A Lesson on Performance and Trust from the Navy Seals

Recently I read Simon Sinek's book, The Infinite Game. In the book, he talked about the correlation between performance and trust within one of the highest performing teams in the world — the Navy Seals. 

You’d think that on a team like the Navy Seals that performance would mean everything. And while performance is undoubtedly important to them, Simon noted that, surprisingly, those individuals that were deemed trustworthy were valued as a team asset more than those who were only high performers. He even went as far as to say high performers who weren’t very trustworthy were not likable, nor were they team players.

Although the dental industry is a very different playing field, I think this correlation can be made for any high-performing team. 

The Balance of Performance and Trust

On the Navy Seals team, performance was relative to the battlefield. In dentistry or a DSO, performance would be akin to a busy day in your practice.  Trust referenced performance off the battlefield. It measures things like likeability, trustworthiness, and collaboration skills.  

Using an X and Y axis graph where performance is on the vertical axis (Y)  and trust is on the horizontal axis (X), Simon went on to dissect how the Navy Seals function as a team. He looked at low performers vs. high performers and how their presence was valued. 

Obviously, nobody wants someone who is not trustworthy as well as a low performer (#1 on the graph) on their team. Everyone wants high performers who are trusted and well-liked (#3). In reality, these black and white scenarios often don’t exist. 

Instead, even on a team like the Navy Seals, team leaders would rather see mediocre / low performing yet highly trusted members on their team. Why? Because being trustworthy means you are self-aware enough to understand you need the help of others to truly succeed. 

People who think they can do it all themselves are viewed as narcissistic and often aren’t leading the team forward because they’re too focused on their own agenda and way of doing things. Being genuine and authentic in your passion for the work is much more important to your fellow team members than ‘being the best’ on your own. 

You Can’t Do It Alone

Even though society today wants us to believe we need to stand alone, science says we need people to connect with. No one is on their “A game” 24/7. So a team that will have your back when you’re not on your top game is essential in moving forward towards company-wide goals. 

When a new dentist joins an existing dental practice and comes in with a mentality of, “I got this, I’m a talented doctor and I don’t need my team because I can do things myself,” that’s when things start to go downhill. If they want to succeed they need to realize their career doesn’t exist in a silo. Without the front desk scheduling patients, without hygienists building rapport with patients and keeping the foundation of their mouth healthy (aka their gums), and help from dental assistants, there are no patients for said doctor to treat.

It doesn’t matter how good they are. If they come in cocky and don’t feel the need to connect with their team, they’re going to make things hard on themselves. The front desk needs to ‘sell’ them to patients — especially as a new dentist-- so it’s imperative for that dentist to give their team a reason to say good things about them. 

For example, I am the Head of one whole medical modality at Walmart Health. I could look at myself like I lead all of dental and I can do it on my own. But dental doesn’t exist without all the other modalities of healthcare. Knowing that my team is there for me and vice-versa is what keeps us moving forward and will propel us to achieve great things.

Let Your Team Know You Care

Every person has that image in their head of the leader they went the extra mile for because they felt loyal to them-- that leader or manager they really liked because they treated them well, cared and were trustworthy. That level of vulnerability and team bonding is what makes a high-performing team, not one person who thinks they can do it all. 

As Theodore Rosevelt said, “People don't care how much you know until they know how much you care.” Moral of the story: If your team doesn’t believe in you, then you’re done, no matter how "great" you think you are.