Orthodontists lead teams and aim to improve performance, inspire, and grow their practices. The challenge many of us have is we can have accidental diminishing tendencies that can negatively affect teams even in the most well-intentioned situations. We should be focusing on multiplier moments and identify where we are well-meaning leaders that accidentally diminish those around us. In the book “Multipliers” by Liz Wiseman, she reviews multiplier habits that grow those around us and makes a case for how the best leaders make everyone around them smarter. Unfortunately, some leaders reduce the collective intelligence and performance of the team with unintentional habits Wiseman calls diminishing tendencies.
Orthodontists and most doctors are vulnerable to diminishing tendencies as we learn bad leadership habits. We are also leaders in our field, driven by self-performance and individual achievements. When we join, create, or buy a practice where we build a team, these tendencies that worked so well for us to move ahead as students come to diminish our leadership potential.
Let’s review the possible traits of a diminishing leader:
Idea Guy
We intend to share ideas to inspire others to do the same. Unfortunately, this can overwhelm team members to the point that they shut down or spend a lot of time chasing new and different ideas incessantly. What we can do to avoid diminishing our team is to hold back on sharing ideas, allow others to contribute, and save them for later.
Always On
We intend to inject energy into the team and share our opinion whenever possible. Unfortunately, you could suck the air out of the room, and others tune you out. We should allow others to speak up, have their turn, and chime in.
Rescuer
We intend to protect others from mistakes and resolve their problems. Unfortunately, this creates dependent team members who neither learn to be better nor own their problems. Instead of rescuing people, empower your team to solve problems.
Pacesetter
We intend to set a high standard for our orthodontic practice, but becoming an employee in our office becomes a spectator sport. It’s ok to inspire and lead, but stay within sight of others when you pull ahead and allow others to keep up or catch up with support and inspiration. In some pacesetting offices, team members can give up when they can’t keep up, or they may get burnt out.
Rapid Responder
We intend to move quickly into action. Unfortunately, it can stifle others with information overload and inadvertently slow our business down with jams, confusion, and too many changes. Give others the right to be first to respond, especially when it is their job. Allow them to do it and take the lead. Give space and allow others to rise to the occasion.
Optimist
Some things are hard but worth it, and we should recognize that. We intend to offer boundless enthusiasm, but others can feel diminished in their effort and challenges. We can solve this by providing empathy and acknowledging the hard work involved.
Protector
We intend to provide safety to our team from challenges. Unfortunately, people won’t learn to fend for themselves from challenges and learn from their mistakes. In a supportive environment, expose your team to small dosages of life and business uncertainty. Strengthen their skills and abilities.
Strategist
We intend to spell out the vision for the future but strategize with little room for others to fill in the blanks. We should be focused on the “why” and the “what.” While allowing our team to fill in the “how.”
Perfectionist
Perfectionism is a big one for many orthodontists, who tend to be exacting. We intend for our team to deliver outstanding work. Unfortunately, people can feel criticized, discouraged, and eventually give up. Focus on excellence rather than perfection. Show others what success looks like, set standards, and remember to also hold yourself to these.
