All posts by Katie Devereaux

About Katie Devereaux

Katie Devereaux is a writer and editor, who graduated from the University of Florida with a Bachelor’s Degree in journalism. She has written for several publications in Florida, Alaska and Illinois.

Managing The Employee You Hate

First, let me say this: I feel like this is kind of a controversial or taboo topic to tackle because no one wants to admit they hate one of their employees. But more than that, they don’t to come off as if they hate one of their employees, so that’s why this blog is important.

In her Dental Practice Management Article “How to manage the employee you hate,” Lisa Newburger recognizes that it’s not politically correct to be honest about hating an employee, but, she writes, it’s a reality that you’re not going to like every single one of those you manage. 

Newburger goes on to list things you should do and things you definitely should never ever do when it comes to managing that particular employee.

What you might want to do but should NEVER do when managing the employee you hate:
  1. Sabotage him/her.
  2. Gossip about him/her.
  3. Push his/her buttons and make him/her explode.
  4. Humiliate him/her.
  5. Make him/her quit.

The above list are all things Newburger felt about employees she’s managed that she hated. “Sometimes someone just irritates the heck out of me and I want (revenge badly,” she writes. “It comes from a deep place inside me that is purely evil. It’s so hard to believe I could really revel in wanting to hurt someone else, but it happens.” 

But, she goes on to write, that bosses who are have these thoughts need to snap out of it. “You don’t want to do these things to someone. Or, you shouldn’t,” she writes. “What can you do? How can you get your employee to behave and perform their job? How can you get them to just show up for work on time? You are sick and tired of this nonsense. The rest of the staff should not be subjected to this kind of behavior over and over again. What can you do without sinking to such a low level?”

Newburger writes that there are expectations of this employee and he or she should do them or leave. “I know it sounds a little bit harsh, but is it?” she writes. “If both management and the emploee are unhappy, sometimes there is only one answer.”

Managers should take the high road on this one, she writes, and take the legal, ethical and common-sense approach to dealing with this by adhering to the five tips below.

What you should do when managing the employee you hate:
  1. Document. Document. Document. Keep track of specific incidents and start a paper trail. 
  2. Let the person know there is an issue. After all, the employee can’t change the behavior until he or she knows there is one. 
  3. Have a plan of action with the employee. Address the specific issues and let them know what’s expected. “If they don’t want to come to work on time, let them know they don’t have to,” Newburger writes. “Have them sign and agree to the plan of action.
  4. Do not gossip about this person with anyone in the practice.  Go through the chain of command and do it behind closed doors. “Make sure no one hears conversations about this employee,” she writes. “You shoot yourself in the foot when you manage employees and forget you are not one of them. You are management. Management does not gossip.
  5. Do not sabotage or live in a distorted reality of wanting to fire someone. “Keep your eyes on the prize,” she writes. “The prize is not firing  . . . it is finding a solution.” Newburger said you should exhaust all possibilities to resolve problems, as firing has an impact on practices. Even if the employee wasn’t liked, managers still send a message that anyone could be fired. 

Newburger writes that managers should never forget that being a boss means having to deal wit problems every day. “How you deal with those situations really marks what kind of a leader you are,” she writes. 

Don’t Do These Things if You’re the Boss of a Dental Practice

Here at Dental Temps Professional Services we spend a lot of time discussing what you should do in a professional capacity. But today, I’m here to discuss what you shouldn’t do. 

The list below is from Lisa Newburger, LISWS and appears the DentistryIQ article “What NOT to do as a boss of a dental practice.” Newburger is a licensed social worker who is known for tacking difficult topics for dental practices with boldness and honesty. Her tips might seem like common sense, but remember: if someone had to write this list, there was likely a boss somewhere who was doing one or more of the following.

Five Tips a Boss Should Always Remember
  1. Do NOT try to be friends with your employees. Newburger writes that being a boss is like raising children. “You will never be one of us,” she writes. “Even if you were one of us and have been promoted, you are no longer part of our group. That is reality.” Bosses have subordinates, and they cannot be friends with people who report to them. There are times that managers have to deal with disciplinary issues, which is obviously unpleasant, but it becomes even worse for both you and your employee if you are friends.  
  2. Do NOT ask your employees on a date. As Newburger puts it, not only could this lead to an extremely uncomfortable situation, it could also open you up to harassment. “You will put everyone in a terrible position if you ask any of us out or give us any signals you’re interested in any of us,” she writes. “That doesn’t mean we want you to fire anyone. What it means is we don’t want to ruin our professional relationship!”
  3. Do NOT talk about your problems with your employees.  Newburger writes that even though a boss might think their employees might want to hear about office gossip from them, they’re wrong. “If you need to talk to someone, find a friend or a coach outside of the practice,” she writes. “We don’t need to know about coworkers’s issues or the financial problems going on in the practice.” It’s important that bosses protect their employees from unnecessary stress that they don’t need in their lives, and a way to do that is to keep gossip to themselves.
  4. Do NOT pretend your employees are deaf. Some bosses think that if they aren’t talking to staff members, their staff members aren’t listening. But she said that absolutely isn’t the case. “Close the door when you’re on the phone with your personal issues,” she writes. “All you’re doing is giving us something to gossip about, and we will! This takes away from our ability to respect you. You need our respect, but you have to earn it and act like a boss. If you don’t have our respect, this isn’t going to work.”
  5. Do NOT ignore us or treat us with disrespect. Your employees work hard for you, and they should get the same respect they give you. “Do not make us afraid to tell you about something important,” she writes. “Make time for us. The issues we bring to you are relevant either to us as team members or to the practice. Find out what the issues are so we can solve them and get back to business.”

Let’s get something clear real quick. I am in no way saying you can’t be friendly with your employees because who doesn’t like a friendly boss? But you can very easily blur or cross some of these lines without even realizing it. The key, I think, is this: When it doubt, keep it professional. 

ADA Foundation Scholarship Programs Available for 2018-19 School Year

The ADA Foundation Dental Student Scholarship Program 

Starting on Sept. 7, dental students will have the opportunity to apply for an ADA Foundation scholarship for up to $20,000 each.

According to its website, the ADA Foundation is dentistry’s premier philanthropic and charitable organization and a catalyst for uniting people and organizations to make a difference through better oral health. 

According to the American Dental Association website, the foundation’s Dental Student Scholarship Program will recognize students who are strong academically and who demonstrate outstanding promise in leadership, public service/volunteerism and/or research.  

For the 2017-18 school year, the foundation awarded seven $20,000 scholarships.

In order to apply, students must be:

  • a United States citizen.
  • enrolled full-time in the second year of study at the time of application 
  •  in a U.S. CODA accredited dental school
  • have a minimum cumulative grade point average of at least 3.4 or higher (or a pass/satisfactory) based on a 4.0 scale
  • demonstrate a financial need.

To see a complete list of guidelines, click here

Applications must be submitted by 11:59 p.m. CTS on Nov. 9. Applicants must create a login before the guidelines and application can be viewed. 

The E. “Bud” Tarrson Dental School Student Community Leadership Award 

The The E. “Bud” Tarrson Dental School Student Community Leadership Award recognizes excellent in dental school student-led programs that provide services to under-served populations within the United States.

The ADA Foundation’s Tarrson Fund was created in 2003 by Tarrson’s wife, Linda, in rememberance of her husband, an oral health philanthropist. It is awarded to student groups from CODA-accredited predoctoral dental education programs that provide services to under-served populations. Each award is valued at $5,000. 

The ADA Foundation will accept one application from each dental school. Dental students who are leaders of such programs may apply with support of their faculty advisor. The application period runs from Sept. 7 through Nov. 9.

To apply, click here.

Fifteen Minutes of Interview Tips from an Interviewer

If you want to get better at interviews, and you have 15 minutes to spare (and $4.99 to spend on a Kindle book or $8.99 on a paperback), Russell Tuckerton has you covered. In his book 15 Minutes to a better Interview: What I wish every job candidate knew, Tuckerton takes his 20 years of experience interviewing for fortune 500 tech companies and sums up the most important parts in a quick, 15-minute, 44-page read.

“Congratulations,” he begins his book. “You’re about to hear ‘direct from the horse’s mouth’ how to interview better. Not from a recruiter, not from a human resources individual, but directly from a person who has made all hiring decisions for my staff over the last 20 years. Hiring managers make all the final decisions. All other roles involved in the interview process are support roles.”

Tuckerton goes on to write that he wants to prevent others from making mistakes he’s seen during his hiring career that have caused qualified candidates to not get the job offer. The information in his book is meant to be immediately useful and will help reinforce the basics that will help job seekers land their next job. 

Candace Moody, vice president at CareerSource Northeast Florida, read and reviewed Tuckerton’s book on her blog @Work: a career blog, and she said most of his advice is pretty basic, and notes that she agrees with his points.

“Tuckerton spends a good part of his 44 pages giving examples of good interview answers and how to tell stories that illustrate your strengths,” she writes. “The advice is solid for anyone, but essential if you have a young person who will be graduating and beginning a job search soon. Short, on point, and straight from a hiring manager who’s seen it all.”

Here are his first 12 tips under heading “Get the Basics Right”:

  1. Dress Up. Tuckerton said he doesn’t care what level or type of job someone is interviewing for. Dressing up shows respect for the company and the individuals interviewing you.
  2. Whether this is your dream job or not, act as though it is. Tucker ton said he wants people who are excited about his company and the work it is doing. If the job is your second or third choice, he recommends hiding it in there interview because the interviewer will pick up on your lack of enthusiasm.
  3. Do not rable. Answers should be short and concise unless you are specifically asked to tell a story about your career or background.
  4. Research the company and our products. “If you don’t demonstrate some initiative ahead of coming in, why would i ever think you;d have any if you were hired,” he writes. Learn enough to ask intelligent questions during the interview.
  5. This is about what you can do for my team and my company. Tuckerton says not to focus on why the benefits are good for you, instead, demonstrate why you want this position and how your experience and education can deliver what the company needs done.
  6. When providing examples, emphasize teamwork. “The role of individual contributor sitting in a cube all day is all but gone,” he writes. Companies are looking for people who work well with others and help the entire team win.
  7. Provide alternate but related examples if you don’t match a direct experience question. Tuckerton says to give examples of skills and challenges that are similar to what the interviewer is asking for and explain how they would make you a perfect fit for the position.
  8. Don’t volunteer personal information. “I don’t want to know if you have kids, a happy marriage or car problems,” he writes. “Furthermore this speaks to a lack of discipline in protecting what I consider private information, which can be deadly for some positions.”
  9. Be confident but not arrogant. A strong confident approach will always win over a meek, nervous one, Tuckerton writes.
  10. Always ask about next steps. “I am amazed at the number of people who never ask about next steps – as if this isn’t important to them,” he writes.
  11. Your interview starts when you get out of your car/train/bus. Tuckerton writes that many companies include the front desk receptionist, the office tour guide and many others as part of the interview team. Therefore, he recommends treating everyone with respect and show your enthusiasm for the company, as you don’t know when the hidden assessment is occurring.
  12. You want the job for the challenges and ability to make your contributions based on your skills and experience. “Never come across as just wanting any job or needing benefits or stability, etc. I want people who want the old in my group for the right reasons,” he writes.

To read more of Tuckerton’s tips and advice, check out 15 Minutes to a Better Interview on Amazon. It can only help!



Writing a Resume in 2018

There are, of course, the old standards that everyone should have on their resume no matter what year it is—things like pervious jobs, where you got your degree and when, your skills, etc.. But with the advancements in technology, there are now a lot more things to consider when sprucing up your job experience and contact info on your resume.

Luckily, Money Magazine’s Kristen Bahler has given us six things she thinks are imperative for resumes in her article “What Your Resume Should Look Like in 2018,” and she has experts weigh in on each one.

Without further adieu, here they are:

1. Resume design matters. A good resume is eye-catching without being an eyesore.

Bahler: “Don’t be too heavy-handed with italics, bold, and all-caps — use them sparingly, and for emphasis. The best resume fonts look good on both a screen and on a sheet of paper, so choose a modern style, and do a test print before you send it off to employers.”

Expert: Debra Wheatman, President of the New York-based Careers Done Write says, “if content is king, then aesthetic value is queen. “I would stay away from Times New Roman. That’s the sweatpants of font.”

2. Format your resume so they juiciest parts are up top. 

Bahler: “Instead of a mailing address, a good resume tip is to add your LinkedIn address next to your name and contact info. And while you’re at it, make sure your LinkedIn profile is as robust as it can be, and an accurate reflection of your candidacy.”

Expert: Amanda Augustine, TopResume’s career expert, says, “the overwhelming majority of professions use LinkedIn. So your profile not only has to exist, it also has to support your resume.

Additional Tip: Objective statements on your resume are a thing of the past. “This is a marketing document, not a Dear Abby letter,” Augustine says. Use a summary statement instead, which is basically just an elevator pitch for why you’re the best person for this job. Also, change the title on your resume to match how it’s presented in the job listing. “If the company is looking for a Marketing Communications Director and you meet the qualifications, it’s in your best interest to use a title like Senior Manager of Marketing and Communications,” she says.

3. Beat the resume bots.

Large companies don’t have time to parse through the numerous resumes they get for every open position, so they get applicant tracking systems to do it for them. “When you upload your resume to an online career portal, an ATS scans it for keywords applicable to the job you’re applying for,” Bahler writes. “The main function of these programs is to whittle down candidates, so the majority of resumes are swiftly eliminated.”

Bahler: The key to passing the bot test is tailoring your resume to include some of the keywords or skills from each job posting. If you’re unsure of which words to choose, try pasting the text from the ad into a free word cloud app, which will tell you which resume skills, technologies, and qualifications the posting references most frequently.

Expert: “Normally, over 75% of candidates are taken out of consideration before a human ever sees their resume,” Augustine says. “So you have to strategize your resume based on a piece of technology. You want to make sure whatever you’re listing is matching up with whatever they’re asking for, That’s the greatest insight you have as to how they’ll evaluate your application.”

4. Find a balance.

Bahler: “To give the eye some variety, use a mix of paragraphs and bullets throughout the resume body. The same principle goes for the actual content. When you’re deciding what resume skills to add, technical and other expert-level know-how should definitely get first dibs.”

Expert: “You want to be avoid being overly fluffy,” Wheatman says. “Employers are looking for concrete skills. If they’re filling an engineering position, they don’t care how ‘outgoing’ you are.”

5. Walk the walk. 

Bahler: Avoid the temptation to stuff your resume with responsibilities. Employers care far more about your successes, and how you can mirror them at their company. Be specific, and provide relevant statistics wherever you can. Revenue wins, client growth, and budget savings are easy to quantify — and are resume gold.

Expert: “Underneath the text, there’s a story,” Augustine says. “Find a way to connect the dots.”

Additional tip: Don’t have any numbers-driven examples? Bahler suggests to your skills section and think about how to validate that section. Are you the go-to resource for new hires, or for customer queries? Do you specialize in increasing efficiencies, or decreasing defects? Have you ever acted in a leadership capacity, even if it wasn’t in your job description? There’s always something that will make you stand out.

6. Be selective.

Bahler: “The more crowded your resume looks, the less likely you are to hold a recruiter’s attention. Instead of cramming every entry-level job and internship you’ve ever had onto one sheet of paper (two sheets if you have more than 10 years of experience), pick and choose the roles most relevant to the one you’re applying for.”

Expert: “Reading a resume is a boring, tedious thing,” Wheatman says. “Think about the most compelling things you want to share with your audience, and move along.”