Episode 748: Do You Have Right Person, Right Seat for Maximum Momentum?

Kiera is joined by DAT team member Britt to talk about getting the right staffers in the best possible seat (for them and the practice). This is an experience Kiera and Britt navigated with Britt’s role with Dental A-Team. The pair talks about how they handled those conversations together, and how practices in general can make sure the best possible team members are in an optimal position.

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Transcript:

Kiera Dent (00:01.838)

Hello, Denali team listeners, this is Kira, and oh my gosh, it's been a hot minute since Britt Stone and I, no BS Britt, have been on the podcast together. The consultants all podcast on days that I'm usually not around, and so it's super fun when I actually get a podcast with the consultants. So Britt, a long time, no podcast with you and me. How you been?

 

Britt (00:23.082)

Good, good to be back. I do love podcasting with Tiff, and it's like, that's when Tiff and I get to hang out is on podcasts. So it's good to be back here with you.

 

Kiera Dent (00:31.21)

I know, and I definitely, okay, if you don't know Brit and I, we have very different personalities. Kira is a FOMO and Brit is a LOMO. So I have fear of missing out, Brit has love of missing out, but I surely have FOMO of all the consultants podcasting and I don't get to be a part of it. So I just happen to have an extra time. So I texted Brit and said, hey, what are you doing? You want to podcast? So here we are. So Brit, topic today, I think is gonna be really, really fun.

 

Britt (00:51.678)

So absolutely, let's do it.

 

Kiera Dent (00:59.534)

because we're going to actually peel back the curtain of Dental A Team and do a little insider scope of what our company's like on the topic of right person, right seat, and how much your company can flourish when you're on right person, right seat. So Britt and I, I decided to pull Britt into this one because I think she's an excellent example of it. But also before we get kicked off, all of you listening, if this podcast has inspired you, has made you laugh, made you cry, given you something to help your practice,

 

please be sure to leave us a review. Those reviews help us on our mission to serve millions of dental people. We wanna help you guys elevate you, elevate team members, elevate doctors. So right now, go leave those five stars and share this with some office. Put it in a dental post, put it in a group, share it on your Instagram page because you guys sharing is how we're going to serve those millions of people. So Britt, let's talk. Right person, right seat. How do you see this in offices? You consult offices, I consult offices. Right person, right seat.

 

How do you even figure out how a person is in the right seat? Like, you know people, like, let's start, I guess, how do you know that they're the right people for your team? Like, we'll start there, because it's gotta be right person, then right seat. How do you even know if people are right people for your team?

 

Britt (02:13.782)

I think you need to know who you want on your team. What do you stand for? What's important to you? I think that's number one, which I'm a big fan of core values for that reason, just because I think it helps to describe, it helps to give you an idea of who are those people that we're looking for. And even when we're interviewing those people, do those core values resonate with you? Because truly that's what we expect. And if not, like...

 

Kiera Dent (02:34.767)

Mm-hmm.

 

Britt (02:35.778)

Totally fine, we can part ways, go find the thing that's going to fit for you, we'll find the person that's going to fit for us, but we've truly got to make sure we jive on those core things to see if they're even going to be a fit for our company.

 

Kiera Dent (02:46.126)

I love that, Britt. And I think it's such a like cliche thing to say core values. I don't know how you feel about it, but every time people were like, yeah, hire for culture, I'm like, yeah, but when I can't find someone, do I just get desperate and hire? And I think you and I, from as much experience as we've had in the company together in dental, a team, and also prior to working together, I really do believe those core values matter. And you and I have had a lot of conversations recently. Don't worry guys, teaser spoiler alert, Britt and I spend a lot more time together actually. Um,

 

I tried to convince Brit she was going to be my best friend since basically day one of working with us and now I've convinced her to work with me a lot more. So on that, stay tuned. But I really think you and I even solidified the other day. It's been a couple months of core values we genuinely want are grit. That was when you and I came down to we want grit. So I'm such a proponent of fun and Brit is a good proponent of we gotta get stuff done too, Kira. And

 

Not to say Brits a fun killer guys. She's a ton of fun, but it was such a good yin and yang. Cause when you and I solidified that grit and do the right thing and passion for excellence are probably like the three things we're really looking for, but with grit as number one, you and I, I feel started interviewing very differently for team members. Like how much grit do they have? Give us an experience of where you've had to demonstrate grit. And I think that has also helped us weed out people.

 

that if you don't have grit and you don't want to like roll up your sleeves and work hard, this isn't like a fluff and puff job. You're not going to be sitting at home hanging out even though it might sound like that. This is actually a job where there is grit and stamina and hard days while still having a lot of fun. I think it actually has helped you and I weed out and be more crystal clear on who we're trying to hire.

 

Britt (04:26.99)

I think it also helps core values are kind of cliche, but it does help to get everybody on the same page Like if I asked you like hey describe that person you want like you're gonna start describing Attributes and if we're all on the same page about those attributes, which are really what core values are Then it makes everybody's life a lot easier

 

Kiera Dent (04:43.906)

And I think when offices actually use their core values and they start to like people assess on core values, decisions become more clear. I'm not saying they become easier, but they do become more clear. So if you guys wanna have a fun exercise that's either gonna make you like more inspired or more depressed, just know it could come either way. Do a people assessment and see, rank all like write all your team members there, write all your core values and then assess how do they actually rank up on those core values. So.

 

If I was doing that with Brit, which I'm not going to do live, don't worry, I will not put her through that. But our core values, we have a cute acronym. It's a dope GIF. We think we're super clever here. Um, but like do the right thing is our number one. So for me with Brit on a one to 10, how do I feel Brit is on do the right thing? Bottom line is I actually trust Brit 10 out of 10 that I know she will always do the right thing. Um, and I don't usually give out tens. I know Brit doesn't either, but based on all

 

Britt (05:35.898)

We've got to evaluate how we score these things and define it. If you're too easy and everybody's a 10, that's a red flag.

 

Kiera Dent (05:43.198)

It is a red flag and that is actually a good point because normally I wouldn't give a 10 but based on the position Brit now is in our company, if I didn't have a 10 out of 10 on Brit of knowing she'd do the right thing, she's definitely not the right person for the position she's in currently. So on that, I think you just go through and look at them as like for the position they're in, I think is an easy way to assess this of how do the core values rank based on the position they're in, and that also might help you figure out right person, right seat.

 

but I was assessing Brit as a consultant, do the right thing, I might give her not as high of a rating. She always will do the right thing, but I think she might do it a little differently. So that's why I gave that clarity. Again, Brit's awesome guys. I'd probably give her a nine on clients, not a 10. But I think bottom line is Brit would hit high marks all the way through. And I think as long as your employees are like an eight, nine, eight, seven, eight, nine, as much as I don't wanna do a seven, cause I feel like 10s should be given out.

 

very sparingly. I don't think most people should get tens because we're not perfect. And that should be someone who's perfect. I genuinely do believe Brit is very, very like, if not perfect, she's like 1% away from doing the right thing. I know she will always do the right thing even in a hard time. So this is a great way for you guys to then assess your team on the core values to see, are these even the right people? Do they align? And if you like, let's back it up even further. If you don't have right, like have core values,

 

Britt, what's a way for offices to figure out what their core values are? Do you have any tips on that?

 

Britt (07:09.674)

Yeah, I think sometimes when I'm working through like with teams on even like building core values, um sometimes I'll ask them questions such as like what do we want people to say about us, right? Like what do we want our reputation to be out in the community? And that'll start to like build some ideas of like attributes because if you want people to say those things about you then you need to be that and you need to represent it. So sometimes that's a way to good way to look at it or like what

 

What attributes do you value highly in team members? What do you like about other people? What do you need in coworkers? What do you appreciate? Those are two really good questions to kind of start things off and start to get the ball rolling.

 

Kiera Dent (07:46.41)

I love those questions and I'll add two more on my side that I like to also ask of one, what is the culture that I want to embody? So thinking about it, I don't think we'd ever say grit, but when I started looking at the culture of our company and what attributes I wanted as a whole, all team members to be focused on or even aspiring to was a good exercise. And then the second question I would say is as a business owner, what were the three core things? I pulled this from Patrick Lanziani.

 

Um, and I loved how he said, like, those are actually your core and then, then the other ones are aspirational core values. So it's like your core values and then your aspirational values. And so for me, thinking back when I started dental, a team, what were my three core values that to me is like, those three things are must, and that was do the right thing, add the sprinkles, AKA your passion for excellence and your ease. And then our fun, those are my three core. Like when I started this, that's what, that's what drove me. That's what I wanted it to be.

 

And so again, do the right thing, your passion for excellence and ease, and then fun in the company are my core. And then the other ones are aspirational of what I wanted the company culture to be. So as I do a people assessment, terrifying, you might lose your whole team and that's okay. They might aspire to it, but then going to it, Britt, let's talk about right person, right seat. So now we know how to find right person. This like right person, right seat, like what does that even mean? How do you even get there?

 

because I still struggle with it, even though I kind of understand it.

 

Britt (09:16.414)

Yeah, I think one quick tip, I think when it comes to like people assessment, I'm always a fan of like, have them do self assessment and you can assess them because I think it's important to see like what they think of themselves and also what you think of them when it comes to those core values. So that's one tip. And then like write people a write sheet. I think that

 

Kiera Dent (09:30.918)

Mm-hmm.

 

Britt (09:38.594)

I love with people, like I love differences in people, right? And everybody comes with their different strengths and sometimes those strengths are gonna work better in different positions. And that's what I think of when it comes to right people, right seat, like yes, it's whether they're a cultural fit or not, but sometimes it's like, what truly are their strengths? What are they doing? And how can I best utilize this resource that I have? Because let's face it, good team members these days are like a very valuable resource to find out there. So when we find someone good, how can we best use them?

 

Kiera Dent (10:08.399)

Mm-hmm. I think that's such a beautiful piece. And the reason I wanted Britt to come on is because for those of you who have known Britt, I hired Britt as a consultant. And since I met Britt, I knew Britt. Something I value about Britt, and I'll just say this publicly, I know Britt doesn't love public kudos, and I feel like people should know this about you. Something I value about Britt is she has always been transparent with me. She's never led me on, she's never told me anything,

 

Early on, Britt and I traveled a ton together. I was training Britt to basically replace me as a consultant. If I'm honest, I knew she had a lot of the same skillsets as me. I knew she could be able to do it. And so I really thought I'm going to train this girl up to be it. And there was one night Britt and I were chatting at an office and she said, Kira, just so you know, dental team is not my long-term goal. And I was like, got it. She's like, I'm not going to be doing consulting forever. I'm never going to leave you high and dry, which thank you for like easing my stress there.

 

Britt (11:03.432)

No.

 

Kiera Dent (11:04.462)

But I appreciated that Brit told me that. And so Brit, what like, well, you Brit guys, if you don't know Brit, this girl's brilliant. Not only is she a hygienist, she also went to school. She has her masters, but Brit kind of like, what is your sweet spot? Like yes, consulting, you enjoy consulting. That was kind of your next layer. You wanted to try it out, but if we had like what you're most passionate about, things that really light your fire, what are those attributes? And don't worry, Brit's clients, don't panic. She'll still see you. This, we're not here to scare you.

 

But Brit, like really, what are your true strengths that you jive that light you up of tasks?

 

Britt (11:39.658)

Yeah, I did tell Kira when she proposed this topic, I'm like, I'm just gonna make sure we don't scare any clients so they know that I'm not leaving them because I do love my clients. And thank you for the compliments.

 

Kiera Dent (11:46.998)

It's true.

 

Britt (11:52.118)

The things that really fire me up, I know myself well enough to know I have evolved from doing hygiene to managing to doing something different. I think that I'm always going to be learning. And once I kind of feel like I've got a handle on something, I'm looking for the next thing to learn. So that's part of my reason of being, I don't know that it won't be my long term, because I know I'm not going to sit in something that feels repetitive forever. Consulting brings in a lot of variety, and that is one thing that I do love about it. There's always unique things coming up.

 

are working on, but I do love growing things. So like I love growing companies, I love new ideas, like what's the next thing, like what's something different that we can do and that really interests me. And so I think like that's my sweet spot is like, give me a problem, I'm a puzzle person, give me a problem, let me figure out the problem, and that's what drives me.

 

Kiera Dent (12:41.97)

Mm-hmm. And so Britt and I actually started having quite a few conversations and knowing that consulting, it's been fun to also watch Britt though from like what she loved doing to what she was doing and seeing like you blossom on consulting too. Or I think it's something that you naturally wouldn't gravitate towards, but found a lot of love around. And so Britt and I started having conversations and it's just interesting how...

 

when you're looking for a seat. So then next piece is you've got to have an org chart and know what you're even looking for because you've got right people. I knew from day one, Britt was a prime culture fit. I knew I liked her grit. I knew I liked her personality. She has a good time. She reminds me of like one of my best friends in high school and I'm like, perfect. I'm your outgoing person. And she's like, I'm your like introvert. Like let's, it's a good yin to yang. We really are. And so it was interesting. I was trying to hire an operations manager in our company.

 

Britt (13:27.58)

We're the true yin and yang.

 

Kiera Dent (13:35.638)

I'd gone out, I'd gone to big companies, I'd tried a couple of things, but I even interviewed somebody who had dental because I thought, oh, if I could really like paint my perfect person for this, they would have dental like the consulting experience, plus they'd have the business. And if I really could get like super picky, I'd want somebody who's got their masters in business on some level. It's crazy how we don't see what's right in front of us often until opportunity presents ourselves. But Britt and I had a conversation and I was like, what the heck am I doing? You are the...

 

perfect person for this operations, but it was painful because Brit is also a really fantastic consultant. So we came to this cross path and Brit, I'm curious from your angle, like what do you do with employees? Because like you guys, let me put into perspective, consultants are the equivalent of an associate dentist in a dental practice. So just to give you a little bit of a comparison, like they do the production, they're hard to find, you need to find somebody who's really good at public speaking and is knowledgeable about it and they also can travel.

 

Britt's like a travel junkie. She can fly all across the nation. She's got all the skills that I need her to have. She's great at consulting clients love her, but her sweet spot is operations. And I'm seeing opening in the company, but now I've got an employee who's been a consultant who's going to move into operations, which now is like a peer moving into leadership organization operations. How do you like, it was a painful decision for me, even though I knew it was the right decision, cause I'm losing a producer of a consultant.

 

while also filling a gap I need, but also hoping and praying I don't lose any team members as I shift Brit into a new position, knowing Brit's right person, right seat was truly that seat. So Brit, like walk me through from your side as a team member, also from your experience of coaching offices, how do you get the right person into the right seat effectively when they might be right person in the wrong seat or not as ideal of a seat, even though you want them in that seat? Like I wanted you as a consultant Brit, but I also want you as an operations.

 

Britt (15:30.991)

I know you did. I know. And having managed and been in charge of hiring and staffing the team, I...

 

That's where I'm always transparent because I know the pain and the struggle and the importance of that. And so I always want to be super respectful of it. And so as a team member, I think seeing, and I'll be honest, I didn't see the right seat either. Within the company, I didn't know Kira's side of things of what her view is, but we were able to have open conversations to be able to work through things and figure it out, and I think it helped us both see what was possible. But as a team member, I think that's it.

 

open, having the best interest of everybody at heart. When I'm a manager, if my team member wants to go to hygiene school or if my team member wants to advance their career in some way, I truly believe if we have everybody's ultimate best interest at heart, it comes back to us. And if there's a way that I can find for them to do that when I do really like them and they're a culture fit, do that within my company or within my team to keep them moving forward, then it's a win-win situation.

 

but it does take that honest conversation, that transparency, and being willing to see outside the box and see outside current pain points to see the future.

 

Kiera Dent (16:50.354)

Mm-hmm, and I'm glad you said that because I do agree because we had so many open conversations and I knew your heart wasn't with Consulting don't worry guys. She is now like me where we've like paired her schedule down to have like Her clients that she genuinely loves I have my clients that I genuinely love and this doesn't mean the clients that are no longer With Britt she didn't love and it's like peace out It just was we had to morph and shift and start turning it that way she can really get into this heat. That's ideal

 

But I think it's interesting, neither of us saw it until presented of like, Britt was getting burnt out on the exhaustion of always constantly having to be extroverted when she really loves to be introverted. I know that I need to give Britt her alone time, she'll go work on projects, she'll come back to me, things will be done, but it's super awesome to see that. But then I wanna ask a question Britt, because there could have been another scenario here. You weren't coming to me and asking for the position, but I think sometimes team members think they're the right person for the right seat.

 

when they're not. Like how do you navigate that conversation and not stunt a team member's growth, but also help them see that they're not quite the right person for that seat yet or ever. Because like, I know there's a lot of people who wanna become office managers. I'm like, why? You're absolutely gonna hate your life? I get that you don't wanna be a treatment coordinator. Like you think management's the next step, but you are literally going to hate your life. Like how do you also navigate that if it's right person and they're in the right seat, but they wanna keep growing to the next level?

 

and you know that that's not the right step for them. Like how do you navigate that without shutting it down?

 

Britt (18:21.182)

I don't know, ideas I think are...

 

like truly knowing the motivation, right? Cause some people will come to you as a manager, right? Or as an owner and be like, well, I want this thing. And it's like, all right, like what's motivating it? Is it money that's motivating it? Like, is it truly your drive because you think you're going to be a good fit for that job? Like, will that really be more fulfilling to you? So figuring out like what the true driver is and figuring out what their strengths are. And sometimes they don't understand all that's involved in like whatever the position is they're seeking after. So sometimes it's spilling things out so that they know like what that position is.

 

are also the things that I'm looking for in that person who's going to be at that position. And let's talk about like, if that's your ultimate goal, let's start talking about where you are now and what you need to work towards. And I'm also going to give you like honest feedback along the way and be transparent with them on how they're doing so that they can grow. And if they ultimately come to be, you know, get the skills, be that person, then it's truly going to be the right fit for them. And like awesome, fantastic rock on.

 

Kiera Dent (19:08.297)

Mm-hmm.

 

Britt (19:23.504)

I've got to keep the best interests of the business at heart. Like I've got to make that call. And if it's not going to be them, compare them against other people and what I'm truly looking for and not give them the position just because they're already on my team. Like I've got to keep it like honest.

 

Kiera Dent (19:35.67)

Mm-hmm. I think, Britt, what you just said, the last point I hope was highlighted of don't just give them the position because they're on my team. I think oftentimes we put right people in wrong seats and it actually is a detriment to the business and to that team member that I think, well, this person has been with me forever so they should become the manager. Just because they're there does not mean that they're the right person for it. So I think it's really helpful.

 

One, there's a cool graph that I really love. So if this is helpful for you guys, I don't actually know a thousand ways, like I don't 100% know how to tell you how to look this up, okay? And I can't show you on the screen, but really it's a graph, so I'll just try and explain it to you. In the top left corner, this is your zone of happiness. And the way you decide, these are things you enjoy doing and things you do well. Okay, so it's things I enjoy doing, things I do well. That's my zone of happiness. That's in our top left corner.

 

Then our top right corner are things you don't enjoy doing, but things you do well. That's your zone of mentorship. So again, it's things I don't enjoy doing, but I do them really well. Like Britt, she is actually really good at public speaking, but I don't think that that's really what she enjoys doing. I am actually really good at organization and team growth, but I don't enjoy any ounce of accountability whatsoever. And so I can do it, but like, this is not my zone of happiness. That's a zone of mentorship. Then the bottom left corner is things you

 

enjoy doing, but things you don't do well. There are some things that we might enjoy doing, but we're actually not that good at it. And really being honest there, that's a zone of learning. And then our bottom right corner are things you don't enjoy doing and things you don't do well is a zone of pain. And so if you can kind of put your tasks and categories in there, like the goal is for most of our team members to be in that zone of happiness, things they enjoy doing and things they do well is where we really wanna own. But I think having team members and

 

owners and managers really look for that. I think that can also help people figure out like being honest. I might have someone who tells me like, Kira, I'm amazing at presenting and I'm like, Whoa, you might think you enjoy it, but you don't actually do it that well. I need to be honest with them for what the business needs. That doesn't mean in another organization they might not be great at it, but for our organization of what we're looking for, really trying to get more people in that zone of happiness, things you do well and things you enjoy doing.

 

Kiera Dent (21:59.958)

I feel like the things you do well, but you don't enjoy doing, actually they say that that's a zone of mentorship. I feel like that's a zone of burnout because like I'm good at it, but I don't enjoy doing it. And we just keep like churning on this will. I feel that that's truly where we get burnout. And so trying to get more of those tasks out of that world, try to get more up in the enjoy doing and you do really well. So like, even if 80% of our tasks are in that top left corner, I think you're gonna have more people right seat, right person.

 

Um, but I will say as an owner side, and then Britt can speak as a team member side, I think always be looking for the right person in the right seat. For me, I know our organization needs this and I know I overstaffed in a lot of areas and I know me moving Britt there, I had a great potential to frustrate team members all the way around. Um, but I think like, don't be afraid to make those big moves because those are the moves that will ultimately propel your organization forward. Like I was willing.

 

to lose team members if it came to that, knowing I had the right person for that seat, and I knew it was gonna be hard. And thankfully, Britt's amazing and she's very humble and she did it with grace, that so far it's been a smooth transition and people see what we needed. But I think also for me, moving Britt into that role, I think sometimes team members don't even know the vision of what you're trying to create because they've never seen it. So me moving Britt there, people are like, why do we need Britt in this position? Like, is she really even gonna do anything?

 

but I saw what we needed further than the team could see. And so I think as owners and leaders, you have to be willing to make those sometimes really uncomfortable decisions to get right person, right seat for your organization.

 

Britt (23:38.41)

I think you made a really good point of like you've got to think the long term and I think that's a lot of these moves Is it's thinking the long term because if I'm making a decision because of like a current pain point Or I'm trying to just make a fix or put a band-aid in place to like keep things going I think those are those are spots where like it's totally understandable and I've done it But we can make some decisions that aren't great long-term decisions And then we've either got to like walk them back or make harder choices to fix them in the long run

 

Kiera Dent (24:03.033)

I'm gonna go.

 

Britt (24:07.884)

can have that longer vision in place, I think it helps us to see. And also I think identifying, kudos to you as a leader, being able to identify a growth opportunity. Sometimes it's that person that may not see what they can become or what the company needs and see how they can fill it, but you know they've got the skills and you know they're going to be the right person, even if there's a little bit of growth involved.

 

Kiera Dent (24:30.882)

Yeah, I know I appreciate that a lot and it's fun. I think that is one of my skill sets of seeing potential in people and then giving them opportunities to grow. I mean, Shelby, girl, we taught that girl to do sales when she's like, no, thank you, that's not my world. And I'm like, you were so good at this and I'm gonna teach you how to do it. But really I feel like the takeaway I hope you guys take is this is how you're able to find right people. These are some tactical skills of how to get right people in right seats. And it's crazy, I think the best line I can leave you with is from a doctor who said,

 

Kira, isn't it crazy how when you have a right person in the right seat and most of the people, like the bulk of your team, especially your leadership team, right person, right seat, how easy things flow. It's wild. And I think about that. So if things aren't flowing and they're not jiving, it might be a good time for you to look back and see who's maybe not the right person or who do I need to hire or find to get it because when it's right person, right seat, the right hygiene lead, the right dental assistant lead, the right office manager, the right doctor lead,

 

when it's right person who genuinely is a great leader with the skills that you need, things flow ridiculously well and they're easy, they're fun, people are sitting in their zone of happiness because you've got the people in the right places. That doesn't mean it's gonna be that way forever. People keep growing and evolving. So just know, like once you get them there, it's not like printed out and post it because it probably won't stay, but it really is an easy flow if you can have people there. So those are my last thoughts, Brit. It's been a fun journey to watch you and I go through.

 

I'm super grateful you're still with us and it's fun to watch you blossom even more than I knew was possible putting you in a seat of just exponential growth. Like I watch things that I didn't even know were possible and it's like, Hey, by the way, did you know about this, this and this? I'm like, I had no idea. Like, how do you know all these things? It's fun to watch her skillset that I didn't even know was there evolve. So those are my thoughts for it's been fun. Any last thoughts you've got today on this?

 

Britt (26:21.398)

My only last thoughts are like, especially for leadership and like our doctors, right? Our doctors, our owners, like making sure, especially on your leadership team, you do have those right people, right seat, because I think that is where your life does truly change. And those are some of, I think, the hardest decisions to make, right? It's a lot of trust. And for people who are in those seats, if you need to make a change, like they're hard shifts to make with those positions, but they are life-changing. So when you can make them, when you identify them,

 

space in your life to evaluate it, identify whether you do have the right people, right seat, or what you need, who you need to shift around, it is life changing and worth it.

 

Kiera Dent (27:01.494)

So take the plunge. Go assess your people. Either get depressed or happy. If you're on the depressed side, call us because that's who we like to help, like to fix it. If you're on the happy side, also call us because we're happy to help. Again, both of these, I think that's something as consultants. That's why I actually love that Brit was a consultant. Now she's operations. She's both. Don't worry client. She's not going anywhere. We have a deal worked out. Okay? But I think really like reach out, help us.

 

or let us help you because seeing that we can see the potential of where people go because we're not associated with it. We're not as close to it. Britt and I both missed her moving into this position because we were too close to it. It would have been super beneficial to have a coach give us that guidance. But I think having that reach out, go on over to thedentallyteam.com, book a call. We'd love to help you. Britt, thanks for podcasting. It was a good time. Of course. And for all of you, thanks for listening and we'll catch you next time on The Dental League Team Podcast.

 

Britt (27:53.774)

Yeah, thanks for having me.