Building Happier Dental Teams by Dr Mahrukh Khwaja

Running a successful dental practice involves more than just providing exceptional care to patients. It requires nurturing a dedicated and motivated team of dental professionals who are committed to the vision and values of the practice. Unsurprisingly, post-Covid, with increasingly demanding and disgruntled patients plus high stressors working as a dental professional, disengagement and quiet quitting among staff members is a growing concern. This article outlines 7 strategies to support dental principals on prioritising well-being in the workplace to increase happiness and engagement at work. ?

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1. Recognising Disengagement and Quiet Quitting?

As dental practice owners, it is essential to be vigilant and recognise the signs of disengagement early on so they can be addressed, and prevent them from impacting patient care. These signs may include decreased enthusiasm, motivation, complaints, lack of initiative, and reduced collaboration among team members.?

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2. Building Psychological Safety?

Make time to have conversations with team members you feel may be experiencing a lack of motivation. Listen with an attitude of kindness, curiosity and support. Allowing for openness, and authenticity of feelings and emotions helps to create psychological safety – that is an environment where team members feel comfortable to share openly without fear of reprimand. ?

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3. Encourage Key Psychological Needs?

In psychology there is a well-researched theory known as Self Determination Theory (Ryan and Deci, 1985) that describes 3 key psychological needs for all humans: autonomy (the feeling of choice), mastery (feeling skilled and competent with your tasks) and relatedness (the need to feel connected), which underlie growth and development. If someone in your team is feeling disengaged, it may be that one or a few of these needs are not being adequately met. ?

So as a compassionate leader, through conversations, you can help to determine how to increase these needs at work. It may be for example, that your employee craves a management style that doesn’t micro-manage, or that they are not carrying out the type of dentistry that truly excites them. They may need guidance or encouragement to upskill to enhance mastery in a specific skillset.

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4. Cultivating Hope Based Culture and Leadership?

In organisational psychology we speak about fear based culture/leadership vs hope based. Fear based cultures at work are centred on spotlighting mistakes, worries and are often very anxious places to work in. My first job after graduation is a perfect example of a fear based culture. My principal would have weekly meetings with all the dentists, calling out and shaming specific work the dentists in the team had carried out, along with radiographs as a way of ‘teaching’ best practice. As you can imagine, this created an environment rich in negative emotions. I had the worst acne of my life working in this dental practice! But I also learnt how important culture and leadership style really is. ?

Hope based cultures on the other hand, invite positive emotions like curiosity, awe, optimism and an upwards spiral of positive emotions. It opens us up. This type of culture is vital for preventing disengagement and quiet quitting. ?

We can build this through fostering a supportive and inclusive environment by promoting teamwork, collaboration, and mutual respect. Encourage a healthy work-life balance by providing flexible scheduling options and recognising the importance of self-care. Celebrate achievements and milestones, both big and small, to boost morale and create a sense of unity. Regular team-building activities, such as social events or volunteer opportunities, can also strengthen relationships and enhance the overall work culture.?

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5. Strengths-Based Role Crafting?

One effective strategy to combat disengagement is through strengths-based role crafting. This approach involves aligning employees' skills, interests, and passions with their job responsibilities. Allowing team members to use their strengths and talents empowers them to feel valued and engaged. Regularly communicate with your staff to understand their aspirations and skills and tailor their roles accordingly. This individualised approach can foster a sense of ownership and satisfaction, increasing workplace happiness.?

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6. Shared Values?

Shared values are the foundation of a strong and cohesive team. As a principal, clearly define the core values of your dental practice and involve your staff in the process. You can make this a team activity through creating a poster of values, using strengths cards or websites like?viacharacter.org?as inspiration. ?

When team members feel a sense of ownership over the values and believe in their importance, they are more likely to be motivated and committed. Regularly reinforce these values through team meetings, training sessions, and recognition programmes. Encouraging open dialogue and feedback also allows employees to feel heard and valued, promoting a positive work environment.??

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7.?Promoting Flow Moments?

Flow moments refer to those instances when we are fully immersed in our work, experiencing a state of energised focus and enjoyment. As a principal, strive to create an environment that nurtures flow moments for your team. Offer opportunities for professional growth and skill development, such as continuing education courses or workshops. By encouraging personal and professional growth, you can foster a sense of purpose and fulfilment within your team members, reducing the risk of disengagement.?

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Some Final Thoughts?

It's not easy building a winning team. One where you invest in their wellness, and professional growth. However, it really is crucial for maintaining a thriving practice and providing excellent clinical care. And although it takes time, patience and effort, the upside is truly worth the investment. ?