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leagues have a significant effect on our experiences at work, but also in our lives as a whole,”
Dutton says. “If we don’t feel a sense of belonging
on the job, both our jobs and our lives will feel
Peer accountability, when respectfully and
skilfully orchestrated, will raise commitment.
This connects us with our coworkers and unites
us. A person-centered team is the result—a win
for the office, the doctor, and the staff RDH
1. 360-degree feedback. Wikipedia. https://en.wikipe-
dia.org/wiki/360-degree_feedback. Updated January
2. 360 feedback toolkit. The Booth Company
3. Lencioni P. The Five Dysfunctions of Teams. New
York, NY: John Wiley & Sons Inc.; 2002.
4. Crowley MC. Why a happy career can still feel
unfulfilling. Fast Company website. https://www.
March 14, 2017.
to take, or because you have to do it. Think of
our patients: they will comply with home-care
instructions to improve their periodontal status,
often reluctantly, but when they commit . . .
watch out! They are on And as a clinician, you
had better be on as well! Are you as committed
to their personal health as they are? The committed patient will expose your commitment
as a caregiver every time.
Committing to the team creates the conditions for lasting change. It is about bringing your
all to the task: your focus, your creativity, your
drive, your desire to uplift the entire organization, and your willingness to put your personal
agenda aside for something bigger than you. It
is carrying the mantle, passing the torch, and
winning the race.
Gallup’s long-running polls on engagement
Three effects occur when a team acknowl-
tell us is that people have a deep need for mean-
ing and that we feel great distress when this
need is not met. Researcher Jane Dutton of the
University of Michigan believes this need for
community grows more acute as we spend less
time with friends and family and more time
with our devices. “Our connections with col-
Vulnerabilities need to be modeled foremost
by the leader. 3 Others will only come forward
to share their own when a safe environment
for doing so has been established. It takes
strength and courage to acknowledge short-
comings. A real team acknowledges vulnera-
bilities because it can strengthen the team.
This becomes a part of the culture.
edges individual vulnerabilities:
1. Trust rises through open and honest
2. We tap into other team members’
3. Commitment builds within the team.
Only when we can voice our opinions and
know that they are at least listened to—if
not acted upon—will there be commitment in the team.
Sure, team members may comply if they are
told to do something, but there is a difference
between compliance and commitment. Compliance doesn’t tap into buy-in; it means doing
something because you know you should, because you have been told that it is the best action