I find many people at the head of dental-management groups who are claiming to be CEOs are actually COOs. They aren’t leading; they are managing. Management is getting work done through people. Leading is developing people through work.
People devote a surprising level of effort for causes they believe in, and an aligned, strong, coordinated message serves to create and reinforce their commitment. Few individuals who claim to be CEOs can passionately articulate a cause to which people want to commit unconditionally.
Most people who claim to be CEOs pay lip service to core values and speak in euphemisms. Employees take their cues from the top. Real CEOs take real action themselves before they expect others to do so. CEOs need to not only walk the walk, but they also need to walk in front.
Few who consider themselves CEOs articulate an authentic vision — a future that is possible to achieve; that will make a difference; that is inspiring; that people are interested in achieving. These faux-CEOs mostly address operations, who should do what and by when. They are more autocratic, top-down, “here’s the plan – follow it.” They are far more transactional than transformational. They have the arrow of service pointing up at them, whereas real CEOs look for how to serve others in order that they too might be successful.
Leading Successful Dental-Management Groups
The CEO needs a strong senior team, and must make certain that each member has the ability and motivation to change, to develop their leadership capacity, and to inspire change in others. Even with a productive and effective team, these smart, determined, independent people must be aligned — whereas most artificial CEOs do not spend time or money on team and individual development. It’s always, “we’ll do it later” after some level of stability or revenue is achieved. “Wannabe” CEOs don’t inspire, they operationalize.
The biggest missing element I find in pseudo-CEOs is they do not relentlessly engage in honest communication. They suppress honest, no-nonsense, straight communication. Why? Because they don’t know how to handle it, and they want to avoid conflict at all costs. It interferes with their management agenda if they have to handle people’s concerns or complaints. What they fail to realize is that what cannot be said in a relationship is what that relationship becomes about.
Competent CEOs and their leadership teams engage in transformative conversations, describing the changes that the organization and each individual must create. People respond to personal stories that illustrate what’s needed, as well as regular updates on how the change is progressing. CEOs can infuse energy by reinforcing what is working well, and spotlighting success. Stories crystallize the effects of change and inspire confidence. People need extraordinary energy to fundamentally rethink and reshape the business and themselves while continuing to run it effectively every day.
Effective CEOs lead by example, by creating a culture of accountability. We have heard faux-CEOs say, “Yes, my team understands what they are responsible for,” but in reality, people are still unclear, even though plans may be on paper. Accountability requires clarity. Every team member must unmistakably understand what is expected, recognize their specific personal roles in the big picture, and have the leadership skills and tools to deliver successful results.
Effective CEOs press for constant feedback and communication, and this communication takes place in real time as high-quality, timely feedback and coaching. Moreover, coaching is more focused on what people are doing right, as well as guidance on what they can do to improve. With clarity of communication and clarity of each person’s role, accountability evolves.
Most quasi-CEOs don’t honor requests for coaching. They are not open to hearing negative evaluations of their leadership from their teams. There is no feedback loop, there is only a straight downward line of communication. The pseudo-CEO will tell you, but you can’t tell them.
As Winston Churchill once said, “The price of greatness is responsibility,” and in the case of corporate success, that responsibility starts and ends with the CEO. The CEO must lead by example — by living, breathing, and communicating transformation.
— Marc
