The Leadership Mirror

Transcript performed by A.I. Please excuse the typos.

00:00
And so that’s why we do the doctor leadership retreat in January. It’s in Florida. And that is a place where we’re looking at numbers, we’re going to leadership traits, we’re looking at team building, we’re looking at developing you, especially emotional intelligence side of things. join us in January in Florida if you are a leader in the, a doctor or spouse leader in the practice. look at KPIs and numbers.

00:25
within your practice. We’re focusing on some of the things that you just don’t have a chance to do. It’s an event that I get really excited about. Welcome to Dental All-Stars. I’m Eric Vickery, president of coaching at All-Star Dental Academy. And I’m so excited to do our podcast today with Shelly Van Epps, our COO, and she’s an All-Star executive coach with our team. I love when we get a chance to do these, I call them fireside chats, they’re coaching sessions. And today we’re talking about

00:54
What are we seeing as the biggest challenge in team retention as it relates to leadership? Now, we have a lot of clients. We work over the years, we work with, we see trends, we see what works, what doesn’t work, we get feedback. And so I think you and I have a lot of thoughts. Both of us are John Maxwell certified leadership coaches. We love this sort of thing. But I think there are a few.

01:21
I don’t know there are boxes to check or tendencies that we see that really do hinder leaders from attracting and keeping great team members. So Shelly, if you were to jump in right now and you, if I were to say to you, what’s the biggest challenge with team retention and even attracting really excellent team members, what would you say?

01:44
If you’re looking for somebody that you look to as a leader and to be a leader within your practice, just know that people are drawn to others that act in a similar way. And so if you are wanting people to take initiative and to act like a leader, it starts at the top and they, they mirror what they see. So for example, I’m going to just use a huddle for a random example, because that tends to be one that shows up. My team doesn’t come for huddle. Well,

02:14
as a leader, are you showing up not just on time, but early for huddle prepared? We say that we want our team to do those things, but are we as a leader doing those things? And so it goes way deeper than huddle. It goes so much deeper than huddle, but that’s just one that I can scratch the surface of. They act the way that we show, they follow our behaviors. And then also they re…

02:42
They respond and react to feedback in having that clarity of expectations set out so that they know exactly what is expected of us. Um, I was a team member for a very long time. And I can say if I did not know exactly what success looked like because I was told what success looks like. I’m shooting in the dark and I have no idea if I’m doing what I’m supposed to be doing. Thankfully, I had a very strong leader that I worked with.

03:12
Um, and he made sure to give me feedback on a regular basis. So those, um, having open communication, we always say this, it comes back to clarity and the communication. Um, so, yeah, this is good stuff. I’m taking notes as you’re talking as all of your clients, I’m sure do. And I think every single one of them, every single one I’m taking, taking great notes to your coaching sessions. So I think of it this way.

03:39
I hear doctors and I think this is what I’m hearing you say. I hear doctors say to me, I don’t like when they, can’t stand this person. I’m struggling to get them to do what I want them to do. You know, I’m afraid to offend them. If I tell them, don’t want to lose, maybe it’s, don’t want to lose this team member. I tell them they’re doing this wrong, you know, how do I approach them? Just kind of two sort of phases or sections here, like

04:06
Team members I’m just really unhappy with and I can’t find good people and I’ve got decent people. I want to train them up, but I don’t want to offend them as I train them and lose them. So let’s, let’s unpack the former. Let’s talk about why can’t I find good team members? And what I would respond to what I’m also hearing you say is there’s this reflection. People are drawn to you because of this. If you can’t draw.

04:35
high character, ownership mentality, people who crush it, sort of team members. I need that leader to look here inside first. I need them to look at themselves and go, well, what is it about me that attracts that? That’s the first thing you’ve got to look at and say, okay, who do I need to become to attract that person? Whether there’s, I don’t know if there’s something wrong with you. That’s not what I’m saying, but it’s like.

05:01
If I, if I wanted to go work for someone right now, let’s, let’s say I gave up what I was doing as a coach, which never would happen. But let’s say I want to go back into dentistry. I’m, I know what I’m looking for in a dentist and I would be interviewing that dentist to see who I would want to work for. I know enough now about working with leaders that there’s some characteristics I would look for. And I don’t need to list my core values here, but what I heard you say is.

05:30
The way the leader shows up is the way the team member then shows up. And John Maxwell calls it the law of the lid. Uh, we’ve heard Brian Tracy and Jim Rome talk about you are a culmination of the five closest people to you in your world. That’s how your behavior shows up. And if you are used, huddle, if, that characteristic of your value of you is huddle, your team members are going to go, yeah, yeah. Sometimes if you have blowups, crash outs,

06:00
with your team and you’re throwing things or you’re yelling or whatever, guess what? You just gave them permission to be. Yep. The negativity. If you’re negative, they’re going to be negative. If you’re always looking for the, the downfalls and the bad things in the practice, guess what? Your team is always going to be looking for the negative and the downfalls and the bad things that are happening in the practice. And that’s where their mind lives is in that negativity. And if you’re thinking, I have a really negative team.

06:28
I would encourage you to turn around and say, how am I acting in the practice? Am I celebrating the wins that are happening or am I only focused on the negative things that are happening in the practice on a daily basis? And if you’re focused on those negative things, that’s where they’re going to live. That’s where their mind is going to go. And eventually, if they’re a positive person,

06:52
they’re going to go out the door because they don’t want to be around that type of an energy or an environment. And so that’s where people follow the people that I’m the law of the attraction, whatever different way that you want to express that there’s so many different ways. Like you were just saying with the law of the lid law of attraction, all of these things, you pull in people who are very much like you. Um, people have asked me if me and my husband are brother and sister.

07:22
No, we just, the law of attraction was there. It’s like we’re both positive people by nature. You want to be around other people who are positive. It’s a great way to unpack this. I think if you are listening to this as a team member and you’re frustrated with the quality of team member on your team or you’re a doctor lead,

07:49
listening to this and you’re frustrated with the quality, I think I’m using the right word, quality of the person on your team. Here’s what I have you do. I need you to do a character checklist. And it would be a few things that I would probably say you want to look at. And the first thing I would say is appreciation. And I’ll give you an example.

08:11
I have witnessed leaders as an example, be in a group text for their team and everybody’s wishing Shelly a happy birthday. And guess what the leader doesn’t do? Wish Shelly a happy birthday. Wait a second. That’s hurtful. Intentional or not in the group, everybody was wishing you a happy birthday and you don’t do it. People take notice of that.

08:40
Now I’m using this as an example. It could be regular appreciation, just weekly appreciation. So whether they’re the team that you want or not, in the end, they’re in process of becoming the team that you want, which means you have to treat them as though they are there. Meaning I’m going to appreciate them in all the ways I need to appreciate them because I’m not going to attract them into that level.

09:09
And I’m also not going to track the next person into my, onto my team. If I’m not already doing those things, I, in other words, I have to perform as a leader as though. Everybody’s doing everything that, that everybody’s showing up the way I want them to show up. And, and I’m reacting that way because when I react as though they’re think about kids, you can do it also with kids. If I’m constantly going.

09:35
You don’t ever do, you never do this. You never get there. You, are you such a bad kid? You know, why are you my, I’m always having to tell you the wrong things. It’s really hard for them to become a great team member for you. I’m not saying to be ignorant of the fact that they’re not who you want them to be. Don’t do that. But, but if that’s all you focus on and that’s how you show up, then guess what? You’ve created the law of the lid. You’ve now stopped the potential growth.

10:04
You have to grow beyond that. Now, some other things in the checklist. Just think about how you show up. What would, what did team members need from you? Clarity of expectation. You mentioned a couple of times, I have no idea what’s expected of me. You think you know, but you don’t know. So where does that show up? Uh, how your attitude, your, your on-timeness, all of those things, whatever you would want from them, you need to look inside and say, okay, am I doing those things? Because why would they do them if you’re not doing them?

10:34
Right. Yeah. I wrote down while you were doing that praise in public and then reinforce in private is what I like to call it. Reinforce your expectations in private because reality is that if they’re not giving you exactly what you need from them, they need to know what that looks like and to be able to have a conversation with them, those one-on-ones and just sitting down with those clarity of expectations. Clarity is kindness is what I like to say.

11:04
And if you’re being clear in what you want from your team member, that’s being kind. You’re setting them up for success. If you withhold that, that’s not kind. What’s the opposite of not kind being a jerk? don’t know. Mean. We don’t want mean people. And whatever the word is that you want to say, I guess right there, if you’re not being clear, you’re not being kind. And so you do that in.

11:29
private when you’re not getting what it is that you’re looking for rather than pointing a person out and saying well everybody was here on time for huddle except you Where were you right you check in with them after the fact hey? I noticed you weren’t here for huddle is everything okay? see you’re holding them accountable exactly exactly and so I I don’t want to

11:52
Avoid the conversation that yes, there is a point where you have to have conversations with people who aren’t delivering on what it is that they need to be. You’re not trying to put, pull wool over your eyes and, and not acknowledge that, but it’s that how you, how you hold yourself in the practice. Again, this is not just doctors. This is an office manager. This is a high, Jonathan assistant. It doesn’t matter. Everybody is a leader.

12:19
Leadership is influence, nothing more, nothing less. So if you have influence, which everybody has influence in one way or another, you are leading somebody. And so I like to go back to from an influence standpoint, you’re influencing somebody either in a positive way or in a negative way. There are leaders out there who are excruciatingly negative and they are taking groups of people along with them down this negative road, whether it’s.

12:48
So many different ways, but you could go, I don’t know, religion, can go public, you could go politics. Oh my gosh. You can go down all these different ways. Negative. There’s also positive. Which side are you going to go down? You’re going to follow the people who are most like you. If I agree with this direction, I’m going to follow that direction. If I’m a negative person, I’m going to follow a negative person.

13:15
It’s just the way life goes. And here’s how that shows up. Here’s what we experienced. You’re always complaining about your team members, how they show up and everything. Now we could be the dead end for you as a coach, but what I worry about is how are you expressing that to your team? And so Abby and I have a saying, you can’t have healthy relationship influence you talked about. You can’t have healthy relationships if you are not healthy.

13:42
And I almost did the air quotes, but I know you don’t like it when I use air quotes. I love the air quotes, Eric. think it’s great. you’re not healthy. And I think you have to define what is healthy. And so how you define what is healthy is your core values. And we’ll use the show up on time, attitude, know, character, all of those things. So your culture commandments, your core values will define who that person you’re looking for. Now, if you look at those core values and you can’t check the boxes yourself as a leader, your team is never going to check those boxes. So.

14:12
that there’s this like something like when you point your finger at someone, there’s three fingers pointing back at you, maybe four. don’t, my thumb never points back to me when I point, but definitely three fingers pointing back at you. I’m going up. Yeah. You’re, you’re, you’re three, you’re three fingers pointing back at you are important to pay attention to because you’re healthy is creating their healthy.

14:41
culture to live in. And now we got to get it a disc and EQ because it’s part of this. think it’s the important thing. The EQ is so important. And disc is that framework for how we coach and learn and develop our EQ, which I am constantly working on. I don’t want to pick on any one of the four disc personality size. I think we should pick on all four of them. I, I, I have a glaring.

15:09
Like I see three of them and I go, well, those are glaring problems. And then my own, go, well, there’s no problems there. And I need the three fingers pointing back at me to say, what is it about my personality that attracts or pushes away the type of person I’m looking for? So when you look at disc and you look at leaders, are there warning signs in each of those four disc styles that you think this is something that

15:36
leader’s going to have a really hard time overcoming, but it can be, but are they going to be able to get through that? Do you ever approach it that way and think, okay, you’re, I’m an I, you can coach me first. You’re an I, Eric, here’s what you’re to run into first. Do you ever do that? I think that’s really important for every leader to acknowledge that that’s going to be the case. And I am also an I, so I think you’re perfect as well. So it is a matter of just

16:03
making sure that you acknowledge that. think for a D or a driver, they have expectations. They want it done yesterday and not everybody lives in that D driver mode. And so having that acknowledgement that there’s, there’s positives to having people that are filling the entire disc circle within your team. want somebody who’s very analytical supporting you as well. If you, this is where most doctors tend to land in my

16:32
My experience is a DC. They tend to be very, um, task oriented. Yes, there are some that can entertain the world. Um, are we allowed to do a shout out to Dr. Cody Calderwood right now for that one? Um, very I, right. Very excitable, but there’s most doctors tend to be in that CD world, the tasks. And a lot of the population of people are in an S world. What’s an S?

17:01
An S is more the stable person, the one who doesn’t want to ruffle feathers, who likes stability. A D is a driver. To them, that’s like driving down the road, going 180 miles per hour. And they’re going, that’s not stable. I don’t want to go 180 miles an hour until you tell me exactly where we’re going then. And you tell me it’s a safe road. Now I’ll follow you down that road. So you have to slow down to speed up. And that’s not comfortable for some.

17:31
people. It’s just an acknowledgement of who’s around you and where their pace is. the three fingers back to you. So I think it’s important to talk about the four fatal fears. This is out there. Oh, it’s more, Eric. Ooh, this is really into each personality styles. So D’s want control, their fear is to be manipulated. One of the four fatal fears is manipulation. So therefore, I’m going to tell you how we’re going to do it all the time. I’m not going to ask you questions.

17:59
and I’m a driver, I’m gonna get it done. The I, because they want recognition, their fear is lack, not just lack of love, but indifference, to be ignored. That’s a fatal fear. And so I’m gonna help you because I feel more, I feel seen when I help you as the I. And so I help too much, or watch me do it, watch me perform. I can do this better than you. That’s a, you’re operating out of fear. Now S, S’s want harmony, their fear’s conflict, so they won’t say anything.

18:26
They’ll just do the job for you. come by, they don’t want to, and ruffle feathers, all of that. C’s, they want accuracy. Their fear is to be criticized for making the wrong decision analysis paralysis. So their fear will drive them in and to hold. So at our, at our leadership retreat, I’ve got this sheet here. We’re going to do this in a couple of different places and above the line, below the line. And so what happens is these.

18:52
There’s this, is this try I’m looking at this triangles above the line below line and this fear line. And when we operate in fear, what happens? Well, the D becomes very controlling. they become criticized, the criticism, the controlling eyes can criticize as well. And that is, is a villain role. And as a team member, you see that leader as a villain. Okay. This is a little insight into things that we’re going to be covering. Now the S falls into the victim category. So villain or victim. And these people are stuck.

19:22
Um, they can’t move. C’s could also be in this world too. I, I can’t make a decision out of fear. And then we think it’s great. I think the eyes do this a lot. think D’s do this a lot. The hero, the hero actually, we’re not the heroes of the story. We’re the guide. The hero over functions. They rescue people. S’s could do this too. Let me do that for you. Let me take care of that for you. So your disc fear can drive you in these categories. We don’t want to do that. We want to coach people. We want to help create. We help them challenge and challenge them.

19:52
And that’s hard as a leader to get in there. And there’s questions that we go over to help you move out of people who lead out of fear or their team members who are living in the fear. And you can coach people to those places where they don’t have to operate out of a place of feeling lack of psychological safety. That’s a huge phrase right now. And that’s what this gets into in our, in our leadership retreat. It’s a tool that we will use in our, in our aligned intensive. It’s a tool that Abby.

20:22
We’ll use in this talk a little bit about another podcast. So this leads to EQ. think we have to understand we are. Attracting something based on our personality, as well as our characters and core values. Now back to that’s the former, the latter was, I don’t coach or lead them because I’m afraid to hurt their feelings. I’m afraid I’m gonna cause them to leave. Maybe I’m a softer leader. I’m a hero.

20:49
But I have a team member who’s really strong and I’m afraid to approach them or everybody walks on eggshells around them. They’re really good at their job. However, their personality is very difficult to work with. You’ve seen this. I’m packed out a bit like, yeah. Okay. How many times? this is, this is one of those, it’s a tough one to be honest. It usually ends up being a key person on the team. Somebody that you, you feel is though.

21:19
You can’t afford to lose. Um, but really the culture that’s actually happening around that particular negative. I don’t know, negative environment, I guess, um, is actually impacting everybody else, which is driving your success backwards while this person is shining. And that’s not how a team there’s no I in team. And that person sometimes is acting as if they are.

21:48
the team and that’s not a healthy way to go. And we hear it over and over and over. As soon as I released XYZ person, we’ll just say, as soon as I released Shelly from my team, it just took off. Everybody stepped in and the, the feel of the day was so much lighter and we were having fun again and we were laughing and enjoying our days and we hear it over and over and over. Now I’m not saying that you should just fire people right out the gate. You have to go through a process.

22:18
of communication with them and letting everybody, letting them know what is working of what they’re doing. We always start with the strengths. These are things that I love about you. Moving into these are some challenges that I’m seeing or the weaknesses. We use the SWOT analysis as the, as the framework. So the strengths, the weaknesses, what opportunities do you have to continue growing and what might stand in your way of you getting where that next level is.

22:47
Everybody is always growing. If you’re not growing, you’re declining. You’re dying. Whatever phrase you want to use. If you’re not growing, you’re declining. You’re staying where you’re at. Everybody else is moving forward. And so you should always be wanting to know as a leader, what do I need to work on next? Which thing am I going to focus on so that I can continue to grow and be better for those people around me so that I can help take them to the next level?

23:17
If you’re looking at the five levels of leadership by John Maxwell, down at the bottom is the position. That’s great. If you have a title, good for you. Congratulations. I am the COO. I hope that I’ve worked my way up the ladder more than just having a title. You want to continue to climb until you are that pinnacle leader that people follow because they want to, not because they have to, not because of your title, not because you’ve helped them, but just who you are. are.

23:46
the type of person that they want to follow. so consistently, and this is something we do at the leadership retreat or we’ve done in the past is assess yourself against each one of your team members. Where am I at in my leadership growth with that particular person? Am I at a positional leadership level? Am I at a relational leadership level? Am I at a, I’m teaching them how to do things. I’m pouring into them. I’m at the top. It’s very hard to get to the top.

24:15
So you could be, you say it’s a little time. You could be different levels with different people on your team. Somebody just starts. You are only your title until you’ve, you’ve developed and you’ve been able to, to reach a different level. Now I will say there are people who don’t have the title, who are still a leader and they can be very strong leaders. Um, there will be team members on your team that you want to be a leader who don’t have the title.

24:43
You may have people on your team that are leading that you have no desire to have them leading your team, but they are because they’ve built relationships. They’re built, they’re pouring into people and they might be influencing in that negative way. And they may be living within your team and you, may realize it, but you don’t do anything about it. And it’s very hard to pull leadership away because the influences is already there. And so you have to catch that.

25:13
quickly and address it as quickly as possible. I think there’s a lot of fear there. think, you know, because of the workforce, it creates a whole different challenge. It used to be so different, you know, pre COVID. So let’s unpack it just for a moment. When expectations aren’t being met, right? This clear to the expectation talk about they don’t meet it. There’s a gap between execution and expectation. That’s training. We always go to training first. That could be all the group goes to the training. That could be.

25:41
One-on-one, like you talk about a SWOT, one-on-one conversation, crucial conversation. But I think you have to understand that in order to do those things in five levels, we talk about this in January and our leadership retreat, position, permission, production, people development. And then there’s the pinnacle. Let’s just talk about one through four. I’ll unpack it a bit. You’re the doctor, you have the title, permission, whatever your character, are, your characteristics are, your, your personality is those people attract you right there. So.

26:11
I give you permission to lead me because I like who you are. I want you to be my leader. I vote for you literally. I vote for you and I’m on your team. If I don’t like who you are as a human being, I don’t give you permission to lead me. This is a J-O-B. Pay me. I don’t get paid to do that. I’m not staying. I’m leaving. I’m going over here for a bigger paycheck. So level three production, showing them that we can grow. We can hit goals. can…

26:36
have fun and targets and all that. And then you said, uh, people development. think that’s the goal is people development is saying, do I have those three things that allow me to train? The gap is there expectation execution. I, as a doctor can now train you do that. And you respect me. You value me. You love how I lead and it’s mutual. It goes both ways and I can develop into you. can help pour into you so that we get better results together. So there’s a lot of identity there. There’s a lot of motivation there. There’s a lot of.

27:06
doubt. And if you go back to what we teach foundationally, you have to be a confident leader to then do those things. If you’re not confident in who you are, it’s all going to fall apart. You won’t even get past level two. All right. How’d I do unpacking that? Okay. Is that all right? I think that’s great. Yes. I love it. I like to look at the five levels also that

27:27
they start with Rs instead of Ps. don’t know if have both ways, but the rights that’s that position, the relationships that gives you the permission, the results gives you the production. Reproduction is that people development and then respect is that pinnacle level. And so I think just connecting those together, whether it’s the action or the actual word, I think that whole pyramid is so powerful. And

27:52
And just always assess yourself and give yourself feedback of how you’re doing with the different people that are on your team. And I think the question, the secondary question was, afraid to, for whatever reason, I can’t approach this team member to develop them. think the answer that Shillie and I are unpacking here is you have to look at those levels and say, well, what am I doing not doing in these levels that gets me there? Or it could be self-belief and fear of rejection.

28:18
that doesn’t allow me to engage the right way. And those are all things that can be coached and learned and developed. Okay. Yep. So let’s talk about tools. What tools do we have for doctors, leaders to help in this leadership realm in this world we’re talking about? Yeah, we’ve talked about it a couple of times. We have the leadership retreat. That’s every January, kickstarting the year, focusing on

28:45
You know, looking at your goals, what different things are you doing? What are you going to do over that next year? That’s really going to take your practice to that next level. That’s a doctor’s leadership retreat. So we have that every January. also have a leadership intensive for office managers. So if you’re listening, you’re not the doctor. You wouldn’t go to the doctor’s leadership retreat, but we have an option for team members who are working on their leadership as well for, for a one day intensive. And then.

29:13
As, yep, in May. And as we end into the end of the year, we have worksheets for doctors and leaders within the practice to really step back and ask yourself some different questions. Each month we release a new one. So if that’s something that you’re interested in, just kind of getting the taste for what working on your leadership might look like with All-Star or if you’re already working with a coach, ask them for your worksheets.

29:40
Um, in the last quarter of the year, because that’s somewhere where you can start stepping back and focusing. So you would get those from Heather or from your All-Star coach, um, Heather at All-Star dental academy.com. So if they’re not working with a coach, we will give this to them. It’s for free. It’s a leadership questionnaire that they could email Heather at All-Star dental academy.com to get, and there’ll be different topics every month on this. There’ll be different questions to go through.

30:10
and they can start to learn something about themselves in this process. that correct? it’s that. Yep, exactly. It’s that last quarter of the year. So October, November, December, if you’re looking at it in, in this is September, um, not sure exactly when this will release, but probably September, um, ask for it now so that you can be on the list and get that as soon as it’s released for, for those last couple of months of the year or last few months of the year. And I think it,

30:40
It is September when this is released, even though recording in August. And I think what we’re seeing is a desire for, I think high performers always have a desire to finish well, to finish this year really well, to hit that goal. And then we celebrate that and we turn the calendar over. We go, all right, what’s the next thing we want to do? We’re high performers. want to take it to the next level. We’re growing or declining.

31:06
And so that’s why we do the doctor leadership retreat in January. It’s in Florida. And that is a place where we’re looking at numbers. We’re going to leadership traits. We’re looking at team building. We’re looking at developing you, especially emotional intelligence side of things. So join us in January in Florida. If you are a leader in the doctor or spouse leader in the practice. And then in May in Florida, we will have the.

31:36
And you tell us about the one day intensive in May. That’ll be for team member leaders. would you say? Exactly. It’s usually office managers, department leads, whatever, anybody minus the doctor. We, the one position that we don’t allow in that room is the doctor. We’re focusing on how can you support your doctor and the vision and the core values for your practice. look at KPIs and numbers, trends within your practice. We’re focusing on some of the things that you just don’t have a chance to do. It’s.

32:05
It’s a, it’s an event that I get really excited about because I wish that as an office manager, had had that, that level of a mentorship of having a group of people to just bounce ideas off from, do some role playing, practicing of different conversations, especially that crucial conversation that we get put into a position to have, um, maybe without the training, but we just do it anyway. And so this is that opportunity to continue working on yourself and your leadership.

32:34
Um, if you’re not the doctor and similarly for the doctors and we call it integrator training, but you could be any sort of lead person on the team other than the doctor. Okay. Absolutely. So tons of ways we can help email Heather at allstardentacademy.com. We’ll get you whatever it is you need. Happy to help you. If you’re a coaching client listening to this, ask your coach for the worksheet. We’ll get that to you as well and ask us about the leadership retreat in January.

33:04
Does that sound good, Absolutely. And I would say if you’re interested in January, contact us sooner rather than later. That’s a smaller event from a standpoint of the number of seats that we allow because we want it to be a retreat. It’s a workshop. It’s working with you on your practice. And so we do limit that number of people. So if that’s something you want to reserve your seat, definitely I’d highly recommend doing that sooner rather than later. Yeah.

33:30
Block the dates now. I think it’s the always the third Friday, Saturday of the month. So I think that’s 24th, 25th this year. I think that’s the correct dates. So don’t quote me on that, but it’s, right around there. Okay. I might be thinking of what day I fly, but that’s it. Okay. All right. For those listening, I hope you got a ton of value out of this. We’re always trying to create value and for free and to give you some support. So hopefully some good tools today to do some self-reflection, look at how you operate as a leader. And so.

33:58
If you’ve listened to us up to this point, thank you so much for taking the time to invest in yourself and joining us and Shelley. Thank you for all of your wisdom and incredible coach. please like share, subscribe, give this to somebody who else is a leader who may not be listening to podcast and share the dental all-stars podcast with them. And thank you for being a part of our family. And until next time go out there and be.

34:28
an all-star.