Orthotown April 2023 - 62

A collection of high performers does not constitute
a high-performing team. They must be trained and
developed to work together as a unit.
attracted not only by compensation but also by
the job's culture-oriented factors, specifically:
* A better boss: Someone who genuinely
cares about their people, listens, mentors,
shows appreciation and values others' input.
* A brighter future: Achieved through
training, development, being challenged and
being given opportunities.
* A bigger vision: Doing meaningful work
and contributing to the world around them.
Talk up front about your appreciation events,
commitment to training and development, and
how you give back to the community. Doing so
enables you to assess the strength of a candidate's
cultural fit.
For example, a glowing recommendation from
a previous employer may not be as positive as
it seems. Maybe that employer didn't set performance
expectations, assign accountability
for results, have a culture of teamwork or put
the patient experience above all else. Maybe the
candidate seemed excellent at their previous job
because they'd done it that way for decades-
a potential red flag they may not be willing or
able to learn and buy into new and better ways
of performing their job.
Adapt your interview process to help you avoid
inviting someone onto your bus only to find out
later they're not a good fit for your particular
team and office culture.
Positioning people for maximum advantage
A bus full of good people makes for a good team,
but getting each individual into the right seat
makes for an even better team. Assigning each
team member a role that takes advantage of their
innate strengths and natural talents brings out
the best in them and allows you to craft the ideal
team for your business.
Understanding how a person likes to send and
receive information and instructions, perform
tasks and solve problems will go a long way in
helping you determine the right role for them.
They might perform well enough in other roles,
but will be most efficient, effective, stress-free
and satisfied in the role that matches their
strengths and work style.
Larger practices have a greater variety of roles
and, therefore, more flexibility when it comes to
finding a potentially better seat. But even small
practices can tweak job descriptions to better
match an employee's strengths, or adapt processes
in a way that allows them to perform at
their personal best.
Offering other seats also equates to providing
developmental opportunities-important for
both recruitment and retention-such as special
projects and assignments, new responsibilities
and team leadership roles. As the business grows
and expands, you'll have strong in-house candidates
to fill new seats, reducing the need for
external hiring.
Team training
Let's say you've successfully filled your bus with
all good people (which would have inevitably
meant you had to eject some people from the
bus to make room for stronger talent), and have
gotten each person into their ideal seat. They all
bring positive individual traits such as trustworthy
character, enthusiasm and positivity,
self-motivation, reliability, a strong work ethic
and a sense of accountability.
Here, however, is where practice owners fall
short of the finish line in terms of developing
their team into the best it could be. You assume
good people will intuitively know what the most
effective processes and best practices are, how to
APRIL 2023 | 62 | ORTHOTOWN.COM
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Orthotown April 2023

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