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ATLANTA, Aug. 9, 2022 /PRNewswire/ -- On August 1, 2022, Cloud 9 Software, the leading provider of cloud-based practice management systems for orthodontists, pediatric dentists, and dental/orthodontic service organizations, acquired ToothFairy LP, a revolutionary Customer Experience Management (CXM) software designed for the orthodontic industry. ToothFairy helps orthodontists optimize their sales pipeline and maximize returns by leveraging the personal insights of potential patients and best practices from other industries. ToothFairy is the culmination of years of research and applying High-Reliability Organizational principles to orthodontic practice management. ToothFairy solves the five biggest problems facing orthodontists today: (1) losing patients to competition, (2) hiring and retaining talent, (3) winning new patients, (4) patient recalls falling through the cracks, and (5) leading and motivating teams. Trude Henderson, founder of ToothFairy, has also joined Cloud 9 in the role of Director, Practice Growth Strategy. Says Henderson, "We are thrilled to complete our partnership with Cloud 9, a company that shares our commitment to providing customers with the modern solutions they need to help improve their competitive advantage, accelerate sales velocity, and better serve patients, thus enabling them to retain existing customers for generations to come and win new ones—sooner." Mike Ressel, CEO of Cloud 9 Software, expressed his enthusiasm for the acquisition. "The acquisition of ToothFairy represents Cloud 9's on-going commitment to being the strategic platform of choice for practice growth and optimization. Enabling more starts and retaining talented staff have never been more critical to our customers' success. We are delighted to extend ToothFairy's game-changing capabilities to our valued customers." Cloud 9 customers will be able to add the new service to take advantage of the revolutionary CXM tools that enable practices to shorten the learning curve for new treatment coordinators, increase sales velocity, remove pipeline roadblocks, and prevent lost sale opportunities. The proprietary algorithm zeroes in on consumer buying motivations, differentiates "hot vs. cold" leads, and helps staff overcome objections with real-time coaching, scripting, and call to action buttons. Current users of ToothFairy have called the Recall Fall Protection™ system "the most robust and easy-to-use in the industry." About Cloud 9 SoftwareCloud 9 Software is a browser-based practice management platform for orthodontics, pediatric dentistry, Orthodontic Service Organizations, and Dental Service Organizations. Headquartered in Roswell, Georgia, Cloud 9 currently serves more than 2,000 locations with millions of patients combined. Discover more at www.cloud9.software.
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 February 1, 2019
By: Trude Henderson I am following up on last week’s article, “One Root Cause of the Silence and Lack of Empathy Too Often Seen in Dental Practices (Part 2)” (September 23rd) and plan to share with you, the dental practice leader, the last two of the three main root causes of the silence and lack of empathy that can negatively impact dental practices. In doing this, I will continue to draw on my 27 years of experience working with High Reliability Organizations (HROs) and on the results of ToothFairy’s 3-year-long pilot study of dental practices in the Western United States. Getting down to business: the second root cause under discussion is simply lack of resources. That pioneer in the science and art of measuring popular opinion, George Gallup, began a worldwide study of the level of human satisfaction in the 1930s, including job satisfaction. In the 1970’s, Dr. Gallup reported that less than 50% of employees were satisfied with their work. Today, his organization reports that this figure has dwindled to an abysmal 33%. Employees are apparently less engaged than ever before. You might ask, “What does lack of resources have to do with lack of engagement?” The answer: “Almost everything!” Dr. Gallup’s survey questions, famously known as “Q12,” are crafted with an eye on actionability-- things that supervisors can take action on and make a noticeable difference in employee engagement. The Gallup question to employees that I will focus on for the purpose of this discussion is: “I have the materials and equipment I need to do my work right.” From our experience, this question easily translates to, “Do I have ALL the resources necessary to do my work right,” - tools, technology, adequate staff for the workload, access to supervisors to solve problems, air-conditioning and even comfortable, spic-and-span uniforms. Years ago, I had a conversation with an employee and asked them if there was anything that I could do to help improve their job satisfaction. To my surprise, the employee said, “Yes ma’am, these uniforms that previous management ordered are hot, itchy and uncomfortable.” This employee’s readiness to respond helped me realize the importance of asking such questions and how the answers are so closely connected to outcomes (a great patient experience, meeting practice goals, etc.). In collaboration with the team, we chose new uniforms that made everyone happy. Remember to always treat your employees at least as well as you want them to treat your patients. There are definitely areas of your practice in which it is a major mistake to economize. Not having enough staff to handle the workload, for example, is almost certain to negatively affect your employee morale and customer experience. When employees are overloaded with tasks (including an overbooked schedule) and with no help on-the-way, stress mounts proportionately and management sends the message (without saying it) that either pinching pennies or quantity over quality is more important than the customer experience. When this happens, staff and doctors either don’t or won’t make the time required for providing the quality patient experience that results from careful listening and satisfying ‘emotional and physical concerns’ as they relate to treatment. Our 3-year pilot study revealed that such practices tend to attract more low-value patients, the ones shopping around regarding price rather than value and the first ones to demand a full refund when the slightest thing doesn't go their way! According to Gallup: “Getting people what they need to do their work is important in maximizing efficiency, in demonstrating to employees that their work is valued and in showing that the company is supporting them in what they are asked to do.” We couldn’t agree more. We recommend that practice leaders educate themselves about Q12 and then educate their supervisors, making frequent use of its questions to gain insights about engagement. One of the easiest ways to accomplish this is to provide each employee with a notecard during a staff meeting so that they can privately answer your own engagement-related questions. Another is for you to contact Gallup directly and for only a $15 per-interviewee fee, conduct a full and thorough engagement assessment, beginning with a baseline. The third root cause of silence and lack of empathy in your practice is poor job fit. Many practices fail to hire and retain the right people—which can make all the difference. What is needed: “high fit” (defined as “how well a candidate or employee matches a job and organization” (Hogan, 2017)), staff members. Such people know how to demonstrate value, meaning that they have the ability to interact well with patients, ask the right questions and answer objections effectively —that they, in short, don’t exemplify silence and lack of empathy. Based on my experience conducting personality profiles over the years, using the assessment tool that I recommend called Hogan Personality Inventory (HPI), I have encountered three extremes when it comes to behaviors. Before I discuss these, though, I would like to point out that we have found that about 1 in 7 candidates fit the criteria for HPI "high fit.” In addition, I recommend that practice leaders view assessment data as only one piece, not the whole part, of the hiring process. Experience, education, references, background checks - all must be taken into account. The first extreme, a common characteristic among some millennials and high-fit candidates, is "resistance to feedback" from peers and supervisors. This is usually due to extremely high self-esteem. I almost always have to remind supervisors that high-fit sales professionals in any industry, and treatment coordinators, for example, in the dental industry, are not always the easiest people to manage, but the best of them, and the ones that will take your practice to the next level, are self-confident, empathetic, self-motivated, outgoing, dependable and lifetime-learners (all characteristics, of course, attractive to dental professionals). These high-performers are best compared to thoroughbred horses who are primed and ready for the Kentucky Derby! The second and third extremes, which we would like to focus on for the purpose of this discussion about low-fit behaviors, are "low ambition" and "low sociability." From our experience, people who score in the lower percentile in these areas 1) tend to lack consistent self-motivation and high competitive drive, 2) tend to lack consistent attention-to-detail, 3)often exhibit more follower behaviors than leadership characteristics, 4) tend to enjoy less frequent interactions with patients and 5) are usually more effective working alone, as opposed to in a team environment. The upshot: these behavioral extremes likely play a role in some of the instances of silence and lack of empathy that may be causing your patients to fall through the cracks or harming your dental practice in other ways. Don’t get me wrong, many low-fit candidates are capable during an interview of coming across as friendly and outgoing, perhaps even as a perfect fit for your practice. The presence of these characteristics doesn’t mean that you should think less of them as people, but remember that your goal should be to hire the candidate of best value to your practice. They may say all the right things regarding your practice values, principles and mission. They may have keen computer skills, or have demonstrated the ability to interact well with patients in the clinical setting during a working interview. Based on my experience and research, however, if you hire them they will not likely exhibit the kind of hassle-free consistency necessary to provide patients with an outstanding customer experience across all touch points and swiftly anticipate shifts in patient expectations. The problem is: How do you really know that you’re going to hire the right person? You don’t, because the perfect person or hiring process simply doesn’t exist. You can, however, improve your odds of hiring a strong fit by utilizing proven tools like HPI designed to help you better predict performance and weed out those with less desirable traits. During the course of the baseline assessment of our 3-year pilot study, it was discovered that in some practices some key personnel were selected or assigned duties out of sheer desperation. In addition, one organization had a mismatch between workload and headcount. Low patient experience survey ratings and a decreasing trend in the number of referrals were indicative of poor customer service. Many practices do unintentionally hire or promote low-fit employees, and then, due to lack of time, the pressure of other priorities or simple procrastination, don't take appropriate actions to replace them. We have found that many leaders, particularly those who don’t class people, feedback and metrics as top priorities, fail to understand the impact of hiring and retaining low-fit employees. By high priority we mean engaging in daily conversations with staff and doctors (through daily huddles) and patients (through an effective e-survey tool) in an effort to gather feedback, fill the gaps and help determine the relative effectiveness of their practice. The lessons to be learned here are: 1) your gut feeling in an interview may not provide enough insight to ensure that you have a "high-fit" candidate; 2) just because your employee performs well in the clinical setting doesn’t mean he/she possesses the social skills critical to improving sales year-over-year or providing an outstanding customer experience; 3)automatically promoting someone who may have performed well in a Treatment Coordinator position, for example, could cost your practice thousands of dollars in lost revenue and harm your brand if they are not the right fit; 4) don’t resign yourself to being stuck with someone forever! HROs readily defer to expertise when they need help—the people with the knowledge and skills appropriate to the circumstances. Furthermore, seeking the advice of a human resources professional, consultant or attorney can provide you with the piece-of-mind and encouragement necessary to take appropriate steps while keeping you out of legal trouble; and 5) make people, feedback and meaningful metrics a priority - you’ll never be sorry that you did! So we have reached the end of our three-part series on the important but seldom discussed issue of silence and lack of empathy in the dental office setting. The main takeaways: silence and a lack of empathy can be rooted in a lack of leadership, lack of resources and poor hiring choices, with potentially serious consequences for a dental practice’s bottom line and brand. Works CitedBabcock & Wilcox Technical Services LLC. (2008). High Reliability Operations: A Practical Guide to Avoid the System Accident. Amarillo: U.S. Department of Energy. Gallup. (2017, September 30). Q-12 Meta-Analysis. From https://strengths.gallup.com/private/resources/q12meta-analysis_flyer_gen_08%2008_bp.pdf Gallup News. (2017, September 25). Employee Engagement. Hogan Assessments. (2016, May 3). From http://www.hoganassessments.com/ Rochlin, Gene. (1996). Reliable Organizations: Present Research and Future Directions. Journal of Contingencies and Crisis Management, 55. The Lewen Group. (2008, May 1). Becoming a High Reliability Organization: Operational Advice for Hospital Leaders. From Agency for Healthcare Research and Quality: http://archive.ahrq.gov Read Part 1 of this article here. Read Part 2 of this article here. Ten Steps You Can Take Right Away to Improve the Reliability of Your Dental Practice High Reliability Concepts: Insights of Value to any organization. Trude Henderson is the co-founder of ToothFairy, a startup elective dental and medical practice improvement software company which delivers an unparalleled customer experience that inspires delight, loyalty and positive emotional connections to improve the lives of patients and the practices they visit. In 2016, she was the first to introduce High-Reliability Organizational Concepts to the dental industry. For questions, contact her directly at Trude@GetToothFairy.com. Follow Trude on LinkedIn: https://www.linkedin.com/in/trudehenderson/ (no email required). Go to ToothFairy's website: www.ToothFairySoftware.com. One Root Cause of the Silence and Lack of Empathy Too Often Seen in Dental Practices (Part 2)1/10/2019  January 10, 2019
By Trude Henderson Today I am following up on last week’s blog and plan to share with you the first of three main root causes of the silence and lack of empathy (Merriam-Webster defines empathy “as the action of understanding, being aware of, being sensitive to and vicariously experiencing the feelings, thoughts and experience of another”) that can plague dental practice. This will involve my asking questions that can help you determine whether you have issues that bear looking into further. In doing all this, I will draw on my experience working with High Reliability Organizations (HROs) and on the results of the 3-year-long pilot study. The root cause under discussion is simply a lack of leadership. Silence and a lack of empathy are both undesirable communication-related behaviors, and a large majority of problems in a dental practice can ultimately be traced back to a breakdown in communication. Even the best-equipped teams, under poor leadership, may not be able to salvage the situation. Patients who are delighted with your service are more likely to be loyal to your practice, even if competitors offer the same service and treatment options, as they cannot duplicate your people and your culture! However, when weak or distracted leaders are in charge and exercise the kind of hands-off approach known as laissez-faire leadership, it’s not likely that your practice as a whole will demonstrate enough value to satisfy patients to sustain it in the long run. As Eileen Morrissey, RDH, said in a recent article (“Serving at the Pleasure of the People: Clinical Excellence Does not Excuse the Absence of Basic Etiquette,” RDA Magazine, September 1, 2017): “Serving patients cannot be limited to providing optimum clinical treatment. It has to be the entire package.” We couldn’t agree more and would like to reiterate the point we have made several times in the past: essential as it is, technical competence will not by itself enable your dental practice to enjoy its full potential. We would also like to repeat something else said many times before: whatever is going on within your culture is almost always transferred directly to your customer experience, and vice-versa. The most successful practices are based on deeply shared values (we recommend that you make a list of these and make them very visible to staff and doctors) that define their success in concrete terms, for the benefit of staff and doctors alike. Such values are shared and reiterated in daily collaborative huddles. Like the results of such huddles, performance metrics, including e-survey patient feedback results, are given priority and help the team understand where they are now and where they need to be in order to create the most value for patients. High Reliability Organizations (HROs) are headed by proactive leaders who stay the path, actively helping staff and doctors connect or reconnect to the “why’s” behind their tasks (Gamble, 2013). In addition, they are not afraid to hold people accountable when they deviate from the practice’s standards. They are, however, skilled at building relationships with team members based on trust and enlisting their help in solving problems. They understand that the more issues are identified and resolved in the work area (not in the occasional conference room meeting), the better, because once patients take their grievances to social media, the damage is already done. If your turnover is high, you should do your best to understand ‘why’ via exit and team member interviews. Research reveals that most turnover is misdiagnosed: practice managers too often attribute it to problems in the personal lives of employees or a fit/job mismatch, when in fact the majority leave because of their supervisor. Our pilot study revealed that when employees feel underappreciated and/or that their supervisor fails to recognize and utilize their talents to benefit the practice, they become disengaged (as shown in a poor attitude, impatience, silence, or lack of empathy in their conversations with patients) and then leave the practice. We found, however, that the opposite is true if supervisors engage daily in two-way feedback with employees and empower them to exercise their talents in the course of their work. In every practice, people are greatly influenced by those who exemplify and model defined values, whether or not they have an official title. If the values aren’t specifically defined by practice leaders, staff will define them on their own, often with devastating results for both the practice and the patient experience. The pilot study found that practices failing to properly define, communicate and model values functioned poorly because staff wasted a lot of time trying to figure out what they should be doing and how they should be doing it. This, in turn, led to many formal and informal procedural inconsistencies that transferred directly into shortcomings in the patient experience. These included employees being immersed in their personal cell phones, ignoring patients or looking down while clicking on their keyboard with a patient directly in front of him/her, and failing to follow up with patients or address their concerns in a friendly, empathetic manner. An employee’s attempt to minimize the importance of such behavior by saying that “it was just a bad day,” is unacceptable. Laissez-faire leadership can work very well for businesses that require trial and error in order to perfect products and services. This often applies to engineering firms, advertising agencies and research organizations – but not the stress-prone, schedule-packed dental office. How Do You Know if You Have an Issue?The following are some questions you can ask yourself designed to help you determine if your practice might be on “auto-pilot” and suffering from the kind of leadership that can generate poor communication, including silence and/or lack of empathy with patients:
If you answered “yes” to one or more of these questions, we recommend that you investigate further to see if you in fact do have an issue. HROs are keenly aware of their operations, on the look-out for the smallest signs that their work processes might break down. They resist the temptation to accept ‘simple’ explanations or excuses regarding problems. Long-held beliefs are challenged because people, processes and technologies change. And, most importantly, they take proactive measures designed to prevent problems from arising in the first place, and take immediate actions to solve them when they do! At Identify one of our cardinal rules is: never ask a question that you are unwilling to address. We feel strongly that you should approach our questions to you in the same manner as you would our e-surveys and patient feedback. After all, gaining insights or collecting feedback and then failing to act on it has no value! Daniel Goleman, the author of Working with Emotional Intelligence, said, “How customers feel when they interact with an employee determine how they feel about the company itself.” Very simply put: your dental practice cannot afford the high cost of laissez-faire leaders. Based on our experience, dental practice leaders must make a concerted effort to make people, communication, customer service and process improvement their priorities. Great communication, practice improvement and the expectation of providing a high-quality customer experience cannot be delegated down or merely organized into a program. It requires a culture where every single manager, supervisor, doctor and employee is engaged every day. In our next blog, Part 3 of the series, we will discuss other root causes of the silence and lack of empathy often haunting dental practices. Visit the article by Eileen Morrissey, RDH, here Works CitedBabcock & Wilcox Technical Services LLC. (2008). High Reliability Operations: A Practical Guide to Avoid the System Accident. Amarillo: U.S. Department of Energy. Gamble, Molly. (2013, April 19). Becker’s Hospital Review. Retrieved from http://beckershospitalreview.com/hospital-management-administration/5-traits-of-high-reliability-organizations-how-to-hardwire-each-in-your-organization.html Goleman, Daniel. (1998). Working with emotional intelligence. New York: Bantam/Doubleday/Dell. Shingo Institute. (2016, Jan). Leading a New Era of Enterprise Excellence. Retrieved from http://archive-org-2014.com/org/s/2014-10-26_4813234 The Lewen Group. (2008, May 1). Becoming a High Reliability Organization: Operational Advice for Hospital Leaders. Retrieved from Agency for Healthcare Research and Quality: http://archive.ahrq.gov Trude Henderson is the co-founder of ToothFairy, a startup elective dental and medical practice improvement software company which delivers an unparalleled customer experience that inspires delight, loyalty and positive emotional connections to improve the lives of patients and the practices they visit. In 2016, she was the first to introduce High-Reliability Organizational Concepts to the dental industry. For questions, contact her directly at Trude@GetToothFairy.com. Follow Trude on LinkedIn: https://www.linkedin.com/in/trudehenderson/ (no email required). Go to ToothFairy's website: www.ToothFairySoftware.com. |
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