Team Mentorship

Being a Mentor Means Giving Advice

To build a practice that thrives and reduces daily conflict, you as the dental entrepreneur are responsible to developing a culture of growth and acting as a mentor to your entire team. Gone are the days were you can just lead by example or expect employees to do what you say because you sign their paycheck. The first step in becoming a mentor boss is to frame the practice as place for constant but gradual improvement. Then you must develop a kind and meaningful way to give feedback on the path to improvement.

The first rule of feedback comes from Dr. Gary Chapman, author of “The 5 Love Languages”, in his book “How to Really Love Your Adult Child":

Unsolicited Advice Is Always Received As Criticism

So how do you give solicited advice that will be received positively and will affect change? I am no expert but here are some ideas from Executive Coach Jenny Rogers book, “Coaching Skills”.

Key points to remember when giving advice as a mentor:

  • Understand the team member/mentee's perspective: Actively listen to their concerns, challenges, and goals to tailor your advice accordingly. 

  • Ask open-ended questions: Encourage deeper exploration of issues by asking questions that require more than a yes/no answer. 

  • Provide constructive feedback: Deliver feedback in a positive and specific manner, focusing on areas for improvement while acknowledging strengths. 

  • Offer options, not just answers: Present different approaches to a problem, allowing the mentee to choose the best path for them. 

  • Encourage self-reflection: Prompt the mentee to analyze their situation and consider the implications of their decisions. 

  • Be clear and concise: Articulate your advice in a straightforward manner, avoiding jargon and unnecessary complexity. 

  • Celebrate successes: Recognize and acknowledge the mentee's achievements and progress. 

Do's:

  • Be empathetic: Show genuine interest in the mentee's situation and challenges. 

  • Be patient: Allow the mentee time to process information and make decisions. 

  • Be a sounding board: Provide a safe space for the mentee to discuss ideas and concerns. 

  • Connect them with resources: Share relevant information, training opportunities, or other individuals who can support their development. 

Don'ts:

  • Micromanage: Give the mentee autonomy to make their own choices and learn from their experiences. 

  • Impose your opinions: Avoid dictating solutions and respect the mentee's decision-making process. 

  • Give vague advice: Ensure your guidance is specific and actionable. 

  • Criticize personally: Focus on behaviors and actions, not personal traits. 

Each practice, doctor and team member is different so mentorship is personal journey. If you are struggling with daily personnel conflicts getting in the way of your practice hitting your financial goals, schedule a consultation with JNG Advisors today to learn the goal setting we do with our clients and I will send you a copy of “The 5 Languages of Appreciation in the Workplace”.

Jeff Gullickson