Episode 828: Those Team Members Who Want More, More, More

As an employer, it can definitely feel like all you do is give, and working with those team members who always want more can be a major hurdle. Kiera talks about the right way to approach giving, what to consider from the team member’s perspective, budget confines, and more.

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Transcript:

Kiera Dent (00:01.36)

Hello, lovely team listeners. This is Kiera, and I hope you guys are just having such a great day. It's podcasting day, and I am so happy to be here with you. Every day for you probably is podcast day. I know I get to hang out with you guys Tuesday, Wednesday, Thursday, and I hope you guys are just truly loving it. But I hope also that you take action. I hope that every podcast you listen to, whether you're going to implement that day or you're going to implement in the future, just have a quick note on your phone where it's just all your great ideas, and I call that like a parking lot.

and then every quarter bring out the ideas, clump them together and then figure out one or two that you'll implement that quarter. I think that's a great way to take your podcasts and turn them in from just passive listening, which hey, I'm happy you're here passively with me, but I also want you guys to make sure everything is turning into a tactical. So again, this is why I think it's really important to just have a running list, make sure that you guys are implementing them because it can feel good to be busy, quote unquote, educating our minds.

but it feels even better to execute on that education. So I'm just here to encourage you guys, please, please make a list, put it in every quarter, review the list of items, and then be sure that you're actually executing on them. Now, if there's something right away, like you've heard of an incredible guest that's been on here, go take action right away, because a lot of those things can be done quickly, easily, and effectively. But for all the ideas, like today, I've got a fun idea for you. When you hear these great ideas, I do it with books, I do it with podcasts.

and then I just bring it forward every quarter. I think that's a great way for you guys to execute and implement rather than just absorb and maybe get in the overwhelm or the forget. So also when in doubt, remember that thedentalateam.com, you can click on our podcast page at any time. Any topic you want more information on, be sure to go search it. We have over 800 episodes. I think we're rearing into the 900s pretty soon.

Um, so be sure there's tons of resources there and any podcast we've ever done within that topic. So if it's scheduling, if it's billing, if it's AR, if it's collections, if it's management, anything you can think of profitability, uh, any of those things, be sure to just quickly search that and it'll pull up every single topic. Morning huddles, you name it. So there should be a wealth of knowledge for you. And hopefully we're able to just go back in the archives, cancellations, you name it, hiring all those different pieces. So hopefully that's a really easy way for you guys to, to go back whenever there's a problem.

Kiera Dent (02:12.08)

So I say keep chat GPT open and keep the podcast open because then you can really grab them in any meetings. Make sure you snag those, share them with your team. I try to keep these short, quick, tactical for you. And as always, thanks for just being a part of our Dental A Team podcast family. Please, please, please be sure to share this with someone. It's a great way for you guys to help get this into the hands of every dental practice in the entire world. I am committed to helping bring positivity that's tactical, practical, make your life more fun, make your life less stressed, and help you live life on your terms.

With that, today's topic, we've been looking around, people have been submitting in topics, and today our topic is going to be on how to handle team members that just demand more and more and more. Team members, if this is you, stop it. I can say these things, you guys can't. No, you can, and you should. But team members who are demanding more and more and more, I think this is a trend, right? The other day we were in a team meeting and I was listening to my team.

And then afterwards I left the meeting and I called Britt and I said, Britt, sometimes, cause I can say whatever I want to say to Britt, my team, they're probably listening to this. So fantastic. Now they're all going to hear my deep inner circle thoughts. But I said, Britt, sometimes as an employer, it feels like I give and give and give and give and give and give like, when is it ever enough? And Britt said, Kara, I don't think there ever is enough. I think it's making sure that you're giving because you want to and not feeling like you have to.

And I thought that was a good perspective for me because like I'm doing these things almost in a way of leverage, if you will. So I'm going to give you this and I'm going to expect this. And that's kind of like horse trading. It's kind of like, like no marriage feels good that way. No friendship feels good that way. That's where resentment truly does build. And so for us to look at this, I just think, oh my gosh we don't want to be doing that. We don't want to be trading.

We don't wanna be having these giving with the strings attached for expectation that doesn't feel good for anybody. And so on there, let's look to see why are we giving these things and are we giving because we feel like we should or are we giving because we want to? Again, two different models and it's going to make you feel good or it's gonna make you not feel good. So with that, keep that in mind. Number one, we give because we want to, not because we should, because it's never going to feel enough. Just think about it, no paycheck is ever going to feel like it's enough.

Kiera Dent (04:31.436)

All of us as human nature, the human nature behavior is one of once we reach something, we want more because growth is where happiness is. And so realize that that's where it's coming from. But I also feel like there's gotta be some, I don't really love the word boundaries. I feel like boundaries are just, I mean, yes, we need boundaries, but I also feel like boundaries are kind of like fences and they kind of blockade our heart. Why isn't it just standards and expectations of what I'm willing to give or what I'm not willing to give? And that's just where my standards lie.

For team members, I think a good way is we've also just got to manage expectations. Oftentimes when they're demanding more and more and more, number one, I would pray that they're never demanding. And if they are demanding, I might consider that they need a different job. Second thing is if people are expecting or they're wanting like great, look at it from a space of they're growing, they want to keep growing and evolving. And we just need to clear up expectations. And so a team member who wants more and more and more, I would look to see it. Is it clear? So if we're coming in for pay.

There's easy ways and we have this within our consulting of tiers for every single position. So for dental assistants, what's our basic, so our beginner, our medium and our advanced position and what's the pay associated and what are the duties associated with each of those? I love this. This is part of our consulting and it's something we built. You guys can build it on your own as well. You can reach out hello at thedentalateam.com and we can give you a sample of it.

But I think it's something where when you have a tier, and we always tell them, our goal is to always be paying you guys within the 90th percentile in our area. And so once a year, set a reminder to go check Indeed, go check the job posting boards, and just see what is the cost within your area, and then commit to being able to pay and afford that. Every year I look at the projections, every year I look at the cost of living, every year I'm looking to see what I need to give my team for raises.

And that's because I do want to pay my team in the 90th percentile. I'm probably not going to be a hundred percent. There's some desperate offices out there that are probably going to pay higher than I'm willing to pay and I'm okay with that. If they want to go, there's probably a reason that office is hiring for that amount. They probably are not the ideal place and that's okay. But I do want to be in the 90th percentile. And so just know every year and let your team know this. We are always going to make sure that we're taking care of you, but this is where it is going to max out. So that way, again, they know the rules of the game and then they can play accordingly.

Kiera Dent (06:39.62)

So getting those tiers in place, rolling it out to your team, getting clear expectations, it also helps them see their growth plan of what they need to do to develop themselves as well. And I'm not here to give them that path. If you wanna grow and evolve, you need to take it upon yourself on our one-on-ones, here's the growth path. This is what it's going to be, take it on. And then your definition of complete versus my definition, we can come to the table and we can discuss that.

But that's where our raises are. And I think that is a zone where it really does eliminate the conversations constantly. You're not feeling like you're trying to dodge them in the hallway, because you don't want them asking for raises. You know, and then when I build my projections and I look at my overhead costs, I'm always building it to see, all right, fantastic. If this is the case, then I'm going to build it in the assumption that I'm going to be paying the highest tier for my employees. Because then I know what I need to produce if all of them are being paid the highest.

in the 90th percentile and I'm never scared to give them these raises because I know that the money is there. Now, after that, what we're going to look for is other things that they might demand more PTO, more this, more that. Like everyone is always going to ask for more unless we've got the expectations clear. So for us, we have it set of like, when do they raise in PTO?

What are those? And for us, it's like year one, year two, year three, year four, year five. I'm a traveling company. So of course we're going to have a lot more PTO in there. I need to, like that's something that our team is very obsessed with. And it doesn't hurt us because they're gonna take care of their clients and I want them to go and take time off as well. So on that, there is the tiers of when it is. There's the tiers of when they'll get the raises. Benefits, so for me, it did not make sense as a company to bring 401k in for about three years in our business for some of the tax implications for me.

as a business owner. So I told my team 401k is not going to be here until this point. At this point 401k will come and everybody who's been here for at least a year will be eligible. But I at least had a deadline of when it was. Now, if I don't know, I'll let them know, hey, I'm gonna chat with my CPA. I'll get back to you guys by the end of next quarter or two quarters from now. And I'll have an answer on that just so that way I follow back up with you. So just the more clarity you can give your team, the less they're gonna be demanding more because it's clear. These are the holidays that we give off.

Kiera Dent (08:48.004)

And then you can always surprise and delight. Like I was noticing, I felt like there might be a trend of burnout and I think that burnout is something that's very popular right now. I think it's kind of, I don't know, I feel like we went from COVID and then we went into warp speed and people are now just feeling that burn. And so I was noticing and mental health, I just think is becoming something that's more and more prevalent within our lives. And so I thought about how can I proactively be ahead of this? And again, I don't wanna give more and more, but...

We were talking and like the ideas get thrown out. Do we like close out Friday? Do we close out different days? Do we, but remember like whatever I roll out, I have to be okay with that decision long-term. And so we decided that we would try out giving a half day once a month on a Friday. And I, you know, you run all the numbers of what will be the cost of labor. I'm now giving them extra quote unquote PTO because now it's a half day. But we looked at it and we said, we're gonna try this. We're gonna try it for six months and then we'll evaluate. But

if that never goes away, I'm okay with that being a long-term decision I make. And it's something that I want to gift. It's not something I feel like I'm expected to gift. And so once you've got those standards, their teams are just probably not clear. And that's where they're demanding more and more and more. Now, if you feel like you already have like your PTO put into place, because most of the time people care about their money, their time off, holiday pay, and then it could be possibly things about burnout and sick time, because we've got sick kiddos.

things like that, those are going to be usually the things that people are demanding more on. And then the next piece is going to be growth, which where you show them all the different job positions. This is what's expected for the position. This is the pay for the position. Now they can kind of choose their own adventure and they can grow. But I let people know, I'm not just going to promote you to a position. We've got to make sure that we're also producing that to be able to afford it. So it's a two way street. There's two, there's two sides to this coin. But then let's say you feel like, Kara, I've done all these things.

I have it in place, they've got their growth plans ahead of them, and I just still feel like they keep coming to me. Are you okay to just say no? Yeah, that was a silent after. Because I think so often we're not willing to be confident in what we've put together for people. If you feel like you put together an incredible offer, amazing. That's what it is and be okay with that. Or you might, you know, that's a great idea. I'll consider adding that in for next year and then follow up.

Kiera Dent (11:06.524)

People just don't like it sitting out. I guess a team of where I hated my raises sitting out because I never knew what was going to happen. If I knew, then I know the rules of the game. I can make decisions better. That's something else to consider of like, when are we going to be adding in XYZ? Or what about this policy? For me, I say, awesome, I love that. I put it on a list and I create a protocol within the next quarter and we roll it out. Sometimes the answer is no. And sometimes the answer is that's a great idea. This is what I could offer.

I know our team was after me for healthcare. And I was like, guys, as a small business, the reality is, and I was really truthful with them. The reality is for me to add in healthcare, I want to do it. As an employer, I want you guys to be taken care of. Like I truly do. But as a business owner, I have to look at what's the best interest of the business. And I can actually hire more people for the cost of what healthcare will cost us to bring into the company. But at the same time, what is a middle ground? A middle ground is a health stipend.

And that's something that I can add in, whether you have health insurance or don't, I can add in a monthly health stipend and I can feel good about that for you. And so for that, I think again, say no, be upfront, let people know their growth path and that usually will curb this expectation of the demand for wanting more and more and more. We just need to set clear expectations. Frustration only occurs when expectations are missed. And so look to see, I also do send out quarterly or twice a year by annual surveys.

to our team to find out, I wanna know, because a lot of the things I've implemented for quote unquote more has come from these surveys, but they actually made sense for the business and for retention of the team. And so I'm not always going to say yes. And I think my team knowing I'm not always going to say yes is a good standard to have. It's a good way to go because now they know when Kiera says, yes, fantastic, we're gonna do it. But there's also gonna be ideas that are just ideas. And there's also going to be times that they say no. All of those are okay, but I think that also becomes a culture.

And then look again to see why are you offering these? Why are you doing the demands? And be okay that you might lose a team member. But as my coach told me, she said, Kiera, anytime you lose someone, yes, it is hard. Yes, it's uncomfortable. But anytime you lose someone, it's always an opportunity for you to hire better. And I love that. And so not being afraid. Yes, of course I want everyone there. And yes, of course I wanna have a happy space.

Kiera Dent (13:22.768)

But at the same time, I do not want to have a place where I feel like anytime I walk down the hallway or anytime I talk to a team member, they're going to be chomping at me for more and more and more. That doesn't feel good as an employer and you become resentful, you become bitter, and then you actually start taking it out on your team. And so we don't want that. So let's set the expectations clear. Let's make sure that we take care of our team and let's make sure that we really have those clear expectations rolled out to our team. And then I update mine every single year. So at the end of the year, we roll out the next year's holidays, the next year's PTO policy.

the next years, any updates for travel, time off, things like that. If there's a health stipend and we just look at it. And then before I go into that meeting, I am looking at inflation. I'm looking at the costs. I'm looking at the business. And then I'm looking to see, all right, if this is what the team I want to give and what I feel like is fair to be in that 90th percentile, what does the business need to do to be able to support that? And then I'm able to set my goals based on that. So.

That's how you handle a team member who just demanding more and more. But remember, if they're demanding and there's no appreciation, maybe it's time to find somebody else. And that's OK. Because my culture is a culture of gratitude and grace. And that we are grateful for what we've been given. And that we show that appreciation. And then as an employer, have fun surprising and delighting. Maybe do a bonus here and there. Maybe do gift cards. Maybe do a fun shopping spree. Maybe do a quick 15 minute whatever it is.

but do it because you want to and make sure it's within the confines of the budgets of the business. And that's going to make you feel less stressed, more at ease. And if we can help with this, because sometimes you just need a little bit of support. Like I said, I go to my coach and she helps me realize like, yes, this is something to do, or she can talk to me. I call her and I'm like, hey, I feel like I'm gonna just rip into my team and everyone's gonna be gone tomorrow. And so talk me off this ledge and help me understand what is in the best interest of the business because my judgment's cloudy right now.

And I think as business owners, when we can realize that and as office managers, when we can realize our judgment might be cloudy and having a coach to balance those ideas off of, it really can help you then make ultimately the best decision for the business. When you're too cloudy, step back, gain some perspective. So that way you're ultimately handling yourself and navigating in the way that you feel confident about and that you feel really represents who you are as a person. If we can help with that, reach out hello at thedentalateam.com.

Kiera Dent (15:39.376)

Go to our website, book a call. It's quick, it's short, it's easy. You just see if you're a good fit. It doesn't have to be hard and I'm happy to help you. Or join us every Friday, 8.30 a.m. Pacific, 11.30 Eastern. Come and listen, find out what Dental A team's about and see if it'd be a good fit for you. We try to make it very easy for you so you don't have to stress, you don't even have to book a call. You can just join us every single Friday, 8.30 a.m. Pacific, 11.30 Eastern, and just come find out, see if it's a good fit for you. But do not be shackled to your team.

only give if it feels good to you and realize it's okay because the people who want to be with you will be there with you and you don't always have to say yes to make people happy. My mom has a beautiful quote on her fridge and she said, parents who are afraid to put their foot down have children who walk on their toes and I think about that with teams. Owners who are afraid to have standards and have expectations and to have protocols and to give the clarity to their team will have team members who keep asking for more and more and more. Be okay to say no.

Be okay to have those standards. Feel good about what you're offering. Always be generous, but make sure it's within the confines of your business. And with that, thanks for listening, and I'll catch you next time on the Dental A Team Podcast.