Judy Kay Mausolf

As dental professionals, we strive for accountability and often have a difficult time achieving it. It becomes tiresome and frustrating for us, so we give up! Actually, it is the myths about accountability that cause our frustration and set us up for failure. If we really understood what it took to create accountability, we could prevent the frustration and persevere.

For example, our patients don't get frustrated because a conventional crown takes several appointments. We explain the process and they know what to expect. But if they're expecting a crown in a single appointment, they might become frustrated or upset. We can avoid frustration by removing the myths that create false expectations.

There are three predominant myths that cause the majority of the frustrations:

Myth - Others should just know what is expected. I'm here to tell you that they do not. They can't read your mind and they don't have the same values and expectations in life that you do. You can create clear expectations by defining the specifics of who, what, when, where, why, and how, including a completion date. Ask your patients and your team questions to make sure they understand what you want them to do. When you don't go deep enough to create clarity, you end up with a lack of accountability.

Myth - Telling them once is enough. This myth causes frustration most often. Haven't we all said, "But I already told them once!" It is important to remember that we are human and our old habits die hard. We may need an occasional reminder. Knowing that reminders are a part of the process will help to prevent frustration. It's reassuring to know that if we continue doing the same process the same way over and over it becomes so automatic that it eventually becomes a habit. Once it is a habit, we won't forget!

Myth - It's going to be quick and easy. It's time to be realistic by not expecting things to be perfect overnight. Whenever we change or implement something new there is a learning curve, and it may feel awkward or uncomfortable. The time it takes to learn something new until it becomes a habit is the transition period. The average transition period is 66 days. Understanding that transition time is a part of the accountability process will help to prevent frustration when things do not happen quickly. Precise and consistent repetition helps shorten the transition period. Informing the team that the discomfort is temporary will help them persevere. The phrase "Change is uncomfortable" is true, but the discomfort is only temporary!

We can prevent frustration and achieve accountability when we eliminate the myths that create false expectations. If you would like to learn more about how to achieve accountability in your practice, contact Judy Kay Mausolf at JudyKay@PracticeSolutionsInc.net, or call 612-701-4922.

Linda Drevenstedt

Failing to effectively communicate with your employees isn't just bad for business. It also can create a work environment that's ripe for legal trouble. If you take time to communicate, explain your actions, stay involved and make the workplace seem rational to employees, you will increase your chances of staying out of the courtroom.Below are five of the most common errors that land employers in court-along with tips on how to avoid making them in the first place. As you'll see, communication lies at the heart of all of them.

1. Failing to document performance issues

Remember this: Arbitrators, judges and juries will believe one document over 10 witnesses. Your documentation doesn't have to be formal or perfectly written, but it does have to be understandable, contemporaneous-and dated! Many employment cases-especially those involving retaliation claims-hinge on timing issues alone. If the offense is not egregious, follow a progressive disciplinary process. Judges and juries appreciate when the employer can show it bent over backward to try to save an employee. And while not critical, obtaining an employee's signature on documents involving progressive discipline can be very helpful.

2. Failing to have effective policies and preventive measures

In today's environment, the best way to limit your exposure to employment claims is to have policies on workplace harassment, Maternity leave, workplace violence and standards of conduct. They're critical. Before putting such policies in place, it's always a good idea to seek legal counsel from an employment attorney to ensure they are drafted correctly and that you have covered all the bases.For example, standards of conduct must preserve an employer's ability to be flexible. Harassment policies need to include information about the proper method to report violations if employees experience or witness harassment in the workplace. Job applications and employee manuals also can be great tools to help avoid employment claims. They are the employer's two best friends. On job applications, courts have upheld provisions addressing at-will employment and the right to check with prior employers for references. Your Manual can include a mini-statute of limitations, restricting the period of time that employees can file employment claims against the practice.

3. Failing to provide accurate and honest performance evaluations

At many wrongful discharge trials, the plaintiff's first exhibits are recent performance evaluations-almost always showing good, if not excellent, performance. If evaluations inaccurately reflect good performance, employees will often argue that their termination from a company was illegal or discriminatory.The doctor is accountable for the accuracy and timeliness of their performance evaluations. Make sure the forms themselves encourage frank and constructive criticism.

4. Failing to explain a termination decision

Employers that are afraid to tell employees why they're being terminated are opening themselves up to legal action. Tell the truth when you're letting someone go. Don't try to soften the blow by waffling about the reason for the termination, implying that it's not his/her fault, or that they are simply being "laid off." Failing to be up front with an employee you're terminating is a cardinal sin of management. Worse is refusing to give any reason at all. Chances are good the employee will seek answers at an attorney's office.

5. Creating a perception of favoritism

Employees get disillusioned and angry when their work environment becomes stressful because favoritism is the rule of the day. When workers believe that favoritism is driving a doctor's decision-making, turning to legal counsel is often the next step.To avoid this, it's critical to train office managers to maintain consistency and clarity in personnel actions. They must know how important it is to be clear about why they are doing things the way they are. The doctor should monitor the office manager's performance to make sure they're not creating the perception of favoritism-or worse, discrimination.