How do I handle a team member who is toxic?
Unfortunately, having a toxic employee on the team happens more often than we would like. Sometimes this is a new hire, and other times it is a current team member who has deteriorated in performance or attitude (or both). When it happens, it can literally poison the entire team.
Don’t ignore toxicity
Many dentists have encountered a toxic team member but waited a long time to address it because they did not want to deal with it or hoped it would get better on its own. Although it would be wonderful to avoid dealing with a toxic team member, the reality is that not all people are steady, consistent, and dependable.
When you find that you have a toxic situation, the very best thing to do is address it immediately. The most successful practices with the best teams are the ones that have no tolerance for toxicity or aberrant behavior. When they see something they don’t like, they address it immediately and team members understand and know that this is the protocol. They may not love or like it, but they know that unacceptable behaviors will be addressed quickly. They also know that they have a positive, transparent leadership that has their best interest in mind. These are also the doctors who are willing to go through the inconvenience of making changes rather than tolerate or put up with bad behavior.
One other reason to address it quickly is that the toxicity spills over to patients. It is very rare for a person to be charming in front of patients and toxic at other times. For most people, toxicity will eventually reach patients, and this often results in patients being dissatisfied, not accepting treatment, leaving the practice, not referring other patients, and writing bad reviews.
How to address toxicity properly and immediately
Take steps to try to turn the team member around. If it is a new hire who is immediately toxic, your chances for changing their behavior are fairly low. If it is a team member who has been a good or excellent performer in the past, you want to explore every option for having them remain part of the practice. Consider these steps:
Step 1: Hold a one-on-one meeting. This is an opportunity to lay out what you feel are unacceptable behaviors and why they cannot occur in the practice. I would suggest certain scripting that includes following:
“I have observed…”
“It feels to me…”
“We don’t do that here…”
The last one is my favorite. You’re making a clear statement without any room for wavering that whatever you have observed or felt cannot happen. Many team members will come right back at you and deny the situation and even ask you for examples. Don’t fall into the trap of engaging in a debate. Your role is to listen to what they say and then go back to explaining that toxic behavior is unacceptable.
Step 2: Hold a second one-on-one. If you find that the first meeting does not correct the situation, have a second. However, this meeting should serve as the final warning. Simply explain to the team member that their toxicity is beginning to affect the practice and as much as you might like them, the practice cannot tolerate this kind of behavior. Let the person know that you would love to see them remain with the practice, but if you need to meet with them again it will be because you must make a change. Usually, the second meeting is the one that will turn around a team member who wants to keep their job. If isn’t doesn’t, then go to step three.
Step 3: Terminate with compassion. Let the person know you appreciate their contributions and, perhaps, even their work ethic, but that the situation is no longer a “good fit.” Again, this is not the time to engage in a debate as to what to do. This is a leadership call by the doctor or office manager.
Summary
In my experience with thousands of practices, toxicity rarely reverses without intervention, and it is never acceptable. It will bring down the team, spill over to the patients, and cause tremendous stress and anxiety for many involved. Following the three steps recommended above will rebuild the team into a world-class group of excellent performers.
Roger P. Levin, DDS, is the CEO and founder of Levin Group, a leading practice management consulting firm that has worked with over 30,000 practices to increase production. A recognized expert on dental practice management and marketing, he has written 67 books and over 4,000 articles and regularly presents seminars in the U.S. and around the world.
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