{"id":26508,"date":"2024-04-25T15:00:00","date_gmt":"2024-04-25T20:00:00","guid":{"rendered":"https:\/\/www.aae.org\/specialty\/?p=26508"},"modified":"2024-04-26T09:14:07","modified_gmt":"2024-04-26T14:14:07","slug":"what-i-know-now-that-i-wish-i-knew-then","status":"publish","type":"post","link":"https:\/\/www.aae.org\/specialty\/what-i-know-now-that-i-wish-i-knew-then\/","title":{"rendered":"What I Know Now (That I Wish I Knew Then!)"},"content":{"rendered":"

\"\"By Dr. Joel C. Small<\/em><\/p>\n

It is often stated that experience is our greatest teacher.\u00a0 What is most unfortunate about this reality is that the lessons learned, and the benefits derived through experience are most helpful when we have the least amount of experience.\u00a0 \u201cIf only I could start over with the knowledge I now have, things would be so different\u201d is a common refrain heard from many of my colleagues.<\/p>\n

Altering our past is simply impossible, but impacting the future for those that follow in our footsteps is one of the greatest services we can offer.\u00a0 With this in mind, I would like to share a few of lessons experience has taught me in the hope that it can brighten the journey of those that follow.<\/p>\n

The following are a few the lessons learned from my life experiences.<\/p>\n

1. The shift from \u201cMe\u201d to \u201cWe\u201d:<\/strong><\/p>\n

The challenges we encounter in academia require a high degree of self-management to be successful.\u00a0 Thriving in this environment is a solo endeavor.\u00a0 In other words, our success is determined by what we know, what we do, and how well we do it.\u00a0 Once we leave the academic environment to begin clinical practice, we must undergo a major shift in our mindset from self-manager to team leader, and as a team leader, our success is now determined more by what others know, what they do, and how well they do it.\u00a0 These others are the group of individuals that make up our practice team.<\/p>\n

To successfully transition to a team leader, we must learn a new skill set, new communication skills, deep listening skills, motivational skills, emotional intelligence, etcetera.\u00a0 Unfortunately, none of these skills are taught in our dental schools or residency programs, so many of us struggle with these essential interpersonal skills that are now so vital to our success in this new environment.\u00a0 Over time, our deficiencies in these vital areas may become a major hindrance to developing our practice culture and a peak performing team.<\/p>\n

2. We walk a fine line between being the boss and being a member of the team:<\/strong><\/p>\n

One of the most challenging lessons to learn as we transition from academia to clinical practice is that we are both the boss as well as being a member of the practice team.\u00a0 Let\u2019s face it, our team cannot work without us, and we cannot work efficiently without the team.\u00a0 The question is how do we position ourselves to be effective in both capacities?\u00a0 Some would say that we should have an arm\u2019s length relationship with the staff, fearing that becoming too close with our team members is an invitation to being taken advantage of.\u00a0 My response to this approach is that there will always be those who wish to take advantage of us.\u00a0 We prevent this from happening by setting strict boundaries that protect us from these attempts.\u00a0 Dealing with staff is no different.\u00a0 We must embed ourselves within our teams so that we can feel the pulse of the team and respond accordingly based on their needs and the perceived needs of the practice.\u00a0 We do this while maintaining personal boundaries that prevent us from being abused.<\/p>\n

The problem, as I see it, with maintaining an arm\u2019s length relationship with the staff is that we become unapproachable and never hear their needs or receive valuable feedback that potentially could make our team more cohesive, more efficient, and more productive.\u00a0 Smaller organizations like dental practices exist in feedback rich environments and we do ourselves and our team a great disservice if we fail to acknowledge and appreciate this valuable feedback.<\/p>\n

3. Our knowledge and technical skills are NOT<\/u> the driving forces to our success:<\/strong><\/p>\n

The academic environment prioritizes knowledge and technical skill as the keys to success, and this is as it should be in institutions of higher learning.\u00a0 In a practice environment, however, our IQ and technical skills become secondary drivers of success.<\/p>\n

The vast majority of dental schools and residency programs provide an exceptional education for their students who are required to meet a very high standard of proficiency.\u00a0\u00a0 Upon entering clinical practice these same high standards of proficiency become what I refer to as table stakes, or the price of admission.\u00a0 In other words, we are expected to have and maintain this basic skill set or we become irrelevant.\u00a0 Maintaining these high standards of knowledge and skill no longer distinguishes us from our fellow doctors with the same skill set or provides us with a sustainable competitive advantage in the dental marketplace.\u00a0 Our IQ becomes secondary to what Daniel Golman in his seminal book \u201cEmotional Intelligence\u201d refers to as our EQ, a measure of our capacity to be aware of, control, and express our emotions, and to handle\u00a0interpersonal<\/a>\u00a0relationships\u00a0judiciously<\/a>\u00a0and empathetically.\u00a0 In simpler terms, EQ is a measure of our ability to effectively engage with others, and this is where the rubber meets the road.<\/p>\n

Today\u2019s effective leaders and successful practitioners are no longer authoritarians. They are instead exceptional influencers, and influence is a function of one\u2019s ability to communicate in a manner which is engaging, compassionate, and motivating.\u00a0 These are the skills that set us apart from our competition and create a sustainable competitive advantage.\u00a0 Furthermore, doctors who have a high degree of emotional intelligence (EQ) are the ones that create exceptional practice cultures and peak performing teams.<\/p>\n

4. Our job is to provide the knowledge, resources, and support necessary for individual and team growth:<\/strong><\/p>\n

As the leader of our team, our mission is to create an environment that is conducive to growth.\u00a0 Without this essential growth and ability to scale our capabilities and capacity to meet the ever-increasing demands of modern clinical practice, our practices will stagnate, fall behind, and eventually become irrelevant.\u00a0 Psychological safety, the belief that each team member can speak up, take risks, and make mistakes without fear of negative consequences is a vital ingredient for promoting growth.\u00a0 Supporting and investing our time and resources in our team as they scale their capabilities \u00a0is equally as critical in achieving overall growth as psychological safety.<\/p>\n

These are just a few of the things that experience has taught me. Hopefully these thoughts will make your journey from academia to clinical practice a bit easier.<\/p>\n

Dr. Joel C. Small is a Life member and a board certified executive leadership coach for Line of Sight Coaching.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

By Dr. Joel C. Small It is often stated that experience is our greatest teacher.\u00a0 What is most unfortunate about this reality is that the lessons learned, and the benefits…<\/p>\n","protected":false},"author":12,"featured_media":26509,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[158],"tags":[],"feature":[236],"class_list":["post-26508","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-practice-management","feature-paperpoint"],"yoast_head":"\nWhat I Know Now (That I Wish I Knew Then!) - American Association of Endodontists<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.aae.org\/specialty\/what-i-know-now-that-i-wish-i-knew-then\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"What I Know Now (That I Wish I Knew Then!) - American Association of Endodontists\" \/>\n<meta property=\"og:description\" content=\"By Dr. Joel C. 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