Endo Mastery

PROGRESS VERSUS PREDICTABILITY

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Every endodontist-owner wears three hats. The first is the clinical hat, which is what you are trained for and where you spend most of your time. The second is the management hat, which is untrained but taken on by necessity of owning a business and employing a team. The third is the leadership hat, which where your vision and dreams reside, but it often takes a back seat to the first two.

 

The management hat is vital because every business needs defined policies, procedures and team roles. It’s the manager’s job to keep track of everything that needs to be done, how it needs to be done, and by who. Managers have to deal with all the mistakes and issues that occur and ask, “Why did this happen?” and “How can it be prevented in the future?” The manager also studies the successes, asking again “Why did this happen” but then “How can it be replicated in the future?”

 

Ultimately, it’s the job of the manager to create predictability in the business’s operations. A focused manager implements effective and efficient systems so that the team has clear direction, and every day is a solid step toward the practice’s desired outcomes. The results of great management are a smoothly functioning team, days without unnecessary stress and a reliable cashflow that you can count on. In short, managers seek to control anything that creates a risk to practice operations.

 

By contrast, the leadership hat is focused on pursuing possibilities that aren’t being achieved yet by the practice. Leadership requires growth to make progress, which means making changes for which you don’t yet have a track record of success. To the manager hat, that sounds like a lot of risk.

 

The manager voice in your head will come up with all kinds of “buts” and “what ifs” that take the wind out of the vision sail. And, even if you do make some growth-focused changes, if the results aren’t immediate and perfect, the manager inside you takes that as proof that it isn’t worth rocking the boat or creating uncertainty.

Moving out of the danger zone

When the manager dominates the conversation, the practice moves to a state of inertia. Often called a comfort zone, it’s really a danger zone. The team becomes entrenched in current processes and resistant to change. Referral relationships settle around established relationships without improving or growing. Worst of all, the doctor stops believing in their vision. Their expectations become settled too, around what their practice has always done.

 

Over time, a practice in inertia creates its own issues because the world around them is moving forward while it is stuck in the past. The loss of a key referrer is often a telling sign. GPs can react when another endodontist starts marketing to them better, communicates more effectively, provides more responsive scheduling or gives patients a better experience.

 

When you find yourself in this state of needing to rebalance the management and leadership hats, the most important thing you can do is get outside of your own definition of predictable success. As motivational speaker Jim Rohn famously said, “You are the average of the 5 people you spend the most time with.” That’s a powerful thought, even if current research suggests the network is broader than five and the factor isn’t necessarily just how much time you spend.

 

In my view, the “time” in Rohn’s quote isn’t literal. It’s a metaphor for who you prioritize to help shape your viewpoint and vision. So, the best way to stay in balance with your leader and manager hats is to always have a mentor, always have inspiration in your practice life, and always seek out people whose own benchmark for predictable success is higher than your own.

PREDICTING YOUR PRACTICES FUTURE

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Two years ago, no one predicted exactly how much the worldwide supply chain would be disrupted by the pandemic. Even today, there’s a global shortage of computer chips needed to manufacture cars, a national shortage of baby formula, and many other examples.

 

Likewise, no one predicted how significantly the labor market would be disrupted, and how hard it would be today to hire practically anyone. A Bureau of Labor Statistics report earlier this month noted that there are 11.5 million job openings in the USA, which is the highest on record in over 20 years since they first started tracking.

 

As a business owner, predicting future possibilities and influences on your practice is important. You need to pay attention to the signs and signals that are coming your way, and interpret how you may be affected, and make plans to be prepared. Contemplating and preparing for things that, on a balance of probabilities, are becoming more likely to happen, lets you be proactive rather than reactive.

Underlying Assumptions

Even when things are going well, everything in your practice is based on certain factors continuing along the same path. What underlying assumptions in your current success dynamics are most vulnerable to change? For example:

We have a tendency when things are going well to take our eye off the ball. We behave more like grasshoppers than ants, assuming that summer will go on forever and winter will never come. A lot of endodontic practices have been in the grasshopper mode for the last 9 to 12 months. The pandemic shut down patient flow in GP offices early in the pandemic, and last year when restrictions started to lift, there was pent-up demand for dental care. Referrals in Endo Mastery-coached practices surged above average.

 

At some point, soon probably, the surge will diminish and we don’t know yet what level it will fall to. Maybe we’ll go back to our pre-pandemic normality. Maybe the concerning level of inflation will drive up interest rates and suppress discretionary spending again (yes, for many people, dentistry is discretionary). Maybe companies struggling with supply issues, rising costs and employment challenges, will reduce or limit insurance benefits. Plus, it’s pretty much guaranteed that insurance companies will pass their increased costs onto providers in the form of lower reimbursement.

Counting On Yourself

Whatever you believe may happen in the near future, the goal with prediction is to identify the factors that you have some control over, and take action on that basis. You may not be able to influence external factors like the rate of inflation or the stock market, but you do have control within your own sphere. For example, you have influence over your team and referrers, and you have the ability to drive your profitability high enough to weather any up or down cycle without distress.

 

The best investment you can ever make is in yourself and your practice. It gives you both the highest rate of return and the least dependence on external forces that you can’t control. You are your own best bet to drive growth and success, and Endo Mastery is a great partner to support you!

GETTING INSPIRED

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Leaders are givers. That is literally the job description. Give direction, give priorities, give vision, give training, give solutions, give motivation, etc. As practice owner and team leader, you probably have days when you feel you have given all you can give to the outflow of energy needed.

 

But leaders need inflow too, and sources to draw upon for ideas and energy. How, as a leader in a profession where most doctors work in isolation from their peers and colleagues, do you receive the creative and motivational boost that keeps your leadership battery charged?

 

The truth is you’re not going to find it within your practice working alone. Even if your practice is a great one, it becomes an echo chamber of systems and strategies. The most successful practices will coast toward a well-worn comfort zone over time. New ideas that keep the pot stirred and a motivated leader who has the energy to nudge the practice forward is needed to keep practices dynamic, enjoyable and growing.

 

To find energy and motivational inputs as a leader, the best place to look is your endodontic colleagues. That means getting outside your daily operational environment and into environments where you are bumping elbows with other doctors, absorbing their energy and ideas, discussing visions and strategies, and enjoying collegial friendships.

Colleague Conversations

In two weeks, we’ll be at the AAE22 annual meeting in Phoenix, which is one of my favorite events … precisely for the reason that it is a great assembly of endodontists. There are educational programs, speakers, new products on the market, and doctors meeting up with their professional friendships … some of which go all the way back to dental school and their endodontic residency.

 

For Endo Mastery, we love this meeting because our team gets to connect with incredible doctors, including our clients and former clients. We love to hear about the wonderful things doctors are accomplishing. These conversations are so vital, which is why our booth is set up to encourage socializing and sharing ideas for success between colleagues. If you’re at the AAE meeting this year, please drop in and join other doctors in conversation.

 

Beyond the AAE meeting, there are other great opportunities for you to engage with your colleagues and learn from endodontic leaders. Local and state endodontic groups are very accessible options. There are online options too … some of which are interactive and some that are information-driven, such as the AAE’s stimulating monthly podcast Endo Voices hosted by Dr. Marcus D. Johnson.

 

Study clubs are also a great option. At Endo Mastery, we have Mastery Circle for our clients who have progressed to a certain level through coaching. Mastery Circle is directed and hosted by Dr. Ace Goerig, and it is focused on continued practice success and personal financial growth. Member doctors also share their own ideas, and the overall approach is to have insightful conversations in an enjoyable, friendly and supportive forum.

Overcoming the Isolation Blues

So many doctors keep their nose to the grindstone and over time they find themselves feeling very distant from the profession. They might reminisce about the camaraderie of residency and wonder where those colleagues are now.

 

This sense of professional isolation can actually create a lot of stress. Doctors can feel that everyone (patients, team, referrers, family) are depending on them for everything, but nobody is concerned about helping the doctor with their problems. Many doctors feel so out of balance that they are running on empty all the time … both in the practice and at home.

 

Lots of things can change that negative trajectory, including re-establishing or forming new professional connections that can relate to the unique challenges of owning a practice and practicing endodontics. It might take some effort and time, but seeking new voices (from colleagues, leaders, coaches and mentors) can shift your internal dialog and help you reinvigorate your joy of the profession.

LEARNING TO UNLEARN

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Every endodontist practice owner has been through a journey that involves a lot of learning, trial-and-error, and decisions. After 5 or 10 years, many learned things get “baked in” to daily operations, including things that you know you do well.

 

When you want to grow, obviously you focus on aspects of the practice that can be improved. Tangentially, you also ramp up focus on the things you do well. These are the “sacred cows” of your current success, and it’s natural to want to protect them.

 

Protecting your sacred cows creates two limiting mindsets about what you need to create growth. The first mindset is cherry-picking, which is when you filter or dismiss possible options for growth because of a perceived risk that they could potentially disturb or disrupt your sacred cows. It’s a form of confirmation or experience bias that only lets you consider things that reinforce what you already believe.

 

The second mindset is paving the cow path, which is when you spend a lot of energy to reinforce and strengthen what you are already doing, but it’s not going to appreciably change the path you are already on. A good example is putting stronger collection procedures in place for overdue accounts without addressing why accounts end up overdue in the first place.

Unlearning and Relearning Is Essential

In school, many children learn a rule of thumb to never begin a sentence with the word “because.” It’s a useful rule to help young children avoid common mistakes as they begin to write. However, it’s an untrue rule. Eventually they need to unlearn and relearn the rule as “Do not write fragment sentences”, which recognizes there are ways to begin a sentence with “because” as writing skills mature.

 

There are many things in your practice that have been learned, internalized, and systematized to the point where they are fundamental to your current success. Even so, unlearning and relearning the core systems of your practice is one of the most powerful steps you can take to drive new success. And it is not just you; it’s your team too.

 

Everybody wants to move up to next-level success, but you can’t do that if you’re holding on to systems and beliefs that only work for lower-level success. The first step is letting go of your preconceptions and recognizing that what was right to get you to where you are isn’t going to get you to where you want to be. You have to let go of what you want to be true and find out what is actually true.

Opening Your Mind for Growth

Biases and preconceptions are very powerful. They are often at the heart of many of our habits, limitations and mindsets. To get past them takes effort, energy and inspiration, which means looking outward from your practice.

 

Endo Mastery’s upcoming June 2022 seminar “Mastering the Effortless Endodontic Practice” is a great place to start for you and your team. It’s one of our favorite experiences to work with doctors in this environment as they release themselves from limiting beliefs and discover a new vision for their practice. Please join us!

DIAGNOSIS: DOCTOR BURNOUT!

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Burnout is that point where you don’t know if you are capable of continuing in the profession. It’s rarely the result of a singular event, and often an accumulation over years of stress, dissatisfaction, boredom, exhaustion, repetition and denial.

 

One day, you wake up and realize that your overwhelming wish is to simply escape. That’s a heartbreaking moment because you’ve worked so hard all your life to get where you are. But rather than give in to the escape mindset, there are concrete steps you can take to defuse burnout. Here are some guidelines on where to focus to put yourself back in control of your practice and loving the profession.

Stress Drivers

Even when you’re not paying attention to them, stress drivers are always simmering in the background. They often manifest as physical or emotional disturbances such as lethargy, difficulty sleeping, anxiety or depression. Common dental stressors include persistent debt and financial worries, feeling burdened by practice and team management, and feeling defeated by the lack of improvement or progress toward desired goals.

Energy Drains

Energy drains are tasks or situations that plunge you into a negative and possibly unbearable mindset. You may feel a sense of dread, agitation or intense frustration, or find yourself procrastinating or employing avoidance tactics to the point of self-sabotage. Energy drains can be something as simple as an overly long, time-consuming commute, or more complex situations such as dealing with a problematic team issue.

Work/Life Balance

Everyone expects to prioritize the practice because it is the economic engine of life, but when the demands of the practice dominate over all other priorities, then you have a balance problem. Common balance issues are working more than you want, taking work home (chart notes, reports, accounting) to do in the evening, missing out on family time, and taking less vacation time than you want. Your body and mind need rest, and you need a fulfilling life that is not defined by making sacrifices.

Workflow and Team Optimization

If you spend most of the day just trying to keep up and to get everything done, and you leave at the end of day feeling exhausted, then your workflow needs to be improved. Re-engineer your team so that, aside from a few personal preferences, you are only doing what is legally required for the doctor to do. You should arrive with everything ready for you and leave with everything complete. The time in between should be effortlessly productive and enjoyable.

Purpose and Goals

Over 30 years in practice, a typical endodontist will complete over 25,000 root canals, and a highly productive doctor will complete double that or more. At some point, it can feel rote, repetitive and boring. It’s vital to stay connected to the profession and to always be learning and challenging yourself with new goals that maintain your sense of forward-looking purpose. Expand your CE opportunities and make the effort to spend time outside your practice with endodontic colleagues who inspire you with fresh ideas and techniques for clinical care and practice success.

Personal Self-Care

Your health and well-being have a direct effect on your energy levels, motivation and belief in your value. With the practice consuming most of your time, it’s all too easy to let the things that renew, recharge and strengthen your body, mind and soul to fall by the wayside. After a few years, you can feel out of shape both physically and mentally. After a decade or more, you might even feel resentful that you’ve given up so much vitality. But it’s all reversible if you restructure your approach to self-care by setting aside time every week to keep your body and mind healthy and active.

Recognition and Reward

Finally, ask yourself what you really need and want from your practice and the profession to feel successful and happy, and to feel like you are doing valuable work with results that are worthwhile. Do you want greater financial success? Better lifestyle? Recognition from your referrers or endodontic peers?  Don’t limit yourself in your vision, even if it seems impractical now.

 

Endo Mastery has coached a lot of doctors from feeling burdened and overwhelmed to feeling extraordinarily energized and empowered by their practices. We’ve helped doctors working 5 days a week, in debt and with limited income to working 3 days a week, eliminating their debt, and doubling their income. That creates a whole lot of room in their life for family, happiness, balance and healthy fun.

 

The best time to act is when you start feeling any one of the above symptoms. If you have nagging thoughts or persistent worries in your mind, then it’s a sign something needs to change in your practice or life. Ask for help, especially if you feel like burnout is setting in.

BEING A COACH FOR YOUR TEAM

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Somewhere in the spectrum between being a leader and a manager is the powerful role of being a coach. Let’s understand what a leader and manager are first, and then we can clarify why being a coach for your team is so important.

 

The role of the leader is to set the vision. The leader is fundamentally curious about possibilities, opportunities, growth and the future of the business. By articulating the vision passionately, leaders inspire the team to create alignment and commitment, which are essential for evolving the practice.

 

By contrast, the role of the manager is to get results. The manager strives to create focused accountability, so teams achieve specific known goals. Managers set standards, define procedures, and ensure tasks are completed on time and correctly. Consistency, effectiveness and efficiency are all within the domain of the manager.

 

There is always going to be tension between your inner leader, who relishes in future possibilities, and your inner manager, who focuses on today’s realities. That’s why the central role of coach is so vital!

What Is a Coach?

The role of the coach is to close the gap between vision and reality. Most importantly, a coach understands that the best way is to prioritize the team, teach them better ways to accomplish their goals, give them the systems and resources they need to grow, and support them with encouragement, structure and feedback.


In short, your inner coach should be focused on developing the abilities of individual team members as well as how the team works together collectively. It’s a growth process where you have to give your team what they need to be successful, but allow them the space to learn, internalize, problem-solve and feel a sense of ownership with each stage of growth and success.


Of course, your inner manager immediately wants to take control and micro-manage every new detail. But that is rarely helpful during learning stages because you’re just teaching the team to follow new directions, rather than developing true competency.


The easiest comparison is your children and their school homework. If you jump in and do your children’s homework for them, you are working against your own goals. They won’t learn and they’ll become more and more dependent on you to give them the answers. Instead, you want to be a coach that encourages and supports them, guides them in the right direction, and helps them to figure it out what to do and how to do it.

How Coaching Helps You

What I have learned over the years as a corporate leader and personal growth educator is that everyone needs a coach. Everyone needs someone who believes in them, and who sees their high value. Great coaches shine the light on a better way and how to get there.


That applies at a personal level (such as life coaching through Legacy Life Consulting), at the business level through Endo Mastery, and also with areas like family, worship, community and pastimes (such as sports). It’s ironic how readily most people would accept coaching for golf, video games, or other hobbies but they resist expert guidance for the more important things in life where much more is at stake.


At Endo Mastery, we are very devoted to being great coaches for dental teams. We can’t be in your practice on daily basis to do everything for your team, but we excel at giving teams the resources, instruction, guidance and motivation to grow quickly with measurable results.


In the same way, what really sets Endo Mastery apart from other consultants is that we are great coaches for doctors. We’re not just coming in to help you “manage” your practice better; we’re energizing you (as the leader of your practice) with new possibilities, inspiration, and strategies to achieve a level of success in your practice and life that you probably never thought possible.

THE GREATEST GIFT YOU CAN GIVE YOUR TEAM

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

Think for a moment about all the advantages your team has by working for you and in your practice. I can name a few off the top of my head, such as the advantage of working in a caring profession focused on helping patients.

 

Another advantage is that dental jobs are generally well paying with long-term job security. A third example could be the advantage of working every day as part of a relatively small and closely connected team where each person has a vital role.

 

Now let’s turn the question on its head. What are the disadvantages of working in an endodontic practice for your team members? I would venture to say the lack of opportunities for promotion are probably at the top of that list, compared to many other professional jobs in society. Endodontic practices aren’t big enough to have much room for vertical promotion. That’s the nature of small business in general.

 

A dental assistant, even after 20 years in the business, is still likely to be a dental assistant. It’s the same with a practice administrator (although some might become an office manager). Equally, there are no pay bumps that come from promotions like those that occur in larger organizations.

 

In a lot of endodontic practices, team members reach a steady state where there are no upward opportunities, and every day starts to feel the same in their individual role. That’s a bit of a danger zone because complacency can develop, and they can feel de-energized. In some practices that have issues with gossip or drama, some team members stir the pot just to fabricate entertaining distractions.

 

Nobody wants to feel stuck, and that is especially true for the kind of intelligent, caring, people-oriented individuals that we need on our dental teams. So how do you give them “progress” in a small business environment where promotions aren’t possible and there is a natural market limit to what their job can pay under normal circumstances?

 

The solution, which is the greatest gift you can give your team, is challenging them to help grow the practice. Incidentally, practice growth is also how you avoid feeling stuck as a doctor and business owner.

 

Endodontic practices grow through better teamwork and improved systems that increase efficiency. This is an area that can constantly evolve in your practice, and everyone has a part to play. All that is needed is for you to make it a priority, to commit to it, and to engage and align your team in a higher vision.

 

And what a difference it makes. It gives the team a focal point for progress. It sets new goals and re-energizes everyone. The achievement of each goal becomes a victory, celebration and point of pride. Each goal is an emotional promotion for the team.

 

It can also be a tangible promotion: When the team rises above being a “normal” endodontic team to being an exceptional team, and the economics of the practice rises also to exceptional levels, then you have the freedom to reward them at a higher level. Their compensation doesn’t need to be limited to the market value of their generic dental position. You can recognize the special level of teamwork they have developed together with well-earned bonuses each month, and that is incredibly motivating! You will never regret it.

 

Endo Mastery has worked with hundreds of practices to re-engage teams and drive growth in a way that everyone feels invested and rewarded in the process, and celebrates their progress as a team.

CRISIS PREPARATION AND LEADERSHIP

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

A sudden medical diagnosis in my partner—normally a very outgoing and active man—has upended our life this year. For much of the summer, David was home, bed and wheelchair-bound. Treatment has been extensive and demanding, and we were thankful for a positive prognosis for full recovery. David has now recovered and returned to his physical strength and daily activities, and life is returning to normal.

 

From this experience, I can tell you that “normal” in your life can change nearly overnight. For me, normal was being the busy CEO of two growing companies. All of that had to fade into the background very quickly because David required care and support for even the simplest daily necessities. I was fortunate, in my situation, to have amazing team members who stepped up and gave me the ability to step away for a few months and be focused primarily on David’s care and recovery.

Crisis Preparation for Endodontists

As a doctor, your options may be very different because your practice cannot continue to operate without an endodontist present. However, here are some things we think you should consider to be as prepared as possible:

  • 1

    Crises come in many forms. Make sure you have insurance to cover the things that you can. In your practice, that would include business interruption insurance, disability insurance and key person insurance.

  • 2

    Have a financial plan and liquid resources in place for potential healthcare and related costs for yourself or a loved one if necessary. In the United States, you have access to the best healthcare in the world if you can afford it, and it can be incredibly expensive. Your health insurance likely does not cover the level of care at top medical facilities that you would probably want in extraordinary circumstances.

  • 3

    Even if you have to continue practicing, a financially successful practice where you have been able to save significantly would allow you to at least reduce days per week temporarily. You also have to consider how you will continue to pay your team members their full salaries. Some team members would be economically compelled to move on if they can’t earn a full income from you, even for a short time like a few months.

  • 4

    Be prepared quickly if you anticipate needing a full or part-time locum tenens. The AAE has a job posting webpage, and you can also try state endodontic associations. Of course, a locum tenens adds 40% or more (for their compensation) to your costs on procedures they perform, but they will at least help preserve referral dynamics versus shutting down.

  • 5

    Reach out to other endodontists in your area and agree to help each other out in the event of a severe personal crisis. You might agree to cover each other for a day each week, or allow associates to be locum tenens in each other’s practices on a short-term basis.

  • 6

    At Endo Mastery, we often talk about how growing the practice to add an associate is key to creating lifestyle and work/life balance for endodontists. Those same associates are also going to give you the absolute most flexibility to respond to unexpected situations in your life. They can be your built-in backup strategy.

Nobody likes to consider worst-case scenarios and we hope our lives are never interrupted in that way. However, my personal experience shows that you can’t predict the unpredictable. You can prepare as a leader by creating your contingency plan and—especially—by having an incredibly strong financial foundation so that money is never the limiting factor in difficult circumstances.

4 ELEMENTS THAT MAKE A GREAT DAY

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

At 200 days per year over the course of a 40-year dental career, you have 8000 work days to look forward to. That number alone is an incentive to get things right as early in your career as possible. Allowing for the fact that different doctors will have different visions of success, here are the four universal elements that go into having a great day, everyday:

Arrival Energy

A great day starts before you even arrive at the practice, when you wake up feeling engaged and excited about the opportunity to help patients and do the best you can for them. This happens when you are free from stress and you feel that your practice offers you a meaningful and worthwhile purpose for the day.

 

You know the practice is aligned to your personal goals, and you walk in the door feeling happy to be there, and confident that you will have fun regardless of how challenging the day may be. Equally important, your team members arrive with the same positive forward-looking mindset.

Flow and Teamwork

A great day is one where you are usefully active with patient care all day. Your time feels like a valuable resource, but you never feel needlessly pressured or overwhelmed … nor do you feel idle with time to kill. You move smoothly from patient to patient and experience a satisfying productive rhythm and flow. You spend the right time with each patient, doing each procedure at the right pace and feeling like you are “in the zone”.

 

At the same time, you are confidently relying on your team. They are trained to the highest professional level and you trust that each of them individually is a qualified, examplary representative for your standards when interacting with patients and referrers. Everyone on the team is choreographed and synchronized. They are in the right place at the right time, and they know what is happening and what needs to happen next. As a team, you feel fit and capable to enjoy yourselves during the day without stress.

Schedule and Productivity

A great day is when the practice performs at a high level of efficiency and productivity. This begins in the days leading up to today, when the framework for a great day was programmed into your patient schedule using a template designed to accomplish your goals while creating flow. Patients are properly prepared for their appointments, so they arrive on time and prepared financially to accept treatment today if diagnosed.

 

Downtime and lost time are avoided. Not only did you complete the cases scheduled in advance, but you and your team adapted with effortless court sense for same-day emergencies. You feel everyone on the same page and making a positive effort to help patients and move the practice forward too. At the end of the day, you compare yourself to your goals and you knocked it out of the park, allowing you to easily achieve your daily economic goals for the practice while delivering high quality endodontics!

Completion Mindset

At the end of a great day, you and your team feel a sense of closure and success in accomplishing everything. You feel complete and satisfied, and your incredible teamwork ensures that everything today is finalized so that nothing incomplete carries over to the next day.

 

Most of all, far from feeling worn out, you feel as energized as ever. You leave the practice thinking, “What an incredible day!” and you feel pumped with enthusiasm. You go home to your family or personal activities as happy as you were when the day started.

Why You Need Great Days Everyday

Before you say this sounds like an unrealistic fantasy, let me say that not only is this how most of your days could be; it is how most of your days should be. Forty years is a long time in a career as demanding as endodontics. The saddest thing is doctors who feel de-energized, worn down and want to escape the profession. It’s so unnecessary.

 

Great days don’t happen by accident. They are created with intention. If you feel great days are few and far between, or need to be more consistent, give us a call and let’s talk about how we can transform your practice.

ACHIEVING LOVE PEACE AND HAPPINESS

CYNTHIA GOERIG

CHIEF EXECUTIVE OFFICER

About 10 years ago, Japanese author Marie Kondo wrote her book, “The Life-Changing Magic of Tidying Up”. In it she describes a method to clear out unnecessary possessions by holding them in your hands and asking if they spark joy. Anything that doesn’t create joy is jettisoned.

 

What if you could do that to your practice?  Hold it in your hands, close your eyes, and meditate on how it makes you feel. Does it spark joy? Is it a positive, uplifting force of good energy in your life? Do you love being there? Do you feel happy when you are in the practice?

 

Sadly, a lot of doctors are going to answer no to all those questions. If you ask how they really feel about their practices, you might get responses closer to:

Certainly, your practice has a necessary economic role in your life. But too many doctors believe that has to come with a trade-off in enjoyment. It does not have to be that way. Your practice should be a source of joy in your life. After all, you spend more time in your practice than any other single activity in your life except sleep.

 

Endo Mastery is very good at helping out clients grow their practices economically. However, is economic growth worth the trouble if it also comes with increased stress or feeling a greater emotional burden? We don’t think so. That’s why our mission with every client is to improve and empower their life, not just their bank account.

Loving Your Practice

You should love your practice. In fact, you should be in love with your practice. Being there should make you feel appreciated, energized and valued, with everything optimized around letting you be the best doctor you can be. The environment, the practice systems, the team, patient and referrer relationships, and the economics should all add up to something you treasure.

FEELING PEACEFUL

Your practice and your daily responsibilities as a practice owner should not cause stress, anxiety or feeling out of control. A great practice is one where the doctor can be a calm, effective leader, with trust and confidence in a highly capable team. None of the routine bumps and issues that come up in any business causes stress or concern. Likewise, the economics of the practice should eliminate all debt and financial pressures, fuel the best life outside the practice, and allow doctors to focus daily on fun and enjoyment while being highly productive.

Being Happy

As much as we try to compartmentalize life, it doesn’t really work that way inside us. If you are unhappy in your practice, you will bring that negativity into other parts of your life … and vice versa. Happiness is a whole, comprised of work/life balance, feeling purposeful both inside and outside the practice, and being able to enjoy the things you and your family love (including the practice). Happiness is being present in the world and being able (financially and otherwise) to explore and enjoy all the possibilities of life that interest you.

Sparking Joy

Love, peace and happiness are really what Endo Mastery is about. We help you create the environment, the team, the economics and the daily factors that free you from stress and limits. Each day shifts from feeling burdened to feeling like you are doing exactly what you love to do. You feel professionally fulfilled so that you have a meaningful purpose that energizes you every day, and economically rewarded so you have the resources outside the practice for your family to have the best life.