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Register for 'Back to Core' Webinar
Friday, September 18th
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CREATING ALIGNMENT & SELECTION OF
PRACTICE CORE VALUES
Joseph Bower and Clayton Christensen, two
researchers at Harvard Business School, defined the
term 'disruptive technology' as an innovation that
fulfills the requirements of some, but not all,
consumers far better than existing technology.
We believe we have created such a disruptive
technology in dental practice management. Our
technology is being used with our clients and is
consistently producing high performance and financial
results regardless of the current economy.
The technology consists of six components:
Move to Core
More with Less
Managing Money by the Margin
Managing Staff by Accountability
Paying Staff for Performance
Health, Not Beauty
The first several issues in this series will focus
on "Move to Core" as well as the Webinar this Friday,
September 18th.
Our findings are clear - the more consistent a practice
operates within its Core Values, the higher the
performance and the greater likelihood that results
will be consistently produced. In order for Core Values
to be generative, present and powerful, they must
be 'alive' in the practice. In our practice management
technology, the dentist and the staff members must
first fully align on the Core Values and then promote
each and every action (and interaction) to be guided by
these values.
In the last eNewsletter, we described our process for
isolating and articulating Core Values. To review, each
member of the practice, the doctor and all staff,
complete our online Core Value Inventory. But before
the dentist checks off on which values to select, he or
she runs each value through our Core Value Test.
Then, and only then, when their core values pass this
challenging gauntlet, the dentist completes the Core
Value Inventory. At the same time, the dentist instructs
the staff to complete the staff's Core Value Inventory
individually.
When the dentist and the staff have submitted their
responses, the data is analyzed and the doctor is sent
a Core Value Assessment (CVA), a report that
indicates where the Core Values are aligned and
where they are not aligned between the dentist and
the staff.
GENERATING ALIGNMENT AND SELECTING
PRACTICE CORE VALUES
The next step in the process, the step just
before 'alignment,' is to schedule a staff meeting and
present the CVA results. But before trying to come to
agreement on which values are going to be retained
and which discarded, we ask the dentist and staff to
negotiate mutually agreed upon definitions for the
values on the doctor's list as well as those additional
staff selections not on the doctor's list.
In expressing and coming to agreement on mutually
acceptable definitions for each value, an essential
activity occurs. As the team grapples with coming up
with a mutually agreed upon definitions, they in
essence are practicing how to generate alignment by
working together to come up and agreeing on the
definition of each value.
As the staff and the dentist go through this process,
the dentist learns how attached and how important
certain values are to staff and why. When they come to
the next stage, the dentist will have a better idea of
how to move the interaction so particular values are
kept and others are purged.
Once everyone has come to agreement on a definition
for each core value, then another staff meeting is
scheduled. The purpose of this next meeting is to
generate and finalize the final Core Value list, the
values that will be retained. Coming to agreement,
aligning on what core values should be kept and
which ones will not make the final cut is difficult.
You'll notice in your CVA report that there will be some
values the staff is very attached to, but when closely
examined, you know will not forward your vision or
further accomplish the mission of the practice. And
there are some values on the staff's values list that
would greatly benefit the practice - both from a
performance point of view as well as staff loyalty and
retention. And there are some values on your list that
staff didn't select, but which you understand are
fundamental and critical.
There are number of ways to cull your list. We suggest
you ask questions. What values would patients want
in a dental practice? What values would attract the
market? What values would enhance staff teamwork
and performance? What values if not present would
have you quit our practice? What values would
increase satisfaction, patient, staff and doctor? We
also recommend you bring the Core Value Test and
read those questions as well to help you decide.
You want to get down to what's absolutely essential.
You want to wind up with those values that will give
you the most potent set of values that, if fully
operational, will push and prod you, the staff and the
practice.
Here is a sample of final core values and definitions
from one of our clients, Dr. Ron Wilkins from Salt Lake
City.
Integrity: We are honest. We do what we
say we will do.
Courage: We have the courage to do the right
thing simply because it is the right thing to do.
Respect: We treat our patients and each
other the way we would like to be treated.
Excellence: We strive for excellence in all we
do. Good enough isn't good enough.
Improvement: We strive to get better at what
we do every day.
Service: We are here to serve our patients at
a level higher than they have ever experienced.
Profit: It is absolutely necessary that we are
profitable. Without profit, we can serve no one..
Once your list is finalized, the next step is turning the
subjective into objective. You will derive from these
values a set of 'Core Value Behaviors' that are
measurable and observable. That is another major
piece of 'our' disruptive technology.
The following terms are all copyrighted: Core Value
Inventory, Core Value Assessment, Core Value Test
(CVA), Core Value Behaviors.
Dr. Marc B. Cooper
The Mastery Company
MasteryCompany.com
ANNOUNCEMENT
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Copyright © 2004-2010 Dr. Marc B.
Cooper &
The Mastery Company - All Rights
Reserved.
Comments or Questions -
metrix@emisar.com
Please feel free to forward this Newsletter to your
colleagues, staff and acquaintances.
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