Most orthodontists like to be problem solvers. Our profession is based on diagnosis, developing a problem list, and planning a solution to resolve the present problems. By default, we hurry to find answers and be the hero. When we lead an orthodontic team, the challenge is that being the hero with a staff of helpers does not help anyone in the long-term. For example, if the team depends on you to solve every problem, they are less empowered and tend to rely on you to make decisions. It is often the case with doctors who tire of the leadership role and all the work they have to manage. A growing practice compounds this as responsibilities pile up, and the orthodontist has to be involved even in low-priority tasks. Therefore, here are ways to empower your team to become problem solvers.
Leadership in problem-solving
To empower your team, divert your focus away from finding a solution to finding who can solve the problem. Sourcing and accountability is a great way to assign a team and hold them accountable for the results. If your employees rely on you to solve their problems, this behavior becomes a drain on an orthodontist. When anyone comes seeking a solution, ask them how they intend to solve the problem and repeatedly expect answers to be presented instead of that problem list. As a result of not telling people what to do, you will start to develop leadership across your team.
Urgent problems
It seems that every obstacle that presents itself needs to be solved urgently. The challenge is understanding what is truly important to solve and what is simply trying to take up priority. Avoid a false sense of urgency in your team and your life. Consider teaching your team what is urgent and important: a moment of crisis, pressing problems, and tight deadlines. In contrast to what is urgent and not important: other people’s issues and unnecessary reporting. Furthermore, work towards being a proactive team and remove urgency by shifting important work as non-urgent work: Strategize, plan, prioritize, build relationships and work on prevention. It is better to solve problems by preventing them than managing a solution after encountering them.
