Creating a Culture that is its Own Reward

Team compensation can be a sensitive and complicated issue. When deciding team compensation, several factors impact your decisions such as quality of performance, length of service, local market forces and internal team dynamics. But there are some fundamental truths that apply when considering compensation, and it starts with respecting what I call the "world order."

The world order is driven by the basic fundamental economic rules that govern how practices can succeed, and within that there are natural ranges of compensation for different roles—including the owner, who is limited by the number of hours in a day and how much value he or she can get from each hour. On average, an administrator or an assistant less will earn less than a hygienist, a hygienist less than an associate, and an associate less than an owner. That is the way of the world in a dental practice and that is indeed the way it needs to be, since you, as the owner, have taken on the burden of debt and risk to become an owner.

That means you can only flex so much within that framework. While there will be some exceptions for outstanding performers, the truth is at a certain point, most people in your practice are going to be earning the maximum they can earn in their role. If they want more, they need to invest in themselves so they can move up in the hierarchy to a different role.

Given this reality, it makes sense—for both owners and teams—to look beyond salary increases, because eventually you are going to hit a ceiling. By all means, make sure you optimize your compensation strategies so you can pay your people to the highest level that sound practice economics will allow. But never forget that tangible compensation is only one lever to use to encourage complete buy-in from your team.

As I have talked about before, considerable research has indicated that for most people in most jobs, money is not the most important factor in determining their job satisfaction. Feeling appreciated, feeling like a meaningful contributor to a greater cause, having the opportunity to grow within a role (or maybe even grow beyond it and move up in that hierarchy) are what really matter most. In the end, the highest reward most people can get from their work is loving what they do.

It probably won't surprise you to find out that I believe a commitment to ongoing team education is one of the best ways to achieve this kind of a practice culture—a culture that rewards its people in a way that transcends just paycheck numbers. I saw it firsthand for years, delivering leadership and team alignment workshops, where practices came together for a weekend of learning and fun. I saw what a powerful bonding experience that was for them and how excited so many of them were to be a part of a practice that did this kind of thing. It's that thrill you get from being an important part of a championship team.

Considering how much practice owners invest in their teams in terms of compensation, I find it interesting how often practices under-invest—in money and in time—in this equally important psychological component of effective team-building. As I pointed out in a recent article, even an hour a week can bring significant results.

Nowadays, with the convenience of online learning, there are even more opportunities to create that growth-centered culture with your team. If you do it in the right way—not presenting it as an extra duty, but as a real opportunity to grow for everyone, and if you make sure to include some fun—you will see what I saw time and time again at those workshops: a very pure sense of team spirit. One that money can't buy.



If you find topics like this helpful, check out Imtiaz Manji's practice management courses available to you through our Course Library. Not yet a member of Spear Online? Click here to learn more.