you do to reduce friction?
00:17:13.279 --> 00:17:17.039
So it's so hard because you know I want to mediate and be in the middle of it and help guide.
00:17:17.440 --> 00:17:18.240
Without being the fixer.
00:17:18.400 --> 00:17:19.599
Without being the fixer.
00:17:19.839 --> 00:17:30.079
Um we I have sort of a story that sort of takes it way back in the beginning of when we opened our second practice and we had a really strong RVT.
00:17:30.240 --> 00:17:32.319
She was traveling from far away.
00:17:32.559 --> 00:17:36.720
Um we had Wednesdays were always like our the day.
00:17:36.880 --> 00:17:39.279
Like something was gonna happen, it was on a Wednesday.
00:17:39.680 --> 00:17:48.640
Um, and she was it was overwhelming and she was over in the corner and having some kind of small mental breakdown.
00:17:48.799 --> 00:17:50.960
Um, but I had all the staff running to me.
00:17:51.279 --> 00:17:57.200
So and so is so upset, she wants to quit, she hates it here, and I'm panicking, like she's my she's my person.
00:17:57.680 --> 00:18:05.200
So I run over and what they heard her say is I loathe Wednesdays, I don't want to work today.
00:18:06.000 --> 00:18:08.880
And all they heard was, I don't want to work.
00:18:09.279 --> 00:18:13.039
And it turned into this giant, she hates it here, she's gonna leave.
00:18:13.359 --> 00:18:14.640
I'm panicking.
00:18:14.799 --> 00:18:18.160
Um, and this was really early, like in my management career.
00:18:18.319 --> 00:18:21.200
So of course I'm like shutting down.
00:18:21.279 --> 00:18:22.799
So I'm like, what am I gonna do?
00:18:23.039 --> 00:18:37.759
Um, so I use that story a lot with my team when we start to talk about these communication issues is to make sure that they want to have a full understanding of the picture before they start to fix things or go for help.
00:18:38.640 --> 00:18:54.319
Um, the other thing is with our team is it was that constant, like we have that open door policy, which to them means if my door's open, they're coming in for every little thing and they're not communicating what the real problem is or are they trying to fix it on their own.
00:18:54.559 --> 00:19:09.839
Um, so one of the things that we did was I put cards on my door, and if they were coming into my office to talk about something, they had to take a card and they had to write down what the problem was, who was involved, and like what are you looking to get out of this?
00:19:10.240 --> 00:19:27.359
Um, and it sort of turned into coaching moments, and now it gets to the point sometimes where they come, they fill out the card and you hear them like and then they walk away because it gave them that opportunity to step back and look at the big picture and realize maybe I don't need to be here.
00:19:27.440 --> 00:19:30.000
This is something that I can handle on my own.
00:19:30.240 --> 00:19:32.559
And that too was not something that happened overnight.
00:19:32.640 --> 00:19:42.160
It took a lot of coaching with them on how to communicate with each other and not, you know, make you statements but make I statements and vice versa.
00:19:42.559 --> 00:19:46.000
Um so it was it was a tough transition.
00:19:46.559 --> 00:19:54.480
Um but at the end of the day, the way they now can communicate with each other or myself, knowing that they're coming in like, hey, I just need to vent.
00:19:54.960 --> 00:20:13.599
But they also know if this is an event solution, event issue and they're looking for solutions, they better have three solutions on that card for the issue they're bringing to me to help them learn how to communicate with each other and themselves on, you know, what do I need to do to keep moving forward?
00:20:14.079 --> 00:20:32.400
Um and I've learned a lot from that, from them in doing that with communication styles, behaviors versus personality, and how I need to approach when they come to me with issues, what my response should be, my body language, my um, you know, there's some staff members when I can be like, what the heck were you thinking?
00:20:32.480 --> 00:20:33.359
Why would you do that?
00:20:33.759 --> 00:20:38.880
For other staff members, I had to sit down and be like, okay, let's start from the beginning, you know.
00:20:39.039 --> 00:20:45.759
So just those communication styles can make a huge difference too in how they respond or move forward with things.
00:20:46.079 --> 00:20:54.799
Amy, I love that you said that um you have to do a lot of coaching them to have the conversations because I find myself in that situation too.
00:20:55.039 --> 00:20:59.440
It's a lot of talking it through, it's a lot of what would you have said different?
00:20:59.599 --> 00:21:01.039
What would you have done different?
00:21:01.200 --> 00:21:11.119
Um a lot of getting them to kind of look at their actions and their words, um, and then encouraging them to have a follow-up conversation, but in a positive way.
00:21:11.440 --> 00:21:12.720
We do a lot of role play.
00:21:13.119 --> 00:21:13.519
Yes.
00:21:15.200 --> 00:21:17.920
And that's the way to do it, building that foundation.
00:21:18.240 --> 00:21:19.680
Tiffany, did you have something?
00:21:19.920 --> 00:21:20.400
I did.
00:21:20.640 --> 00:21:21.359
You could tell.
00:21:23.759 --> 00:21:34.000
Something, a couple of things that I would say, just little points for leaders is I had um when Crystal said core values, we started utilizing the traction model in our leadership team.
00:21:34.160 --> 00:21:47.599
And a few little nuggets, even if you don't go all the way down with traction, I think if you identify your core values, you share them, and then you kind of use that people analyzer tool where you go through and say, Do I need to have a conversation with any of my team members?
00:21:47.680 --> 00:21:49.599
Like, are they truly following our core values?
00:21:49.680 --> 00:21:53.279
And you kind of grade them to say, you know, Brenda, yep, doing the core values.
00:21:53.440 --> 00:21:55.039
Tiffany, nope, needs to work on this.
00:21:55.119 --> 00:21:59.680
And then I know clear conversations that I need to go have with myself and say, Hey, you know.
00:22:00.160 --> 00:22:07.759
Know what this is a core value that we hold really near and dear to our heart, and this is why it's important at this practice, and we don't tolerate this behavior, we need to see a change.
00:22:07.839 --> 00:22:12.319
I think having those accountability conversations are really, really like important.
00:22:12.480 --> 00:22:23.839
It's maintaining and mitigating those conversations that lead into other things because when the team sees you holding them accountable to the behaviors that you set in your practice, that can be really, really powerful.
00:22:24.079 --> 00:22:29.759
The other thing that we utilized was is it a training opportunity for a team member or is it a culture conversation?
00:22:29.920 --> 00:22:34.799
And that guidance from a leadership team helped my team understand where do I need to go tackle?
00:22:34.880 --> 00:22:39.279
Like, do I need to work with them on blood draws or do I need to work with them on a culture conversation?
00:22:39.440 --> 00:22:48.799
So just kind of identifying which one it is, because if not, we got into conversations about people in our practice that were lengthy and not really productive to our meetings.
00:22:48.960 --> 00:22:57.039
And so that was just a quick tool that we used during our meetings to say, hey, do you need to go tackle that from this or from that perspective?
00:22:57.279 --> 00:23:02.160
And then the last thing I would say that really, really helped is we identifying is this a single time that this happened?
00:23:02.240 --> 00:23:03.440
Is it a one-off situation?
00:23:03.519 --> 00:23:05.839
Does it fall into that like 80, 20%?
00:23:06.640 --> 00:23:09.279
Or is it something that we need to set new operations around?
00:23:09.440 --> 00:23:20.960
So if it consistently happened more than once, then we would tackle it as an operation because we knew that we needed to identify the issue and create these protocols with how we're going to do it in the practice.
00:23:21.119 --> 00:23:26.079
And if it was just a one-off situation, we needed to not focus on trying to change the world for that one thing.
00:23:26.240 --> 00:23:32.240
And I think though just keeping those things in mind too help to mitigate conflict in the practice and really help you move forward.
00:23:32.400 --> 00:23:36.400
So a second, we are a big track and traction practice.
00:23:36.480 --> 00:23:38.160
Um you're speaking my language.
00:23:38.319 --> 00:23:45.839
Um, the people analyzer has changed the way we communicate with our team because it takes the emotions out of it, right?
00:23:45.920 --> 00:23:51.119
It, you know, it might be you're having a bad day, they're having a bad day, but it's a very black and white.
00:23:51.200 --> 00:23:52.319
Like this is the core value.
00:23:52.400 --> 00:23:53.200
Are you following it?
00:23:53.279 --> 00:23:54.000
Yes or no?
00:23:54.240 --> 00:23:57.759
It's not based on our emotions or views.
00:23:57.920 --> 00:24:00.400
It's based on yes and no.
00:24:00.559 --> 00:24:07.519
Um and it has made conversations much easier and much easier to give and much easier to receive too.
00:24:07.759 --> 00:24:12.880
When you're getting people analyzed, it's easier to receive that feedback in that format.
00:24:12.960 --> 00:24:20.079
And it really helps with um transparency and perception, is all sort of covered in that people analyzer.
00:24:20.480 --> 00:24:27.200
Yeah, for our listeners who've maybe not heard the word traction before, um, check out the book by Gina Wickman.
00:24:27.359 --> 00:24:32.160
Uh, I think that you'll really get a lot out of it as a practice owner and a practice manager.
00:24:32.400 --> 00:24:35.759
Thank you all for your very valuable insights.
00:24:35.839 --> 00:24:40.240
And I think there are a lot of takeaways today that practices can actually put into place.
00:24:40.559 --> 00:24:50.880
I would like to invite all of our listeners to do a quick flight check this week and ask yourself where is your team experiencing unnecessary friction?
00:24:51.279 --> 00:24:58.240
And then follow that up with is there a foundational element that's absent here that may be causing this friction?
00:24:58.880 --> 00:25:01.839
Thank you for flying with us on Flight Plan Quick Consults.
00:25:02.000 --> 00:25:06.160
Thank you to our generous sponsor, Joan Marshall, at PI Mid Atlantic.
00:25:06.400 --> 00:25:14.000
If today's insights helped you climb to new heights, be sure to subscribe, leave a review, and share this episode with your crew.
00:00:10.480 --> 00:00:14.640
Select Clean Quick Consult is sponsored by PI Midlantic and Joan Marshall.
00:00:15.119 --> 00:00:27.199
Predictive Index helps veterinary leaders better understand what drives their people so they can hire more thoughtfully, improve communication, build stronger teams, and lead each employee more effectively.
00:00:27.760 --> 00:00:37.359
Joan is a former human resources executive who used PI within several companies before becoming a PI Midlantic consultant nearly 25 years ago.
00:00:37.600 --> 00:00:46.320
To learn how Joe Bond can support your practice, contact her directly at jmarshall at pimidlantic.com.
00:00:50.479 --> 00:00:51.280
Welcome aboard.
00:00:51.359 --> 00:00:58.719
If you're listening to Flight Plan Quick Consult, your go-to podcast for veterinary insights that are fast, focused, and designed to elevate your practice.
00:00:58.960 --> 00:01:03.119
I'm your host, Brenda Tasma Medina from Encore Veterinary Consulting.
00:01:03.280 --> 00:01:11.280
Whether you're between appointments or heading into a strategy session, we've got takeoff ready tips, tools, and takeaways to keep your team soaring.
00:01:11.519 --> 00:01:17.120
Let's buckle up and plot our course to why good teams still miscommunicate.
00:01:17.280 --> 00:01:22.239
With our guest panelists, Amy Bronze, Crystal Hardison, and Tiffany Consalvo.
00:01:22.400 --> 00:01:24.879
Tiffany, tell our listeners a little bit about yourself.
00:01:29.040 --> 00:01:30.959
I have been a lifer in this industry.
00:01:31.040 --> 00:01:33.040
So I started when I was really young.
00:01:33.120 --> 00:01:34.400
I was a CSR.
00:01:34.640 --> 00:01:41.680
I went to Purdue University where I thought I wanted to be a veterinarian, and then I gained experience in the practice and fell in love with leadership.
00:01:41.920 --> 00:01:46.640
So I have been in this industry since 2005.
00:01:46.959 --> 00:01:51.439
So 20 years, over 20 years now, and done a variety of things over the years.
00:01:51.519 --> 00:01:54.640
So consulting, I've been able to work one-on-one with practices.
00:01:54.719 --> 00:01:58.159
I've done some speaking, building websites back in the day.
00:01:58.239 --> 00:02:07.519
Um, and currently I am the director of practice leadership and operations at Encore, where I help support 27 different locations all over the United States.
00:02:07.680 --> 00:02:12.719
So lots of experience, both privately and corporate practice, and I'm loving every minute of it.
00:02:12.800 --> 00:02:17.919
So well, sounds like you're one busy lady, so we really appreciate you being with us today.
00:02:18.479 --> 00:02:20.319
Up next is Crystal.
00:02:20.960 --> 00:02:26.639
Hey, I'm Crystal Hardison, and I've been in the field since 2008.
00:02:26.800 --> 00:02:29.520
I started in the kennel and worked my way up.
00:02:29.599 --> 00:02:31.599
I went to school and got my RVT.
00:02:32.000 --> 00:02:37.120
Um, or that led into management and got my C VPM.
00:02:37.360 --> 00:02:43.280
I'm currently managing um two locations, um, a three-doctor practice and a one-doctor practice.
00:02:43.360 --> 00:02:47.360
So a variety of different skills to lean on.
00:02:47.759 --> 00:02:50.159
Well, thank you for being with us today, Crystal.
00:02:50.479 --> 00:02:54.879
We're looking forward to your insights and bringing us a ray of sunshine.
00:02:56.879 --> 00:02:58.479
Hey guys, thanks for having me.
00:02:58.639 --> 00:03:04.800
Um Amy Bronze, I am a hospital administrator for a privately owned three location practice.
00:03:04.960 --> 00:03:07.919
Um, been with this practice for 28 years.
00:03:08.080 --> 00:03:16.800
Um, started as a CSR when I was a teenager and sort of just worked my way up um through the levels and got my RBT.
00:03:16.960 --> 00:03:20.719
I taught in tech school for a little bit and then got my CBPM.
00:03:21.039 --> 00:03:28.000
Um, and now I'm digging into sort of looking into consulting and doing fun stuff like that.
00:03:28.159 --> 00:03:31.280
So well, we're so happy to have you here today, Amy.
00:03:32.479 --> 00:03:34.560
So um miscommunication.
00:03:34.719 --> 00:03:39.039
It can be a big old Pandora's box of conflict and trouble.
00:03:39.280 --> 00:03:52.879
And often at least one person isn't even aware of the friction or tension when it happens, you know, and that's I think a big part of why miscommunication happens, is they're kind of oblivious to it even happening around them.
00:03:53.680 --> 00:04:02.400
But we see many of the best cultures and closest teams still experience this every week to almost every day.
00:04:02.639 --> 00:04:08.639
So I've got a couple of burning questions for our panelists, and let's start with Tiffany.
00:04:09.039 --> 00:04:13.599
Um, why do smart caring people misunderstand each other so often?
00:04:13.919 --> 00:04:19.120
Oh my gosh, I love this question when I saw this come up because I'm passionate about communication.
00:04:19.279 --> 00:04:30.000
About 12 years ago, I got certified in disc communication, and then Encore has just brought us with predictive index, and so I have all this communication knowledge and I still mess it up all the time, right?
00:04:30.160 --> 00:04:41.680
And I'm like, I know this stuff, and um I think it comes from though we know a lot about communication, but there's still this human element of we have different motivators.
00:04:41.759 --> 00:04:54.560
So I might be coming at an issue and I want to check it off my list and get it done, and somebody else is coming at that same issue and they want to make it perfect and they want all the details and they want to really sit down and go thoroughly through it at that time.
00:04:54.720 --> 00:04:57.759
And our motivations might lead us to miscommunicate.
00:04:58.160 --> 00:05:03.839
I think when we're stressed out in the moment, it's still going to be like, Can I pause?
00:05:04.000 --> 00:05:05.759
Can I can I assume positive intent?
00:05:05.920 --> 00:05:08.720
Can I come at this from the right direction in that moment?
00:05:08.879 --> 00:05:16.399
And sometimes, yeah, I'm on it and I'm like, yes, I can see that I'm talking too much, or I can see that I jumped in when I shouldn't have, or I should see that I should pause.
00:05:16.560 --> 00:05:18.160
And other times I can't.
00:05:18.240 --> 00:05:22.800
I'm either passionate about something, I'm emotional about something, I didn't get enough sleep the night before.
00:05:22.959 --> 00:05:26.160
There, you know, there's just all these little things that happen in our life.
00:05:26.399 --> 00:05:35.040
It makes me think of that Brene Brown quote where she's like, you know, tell them what energy level you're coming at it with, because that helps somebody else, you know, kind of understand.
00:05:35.199 --> 00:05:38.079
And then just know there's a human element of communication.
00:05:38.160 --> 00:05:41.120
Like we're constantly working on it, we're never perfect.
00:05:41.199 --> 00:05:44.800
And so that also we don't master communication.
00:05:44.879 --> 00:05:51.120
I think it's one of those things that we have to keep working on and bringing that back up forefront over and over and over.
00:05:51.360 --> 00:06:01.279
And so I just try to assume positive intent and assume good things from other people, but know that I'm human and I'm probably gonna still mess it up here as we go, just how it is.
00:06:01.519 --> 00:06:04.480
So this is too true.
00:06:04.639 --> 00:06:08.560
And I love the self-awareness that you brought to the table.
00:06:10.160 --> 00:06:16.240
Crystal, managing two very different practices, very different sizes, different people.
00:06:16.480 --> 00:06:20.319
Why do smart caring people misunderstand each other so often?
00:06:21.120 --> 00:06:24.399
I think Tiffany kind of said it, like you don't ever master it.
00:06:24.560 --> 00:06:27.279
And so we talk about it, we learn about it.
00:06:27.360 --> 00:06:32.399
Um, but in the moment, um, you know, sometimes it's hard to pull on those skills.
00:06:32.560 --> 00:06:39.120
Um, and you do get a variety of personalities that, you know, spend a lot of time together.
00:06:39.439 --> 00:06:46.240
And sometimes um the behaviors don't always align.
00:06:46.399 --> 00:07:04.560
Um, and so peek teaching people to be self-aware, um, not everybody comes into it being self-aware of their communication style or personality types, um, or their behaviors, or the fact that, you know, yes, you may have a specific communication style, but you can control your behavior.
00:07:04.800 --> 00:07:12.240
Um, and then, you know, when it's crazy and people are doing a thousand things, those skills are the ones that kind of fall away sometimes.
00:07:12.399 --> 00:07:17.040
And so people just react or don't pause and don't assume good intent.
00:07:17.519 --> 00:07:22.319
So I love what you said there about behavior, and you mentioned personality before that.
00:07:22.480 --> 00:07:30.160
So I just want to throw an extra question at you, which is how do you explain to people the difference between personality and behavior?
00:07:30.480 --> 00:07:40.319
Because I have had like, you know, I do this workshop called um commitment to mutual respect, where we really set behaviors for the workplace for everybody.
00:07:40.560 --> 00:07:46.879
And I've had at least one instance where somebody in the workshop was like, but that's just my personality.
00:07:47.040 --> 00:07:48.000
I can't do that.
00:07:48.240 --> 00:07:51.199
How do you how do you talk somebody through that?
00:07:51.439 --> 00:07:55.199
Um, I think that's a common reaction because I've had that too.
00:07:55.519 --> 00:07:59.839
Um and I'm not asking you to change who you are.
00:08:00.079 --> 00:08:04.800
I'm just asking you to be aware of your actions.
00:08:05.120 --> 00:08:13.920
Well, we we can be aware of our actions, we can be respectful, we can agree that we all want this workplace to be a certain way.
00:08:14.079 --> 00:08:16.000
We want to have the same values.
00:08:16.240 --> 00:08:19.759
Um, and that's uh to me, that's just kind of how I approach it.
00:08:19.839 --> 00:08:28.720
Like not trying to change who you are, your personality, you're gonna naturally fall into those, but you can be aware of how your actions affect other people.
00:08:28.800 --> 00:08:35.360
Um, you can be aware of what you need from other people, and we can talk about those things and we can try to find a common ground.
00:08:35.600 --> 00:08:39.679
Yeah, we're blessed with our personality, but we choose our behaviors, right?
00:08:39.919 --> 00:08:40.559
Yes.
00:08:41.120 --> 00:08:48.240
Amy, um, talk to me about smart caring people and why they misunderstand each other so much.
00:08:48.559 --> 00:08:53.360
So one of the words that jumped out at me was caring with our teams.
00:08:53.600 --> 00:09:08.960
And that is sometimes one of our biggest areas of miscommunication because we're overly caring sometimes, and those emotions sort of get in the way of what's really happening and not taking that step back to see what is what's really the problem.
00:09:09.440 --> 00:09:13.200
Um I'm I'm a self-admitted fixer.
00:09:13.360 --> 00:09:15.600
As soon as I hear something, I want to fix it.
00:09:15.759 --> 00:09:17.519
I want to provide the answer.
00:09:17.679 --> 00:09:26.080
Um, so sometimes being in that role, I'm not listening to everything that's going on because I already know what's going on and I want to fix it right away.
00:09:26.480 --> 00:09:32.399
Um that is like, and help of Brenda's coaching.
00:09:32.480 --> 00:09:34.639
I've been working on it and it does help.
00:09:34.960 --> 00:09:52.639
Um, another one is we struggle with this with our leadership team, and we're developing new ways to to sort of flush out the wrinkles with it, but we have a hard time with perception on when we're communicating goals or plans or these are the next steps.
00:09:52.879 --> 00:10:00.559
Um, I think I'm voicing it very clearly and it's very apparent on what I expect the results to be.
00:10:00.720 --> 00:10:03.759
Um, but the perception of each one of my team members is very different.
00:10:04.399 --> 00:10:12.399
And when it came time to say our goals were completed or this was done, I was like, well, that's that's sort of not what what we wanted.
00:10:12.799 --> 00:10:39.039
Um so making sure that at the end of a conversation or communication session, whatever, that everybody sort of repeats what's going on and what their perception of the finished task or goal, or even sort of go through what was the main point of this conversation so that we are all on the same page because there have been so many times where we all left thinking we were on the same page.
00:10:39.200 --> 00:10:42.000
And then when we come back, we were we were all different chapters.
00:10:42.159 --> 00:10:46.240
We weren't even in the same general area of what we were looking for.
00:10:46.399 --> 00:10:56.480
So um I think emotions and perception are two really big issues with communication at our level and even with the support staff.
00:10:56.799 --> 00:10:57.519
Yeah, yeah.
00:10:57.679 --> 00:11:00.080
No, really, really good insights and points.
00:11:00.159 --> 00:11:08.720
And I think learning styles go into that as well, the perceptions, because we all have our preferred, you know, learning style.
00:11:08.879 --> 00:11:15.759
And uh I know mine is visual, so it's like, you know, my husband, he listens and he can pick something up.
00:11:15.840 --> 00:11:17.919
And it's like, no, give I have to see it.
00:11:18.159 --> 00:11:21.840
I need to see a chart or a diagram or whatever the case may be.
00:11:22.240 --> 00:11:27.279
And if I'm listening to it while I have a visual, then it connects with me.
00:11:27.600 --> 00:11:30.879
But without it, I I like have to listen over and over again.
00:11:31.039 --> 00:11:34.399
So I think that plays into things at times as well.
00:11:34.559 --> 00:11:37.039
Um, and with direct communication too.
00:11:37.360 --> 00:11:38.320
So it's your thing.
00:11:38.799 --> 00:11:43.279
Oh, I was gonna add something really quickly too, is I was thinking about that when Amy was talking.
00:11:43.360 --> 00:11:53.919
And another area of opportunity that I find is I do this exercise in um a training that I do, and I ask everybody to draw a house, and I give them like three simple instructions to drawing that house.
00:11:54.240 --> 00:11:57.679
And we all draw wildly different houses, right?
00:11:57.759 --> 00:12:11.360
When you guys all hold up and everybody's proud of their artwork, and we talk through that communication because I think sometimes we come at communication from different levels of experience, different knowledge bases, and some of us have a really big knowledge, and some of us are just learning.
00:12:11.519 --> 00:12:24.559
And so, if we wanted everybody to draw the exact same house, then we need to give them the exact same instructions or maybe a visual cue of what it looks like, and we forget that because we're busy in the practice, and so we drive by and we say, do this with that patient.
00:12:24.639 --> 00:12:29.600
And in our head, we're saying do X, Y, Z, and the person that gets it may not understand that.
00:12:29.679 --> 00:12:37.039
So I think that a lot of times there's friction in practices because knowledge bases are different or we might not be as clear as we thought we were when we were communicating.
00:12:37.120 --> 00:12:39.759
So just that made me think of that too when you they were talking.
00:12:39.840 --> 00:12:42.320
So no, those those are really good points.
00:12:42.559 --> 00:12:43.200
Yeah.
00:12:43.600 --> 00:12:47.200
So, Tiffany, I'm gonna ask the second burning question of you.
00:12:47.440 --> 00:12:56.320
How can leaders, you're all leaders, um, reduce friction without constantly mediating the conflicts that might be happening around you?
00:12:56.639 --> 00:13:00.159
Yeah, I'm gonna go back to a quick story, and I won't make this too long.
00:13:00.320 --> 00:13:08.960
But when I first started at one of my hospitals working there, I got hired in, and there were three islands of doctors working there, and they all had their own way of doing things.
00:13:09.120 --> 00:13:14.559
And there was constant bickering, and there were people on the floor that were kind of raise up as many little leaders.
00:13:14.720 --> 00:13:18.559
And Brenda advised me on reading, Starts with Why by Simon Senect.
00:13:18.720 --> 00:13:22.799
And I will say, as a leadership team, we really went back and we said, okay, who are we?
00:13:22.960 --> 00:13:23.600
What's our purpose?
00:13:23.759 --> 00:13:24.559
Why are we here?
00:13:24.720 --> 00:13:32.159
And we did that foundational work, and I think out of that foundational work, we decided like this is who we are in the community, this is who we want to be.
00:13:32.399 --> 00:13:39.919
And then we set up protocols and job descriptions, and so got really clear on role clarity, who does what in the practice.
00:13:40.080 --> 00:13:50.159
And then we got really clear on protocols, this is how we want to do these things in the practice, and then we got really clear around checklist of like this is when you need to do those items in the practice.
00:13:50.320 --> 00:14:00.399
And so when we started doing that and people had a really good understanding of what they were, what was expected of them when they came into work, I didn't have much conflict anymore.
00:14:00.559 --> 00:14:04.240
You know, we still did, we started then doing communication training afterwards.
00:14:04.320 --> 00:14:13.519
So we set all that foundational stuff, our purpose, our job descriptions, our protocols, and our checklist, and then we did communication training and that kind of gelled everything together.
00:14:13.679 --> 00:14:17.279
And so when people got that, it reduced a lot of conflict.
00:14:17.360 --> 00:14:19.039
Now, I will say that took years.
00:14:19.200 --> 00:14:28.399
That wasn't something that you snapped your finger and fixed all the things, but I would say starting with that clear foundation and really putting the work in will reduce a lot of that conflict.
00:14:28.480 --> 00:14:34.240
Because my HR manager was like, man, I used to be mediating conflict all the time, and now I don't.
00:14:34.399 --> 00:14:37.919
We're building new things and doing new things because I think we had set that good foundation.
00:14:38.000 --> 00:14:40.159
So I really think that plays a lot into it.
00:14:40.399 --> 00:14:49.679
And sometimes people go to fixing the immediate issue of the conflict and they don't realize that they're why they have the conflict in their practice because they haven't done any of that work.
00:14:49.840 --> 00:14:54.399
And so I think you can solve a lot by putting in good, solid operational foundations.
00:14:54.559 --> 00:14:57.840
So I love that because I mean that's the work I do.
00:14:57.919 --> 00:15:01.840
It's building foundations or helping practice build those foundations.
00:15:02.240 --> 00:15:05.360
It you can't build a house of cards on jello, right?
00:15:06.080 --> 00:15:14.159
And you've got to have something to that's strong um and in place in order to start to add those other elements too.
00:15:14.240 --> 00:15:15.759
So I love that story.
00:15:15.919 --> 00:15:23.840
Um, and I remember when you were when you were working on that, and you were like the biggest follower of Simon Sinek that I know now.
00:15:24.320 --> 00:15:25.279
Yes, love it.
00:15:25.360 --> 00:15:34.000
I feel like that that was the catalyst that really started started us to explore how to do things differently and better and a journey of leadership breeding afterwards.
00:15:34.080 --> 00:15:35.200
So it was great.
00:15:36.159 --> 00:15:43.519
Crystal, how as a leader, how do you reduce friction without constantly mediating in your practices?
00:15:44.559 --> 00:15:49.840
I try to we work on communication consistently, pretty much.
00:15:50.080 --> 00:15:54.480
Um not all team meetings, but very frequently.
00:15:54.639 --> 00:15:58.480
Um, and then just throughout the year, we kind of build it in.
00:15:58.720 --> 00:16:04.399
And sometimes we may be focusing on communication with clients, communication internally.
00:16:04.960 --> 00:16:12.879
Um the more we can learn about it as a group, then the more they use those skills with each other.
00:16:13.120 --> 00:16:22.559
Um, and also we really push to um focus on our values and kind of make that the root of a lot of conversations.
00:16:22.799 --> 00:16:30.879
Um and it's just it's a constant learning um environment, and communication is just something we're all learning.
00:16:31.440 --> 00:16:38.559
So you've both referenced things, you the why and the core values, and I think that that's just so intertwined.
00:16:38.639 --> 00:16:42.639
It's like our purpose, but then how do we carry those things out?
00:16:42.799 --> 00:16:48.879
And using your core values and keeping them um a part of that daily conversation is so key.
00:16:48.960 --> 00:16:52.240
It's not like you created them and stuck them in a drawer somewhere, right?
00:16:52.399 --> 00:16:53.679
And it's like, where did those go?
00:16:53.759 --> 00:16:54.720
What what was it?
00:16:54.960 --> 00:17:03.279
No, you you're you're incorporating them into their daily flow and the way that they actually go about their jobs, and I love that.
00:17:03.440 --> 00:17:04.799
Thank you for that, Crystal.
00:17:05.279 --> 00:17:10.799
Amy, how do you how do you not how do you avoid mediating this all the time?
00:17:10.960 --> 00:17:12.799
What what do you do to reduce friction?
00:17:13.279 --> 00:17:17.039
So it's so hard because you know I want to mediate and be in the middle of it and help guide.
00:17:17.440 --> 00:17:18.240
Without being the fixer.
00:17:18.400 --> 00:17:19.599
Without being the fixer.
00:17:19.839 --> 00:17:30.079
Um we I have sort of a story that sort of takes it way back in the beginning of when we opened our second practice and we had a really strong RVT.
00:17:30.240 --> 00:17:32.319
She was traveling from far away.
00:17:32.559 --> 00:17:36.720
Um we had Wednesdays were always like our the day.
00:17:36.880 --> 00:17:39.279
Like something was gonna happen, it was on a Wednesday.
00:17:39.680 --> 00:17:48.640
Um, and she was it was overwhelming and she was over in the corner and having some kind of small mental breakdown.
00:17:48.799 --> 00:17:50.960
Um, but I had all the staff running to me.
00:17:51.279 --> 00:17:57.200
So and so is so upset, she wants to quit, she hates it here, and I'm panicking, like she's my she's my person.
00:17:57.680 --> 00:18:05.200
So I run over and what they heard her say is I loathe Wednesdays, I don't want to work today.
00:18:06.000 --> 00:18:08.880
And all they heard was, I don't want to work.
00:18:09.279 --> 00:18:13.039
And it turned into this giant, she hates it here, she's gonna leave.
00:18:13.359 --> 00:18:14.640
I'm panicking.
00:18:14.799 --> 00:18:18.160
Um, and this was really early, like in my management career.
00:18:18.319 --> 00:18:21.200
So of course I'm like shutting down.
00:18:21.279 --> 00:18:22.799
So I'm like, what am I gonna do?
00:18:23.039 --> 00:18:37.759
Um, so I use that story a lot with my team when we start to talk about these communication issues is to make sure that they want to have a full understanding of the picture before they start to fix things or go for help.
00:18:38.640 --> 00:18:54.319
Um, the other thing is with our team is it was that constant, like we have that open door policy, which to them means if my door's open, they're coming in for every little thing and they're not communicating what the real problem is or are they trying to fix it on their own.
00:18:54.559 --> 00:19:09.839
Um, so one of the things that we did was I put cards on my door, and if they were coming into my office to talk about something, they had to take a card and they had to write down what the problem was, who was involved, and like what are you looking to get out of this?
00:19:10.240 --> 00:19:27.359
Um, and it sort of turned into coaching moments, and now it gets to the point sometimes where they come, they fill out the card and you hear them like and then they walk away because it gave them that opportunity to step back and look at the big picture and realize maybe I don't need to be here.
00:19:27.440 --> 00:19:30.000
This is something that I can handle on my own.
00:19:30.240 --> 00:19:32.559
And that too was not something that happened overnight.
00:19:32.640 --> 00:19:42.160
It took a lot of coaching with them on how to communicate with each other and not, you know, make you statements but make I statements and vice versa.
00:19:42.559 --> 00:19:46.000
Um so it was it was a tough transition.
00:19:46.559 --> 00:19:54.480
Um but at the end of the day, the way they now can communicate with each other or myself, knowing that they're coming in like, hey, I just need to vent.
00:19:54.960 --> 00:20:13.599
But they also know if this is an event solution, event issue and they're looking for solutions, they better have three solutions on that card for the issue they're bringing to me to help them learn how to communicate with each other and themselves on, you know, what do I need to do to keep moving forward?
00:20:14.079 --> 00:20:32.400
Um and I've learned a lot from that, from them in doing that with communication styles, behaviors versus personality, and how I need to approach when they come to me with issues, what my response should be, my body language, my um, you know, there's some staff members when I can be like, what the heck were you thinking?
00:20:32.480 --> 00:20:33.359
Why would you do that?
00:20:33.759 --> 00:20:38.880
For other staff members, I had to sit down and be like, okay, let's start from the beginning, you know.
00:20:39.039 --> 00:20:45.759
So just those communication styles can make a huge difference too in how they respond or move forward with things.
00:20:46.079 --> 00:20:54.799
Amy, I love that you said that um you have to do a lot of coaching them to have the conversations because I find myself in that situation too.
00:20:55.039 --> 00:20:59.440
It's a lot of talking it through, it's a lot of what would you have said different?
00:20:59.599 --> 00:21:01.039
What would you have done different?
00:21:01.200 --> 00:21:11.119
Um a lot of getting them to kind of look at their actions and their words, um, and then encouraging them to have a follow-up conversation, but in a positive way.
00:21:11.440 --> 00:21:12.720
We do a lot of role play.
00:21:13.119 --> 00:21:13.519
Yes.
00:21:15.200 --> 00:21:17.920
And that's the way to do it, building that foundation.
00:21:18.240 --> 00:21:19.680
Tiffany, did you have something?
00:21:19.920 --> 00:21:20.400
I did.
00:21:20.640 --> 00:21:21.359
You could tell.
00:21:23.759 --> 00:21:34.000
Something, a couple of things that I would say, just little points for leaders is I had um when Crystal said core values, we started utilizing the traction model in our leadership team.
00:21:34.160 --> 00:21:47.599
And a few little nuggets, even if you don't go all the way down with traction, I think if you identify your core values, you share them, and then you kind of use that people analyzer tool where you go through and say, Do I need to have a conversation with any of my team members?
00:21:47.680 --> 00:21:49.599
Like, are they truly following our core values?
00:21:49.680 --> 00:21:53.279
And you kind of grade them to say, you know, Brenda, yep, doing the core values.
00:21:53.440 --> 00:21:55.039
Tiffany, nope, needs to work on this.
00:21:55.119 --> 00:21:59.680
And then I know clear conversations that I need to go have with myself and say, Hey, you know.
00:22:00.160 --> 00:22:07.759
Know what this is a core value that we hold really near and dear to our heart, and this is why it's important at this practice, and we don't tolerate this behavior, we need to see a change.
00:22:07.839 --> 00:22:12.319
I think having those accountability conversations are really, really like important.
00:22:12.480 --> 00:22:23.839
It's maintaining and mitigating those conversations that lead into other things because when the team sees you holding them accountable to the behaviors that you set in your practice, that can be really, really powerful.
00:22:24.079 --> 00:22:29.759
The other thing that we utilized was is it a training opportunity for a team member or is it a culture conversation?
00:22:29.920 --> 00:22:34.799
And that guidance from a leadership team helped my team understand where do I need to go tackle?
00:22:34.880 --> 00:22:39.279
Like, do I need to work with them on blood draws or do I need to work with them on a culture conversation?
00:22:39.440 --> 00:22:48.799
So just kind of identifying which one it is, because if not, we got into conversations about people in our practice that were lengthy and not really productive to our meetings.
00:22:48.960 --> 00:22:57.039
And so that was just a quick tool that we used during our meetings to say, hey, do you need to go tackle that from this or from that perspective?
00:22:57.279 --> 00:23:02.160
And then the last thing I would say that really, really helped is we identifying is this a single time that this happened?
00:23:02.240 --> 00:23:03.440
Is it a one-off situation?
00:23:03.519 --> 00:23:05.839
Does it fall into that like 80, 20%?
00:23:06.640 --> 00:23:09.279
Or is it something that we need to set new operations around?
00:23:09.440 --> 00:23:20.960
So if it consistently happened more than once, then we would tackle it as an operation because we knew that we needed to identify the issue and create these protocols with how we're going to do it in the practice.
00:23:21.119 --> 00:23:26.079
And if it was just a one-off situation, we needed to not focus on trying to change the world for that one thing.
00:23:26.240 --> 00:23:32.240
And I think though just keeping those things in mind too help to mitigate conflict in the practice and really help you move forward.
00:23:32.400 --> 00:23:36.400
So a second, we are a big track and traction practice.
00:23:36.480 --> 00:23:38.160
Um you're speaking my language.
00:23:38.319 --> 00:23:45.839
Um, the people analyzer has changed the way we communicate with our team because it takes the emotions out of it, right?
00:23:45.920 --> 00:23:51.119
It, you know, it might be you're having a bad day, they're having a bad day, but it's a very black and white.
00:23:51.200 --> 00:23:52.319
Like this is the core value.
00:23:52.400 --> 00:23:53.200
Are you following it?
00:23:53.279 --> 00:23:54.000
Yes or no?
00:23:54.240 --> 00:23:57.759
It's not based on our emotions or views.
00:23:57.920 --> 00:24:00.400
It's based on yes and no.
00:24:00.559 --> 00:24:07.519
Um and it has made conversations much easier and much easier to give and much easier to receive too.
00:24:07.759 --> 00:24:12.880
When you're getting people analyzed, it's easier to receive that feedback in that format.
00:24:12.960 --> 00:24:20.079
And it really helps with um transparency and perception, is all sort of covered in that people analyzer.
00:24:20.480 --> 00:24:27.200
Yeah, for our listeners who've maybe not heard the word traction before, um, check out the book by Gina Wickman.
00:24:27.359 --> 00:24:32.160
Uh, I think that you'll really get a lot out of it as a practice owner and a practice manager.
00:24:32.400 --> 00:24:35.759
Thank you all for your very valuable insights.
00:24:35.839 --> 00:24:40.240
And I think there are a lot of takeaways today that practices can actually put into place.
00:24:40.559 --> 00:24:50.880
I would like to invite all of our listeners to do a quick flight check this week and ask yourself where is your team experiencing unnecessary friction?
00:24:51.279 --> 00:24:58.240
And then follow that up with is there a foundational element that's absent here that may be causing this friction?
00:24:58.880 --> 00:25:01.839
Thank you for flying with us on Flight Plan Quick Consults.
00:25:02.000 --> 00:25:06.160
Thank you to our generous sponsor, Joan Marshall, at PI Mid Atlantic.
00:25:06.400 --> 00:25:14.000
If today's insights helped you climb to new heights, be sure to subscribe, leave a review, and share this episode with your crew.
