Two Minute Drill: A Modern Take on Ancient Hawaiian Leadership
What’s up Kaizenovators, Happy Tuesday Two Minute Drill. Today I’m coming to you from Kailua-Kona, Hawaii, with some historical sites right behind me, including King Kamehameha’s residence. He ruled the Hawaiian Islands from 1792 through 1819 and was recognized as a great leader. A key aspect of his leadership was his tremendous vision.
Leadership Lessons in Kailua-Kona
King Kamehameha understood that unifying the Hawaiian Islands would present a smaller threat from external forces, thus ensuring that the Hawaiian people were safer and less prone to conquest by others.
Kamehameha was also known for embracing innovation and technology. A skilled military tactician, he successfully united the Hawaiian Islands and defended against threats using the conventional military tools of his era.
Also, as new technologies such as firearms emerged, he incorporated them to maintain the safety of his people.
His capabilities extended beyond warfare to diplomacy. Kamehameha brought former enemies into his political circle, giving them positions of power, which helped create political stability.
These elements of his rule make me reflect on how we handle competition in our own businesses. Perhaps we can all find ways to collaborate more effectively. ‘Co-opetition’—combining competition with cooperation—might be beneficial in many contexts.
I am coming to you from Kailua-Kona and hope you guys enjoyed this Two MinuteDrill.
I’m here attending the ChiroCongress Chiropractic Summit and the Chiropractic Futures meetings.
Have a great week. I’ll talk to you all soon.
That is this week’s Two Minute Drill and I will talk to y’all next week.
In chiropractic school, we learn how to help patients achieve health and well-being naturally and holistically. What a GIFT! We create miracles every day in our practices. And, as years of practice accumulate, and with additional clinical training, we add more tools to our clinical toolbox to level up and help even more people. But what about running the business? What about pushing through a perceived or real ceiling for our practice? Why are SO many chiropractors stuck and can’t get to their next level of genius? The answer is many times a lack of knowledge. Chiropractors stuck at the same level don’t even know what they don’t know. It’s called the Dunning-Kreuger effect.
They are stuck in the peak of “Mount Stupid” (high confidence, low competence) or the “Valley of Despair” (low confidence, low competence). My goal is to guide you along your journey up the slope of enlightenment by sharing the key constructs of breaking through the ceiling and leveling up. Here’s where it starts:
➡️ ACCELERATE YOUR LEADERSHIP SKILLS
➡️ BUILD AND RETAIN YOUR DREAM TEAM
➡️ DIFFERENTIATE TO OWN MARKET SHARE
➡️ EXCEL AT PATIENT RETENTION
➡️ BE A FREAK ABOUT COMPLIANCE
➡️ KEEP PACE WITH (AND PREFERABLY CONTRIBUTE TO) INNOVATION
ACCELERATE YOUR LEADERSHIP SKILLS
Nothing is harder than leading a team of people to a BIG vision. It starts with you, the leader. The business science says one of the most important traits of being a great leader is self-awareness. We must understand how to leverage our strengths and account for our weaknesses. Utilizing validated personality tests and strength assessments in regular intervals will provide insights as to who you are, what you believe, and how you behave – a critical element of your core value’s DNA. Moreover, benchmarking your scores on assessments like Angela Duckworth’s Grit Scale® will provide a great benchmark upon which to improve.
Another critical step in evolving your leadership skills is performing regular 360s. You want to have your team evaluate YOUR performance. Yes, that’s what I said. It will help you to uncover blind spots that are holding you, your team, and your practice back. It can be a painful exercise, but the gain is worth the pain.
BUILD AND RETAIN YOUR DREAM TEAM
I read Jim Collins’ book, Good to Great, many years ago. But one of the main lessons that have stayed with me is “First Who, Then What.” It’s so damn true. You can have the most amazing idea, product, service, strategy, etc., but none of it matters unless you have the right people to make it all happen.
So have the right people, in the right seat, doing the right work, at the right time, the right way. Where does all of this begin? A smart recruiting strategy that focuses on finding individuals that align with your core values. Doing behavioral-based interviewing, personality/strength assessments, engaging onboarding, and continuous training and development all increase the probability of building a winning culture that can be tenacious in tough times and explosive in great times.
DIFFERENTIATE TO OWN MARKET SHARE
Musculoskeletal conditions continue to be the top cause of disability worldwide, so there is no shortage of potential new patients. What there is a shortage of is leaders who work every day to identify and hone their zone of practice genius that is like no other healthcare provider.
Seth Godin, arguably the world’s best marketing expert stated, “The only way to be indispensable is to be different.” If your practice is gone tomorrow, and someone else can fill your role, you have not properly differentiated. Hitting that ceiling of growth? Find innovation and breakthrough!
EXCEL AT PATIENT RETENTION
There’s only one thing worse than not being able to acquire new patients…not being able to keep them. The business case is obvious, but it goes even deeper. Patients who don’t complete care plans may have their issues come back, and those are the patients who can ultimately kill your brand… “They didn’t help me.” It doesn’t matter that they stopped too soon, and didn’t adhere appropriately. They believe their poor outcome is YOUR fault, and their perception affects your reality.
Patient education alone is not enough to drive retention to a prescribed care plan. It’s about building trust and meeting patients where they are. The most successful practices build strong and deep relationships with their patients AND create remarkable experiences both offline and ONLINE. Digital experiences are not the future. Patients are expecting a digital experience with their doctor now, and those who fill this need are the ones who break through and level up.
BE A FREAK ABOUT COMPLIANCE
HIPAA, OSHA, CEU’s…I mean how many more acronyms do we need?!? The bottom line, it’s probably the least fun part of our careers, but it’s a requirement, so suck it up cupcake. Building simple and effective processes to train your team on these critical responsibilities may not grow our practices, but it certainly ensures that we aren’t fined by the regulators and end up in jail, or worse, in front of our regulatory boards!
And guess who else wants your money? Insurance companies have line items on their P&L’s for provider recoupments. If you don’t have your documentation in order, sooner or later you will pay the piper. Doing voluntary coding and documentation audits helps you to identify your weak points, and shore them up. Do it now, because if you don’t, the price to pay can put you out of business.
KEEP PACE WITH (AND PREFERABLY CONTRIBUTE TO) INNOVATION
Kaizenovate! Yes, that’s what I said. Make a conscious decision to continuously improve and innovate. It could be in one big step, or it could be 20 little steps, but staying stagnant is the surest possible way to never being able to level up and build the practice and life you want and deserve.
When you take a step back, look around, and connect with patients in a human-centered way to identify what they need and value, opportunities to innovate value are endless. New CPT codes are created every year, and with the rise of digital health, there are REAL opportunities for healthcare professionals to create exponential value and get paid appropriately for it. Early adopters will be the winners in this game, and so will their patients.
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What’s up Kaizenovators, happy Tuesday Two Minute Drill. Today’s topic of conversation is to disagree and commit. I was having a conversation with our awesome advisor, Rob, last week and we were talking about process and how to expedite the process. Someone on the development team wanted to change our process a bit and Rob said “I disagree, but I commit”.
“I told you so”
In other words, I don’t necessarily agree with this particular step that we’re taking, but I’m going to commit to doing everything I can to make sure that it works to the development team’s desires.
I thought that was just such a great comment. Too often I’ve had people on my team in my past where people have disagreed and not really committed, saw something fail, and then gave me, “I told you so” at the end.
When people can disagree and commit, it’s a great thing. It’s a great leadership quality, it’s a great human quality. We want that out of our leaders and we want that out of the people on our team.
Sometimes people who are on the front lines making the decisions, doing the things that need to get done, if they make a decision to do something a bit different than what leadership maybe has set out, as leaders, we just have to buy into it and say, “Okay, if you’re on the front lines, you know what’s going on, I understand. I don’t necessarily agree that this is the right tactic, I would do it this way. But if you want to take these steps, I disagree, but I’m going to commit to making sure I do everything possible to see us be successful”.
I think it’s a great lesson learned. I think there are too many leaders in too many positions who either just don’t let people try things and therefore it decreases engagement, or if they do let people try things, they’re waiting in the back wings to give you “and I told you so”, and there’s nothing really good about that.
Sometimes we got to let people on the team make decisions. Even if we disagree, we voice our concerns. We try and overcome any challenges with those concerns, but ultimately, at the end of the day, great leaders commit to ensuring the success of the individual, the team, and the goals.
What’s up Kaizenovators, happy Tuesday Two Minute Drill. Today’s topic of conversation is engagement with empathy. For so many years early and even kind of midway through my leadership journey, I would deal with really challenging and troubling times, and a dictator-like approach. And when things didn’t go well, I would even react with discipline, a disciplinary tone.
Don’t Be a Dictator
You probably know that approach does not work, so I will share it with you. Not only does it kill relationships with your team members, but it also kills the entire culture of the organization.
What I have learned through many failures, trials, tribulations, lots of reading, lots of learning, and lots of mentoring from some great coaches like Jeff Lecher, is that the most important thing I can do is engage with my team with empathy.
When you hire the right people, in the right seats, doing the right work in the right way, at the right time. When there are challenging times that are occurring, they are suffering just like you are. It is our role as leaders to engage with them with empathy.
How does that help? Well, first and foremost, it helps them understand where they are coming from, and what they are dealing with at that moment. Two, what that does, is build a stronger connection with you as a leader and help them feel safe. Three, all of that helps to provide a culture of problem-solving, the ability to not worry as much, and focus on solving the problems at hand.
Again, I highly recommend that when you are dealing with challenging times in your business or your practice, engage with your team with empathy, understand where they are coming from, connect with them, and then make sure that you focus on the solutions at hand and have as much fun as you can. That will also lighten the mood and help you engage your team in the most meaningful way possible.
That is this week’s Two Minute Drill. Have a great week.
This week is Passover, which has Dr. Jay is talking all about the leadership style of Moses. According to rabbinical experts, there are three important character traits that Moses had as a great leader. Watch this week’s Two Minute Drill to hear what those characteristics are and see where Dr. Jay is bringing you this week’s TMD from.
Being a great leader
According to rabbinical experts who studied the Book of Exodus and evaluated Moses’ leadership style, there are three important character traits he had as a great leader:
An amazing sense of justice – he carried out that sense of justice regardless of consequences
He put the needs of his people before his own needs, creating admiration and respect.
Always remained positive, even when having to undergo unbelievably hard circumstances
As a leader in your practice, remember these three things: justice, putting the needs of others before your own, and remaining positive no matter the circumstances. Take this information and apply it in your practices and your life, and your life will be that much better.
Saturday Dr. Jay got a call from his clinic director, colleague, and friend of 19 years, Dr. Allen Huffman. He texted and called him to let me know that a pipe burst above our unit and there was water everywhere. Watch this week’s TMD to hear about how Dr. Huffman is an example of a true locker room leader and how sometimes sh*t happens and you have to put a smile on your face, figure out what needs to get done, and move forward.
Saturday morning Dr. Jay got a text from his clinic director, colleague, and friend of 19 years, Dr. Allen Huffman. He texted and called him to let me know that a pipe burst above our unit and there was water everywhere in the unit. He told me exactly what was going to happen next to fix the situation. Dr. Allen got this info at 7 am, got out of his home several towns over, drove to the clinic on a Saturday, and was able to tell me what happened.
Dr. Allen is a true locker room leader. He takes extreme ownership of his clinic. When I thanked him, he said, of course, it is my clinic. Of course, I’m going to come down and check it out and inform you of what is going on.
The reason we are sharing is this story is because on Tuesday, June 15 we are having a webinar about creating locker room leaders.
How do we do that? How can you create locker room leaders in your organization?
First – make sure you are really clear about who you are, what you believe, and how you behave as a company. Be very clear about the mission statement and core values
Second – have to bring the right people on to your bus who actually align with your mission and core values
Third – you have to support them in ways that help drive their personal professional and financially growth
These 3 things are critical in order to keep someone like Dr. Huffman for 19 years.
We are going to dive into how you can build locker room leaders deep on Tuesday, June 15. We’ll be talking about how to create not just individual contributors, but leverage contributors. This means creating leaders who can lead others.