What does it take to build an All-Star dental practice? We interview Alex and Heather Nottingham from All-Star Dental Academy on how dentists can create a practice that delivers exceptional customer service and new patient experience, questions and answers below:

Marketing Is NOT the Best Way to Drive Patients

Nick: One thing we deal with all the time is dentists coming to us to do marketing because they want to drive more patients. The problem is, on the marketing side of things, it’s usually the customer service: how the phone calls are handled. 

Alex, you have done marketing. Your father was a dentist and you helped him grow his business. Could share that story? What did it take to increase patient flow? Because I think a lot of dentists are under this illusion that if you just sprinkle some SEO on your business, it will somehow change everything.

Alex: Thanks, Nick. I think you’re describing the model of pay and pray. “I spent a lot of money, so maybe I’ll make a bunch of money.” It doesn’t work that way. With my father’s practice, I was the Tony Robbins coach. My father’s business was facing financial difficulty. It was, quite frankly, heading toward bankruptcy. The office manager made a lot of mistakes and he didn’t run the business very well.

My father was a great dentist. He had all these accolades and fellowships. But just because you’re a great dentist doesn’t mean you’ll get a lot of patients. “If you build it they will come,” doesn’t work. So I asked my dad, “Can I help your business? I help a lot of other people.” And he said, “Sure. Please help.” So the first thing I did was take over his marketing. 

Again, he’s got all these accolades. He had a relationship with the Extreme Makeover Lab, and he was one of their top dentists. I wanted to get that message out there. So I revamped his marketing. I hired SEO consultants. This was the golden age of SEO, and nobody was doing it. So we ranked number one for everything and we were getting calls through the roof– but there was no change. 

I said, “Something’s wrong here. The phones are ringing, I’m on the first page of every SEO word you can imagine, and the website’s phenomenal, but it’s not working.” So Heather, my wife, was my girlfriend at the time. She was a Bloomingdale sales manager. She had a multimillion-dollar climb book, and she wanted to get out of retail. So I brought her into my father’s office. She was exclusively on the phone. Nobody else wanted to touch the phone; they just wanted to do insurance or whatever. So she filled that role. And they were so happy. They were passing all the new patients to her and she was phenomenal.

She had no experience in dentistry whatsoever, but within 18 months we took a 1 million dental practice and brought it to over 2 million. And I don’t mean to suggest that the marketing wasn’t important; if we hadn’t had the marketing, we wouldn’t have had the opportunities. But, you have to convert patients. And Heather did that.

Heather: Right. And one thing we knew before I came into the practice, as Alex said, “Something’s not right. We’re doing all this marketing and calls are coming in, I see the tracking, and all the leads, but we aren’t getting new patients. What’s going on? Can you listen to the calls for me?” 

And that’s when we discovered the big problem: the calls were coming in, but they weren’t converting. There was no process, there was no system, and there was no customer service. The phone call is a patient’s first impression. A practice may have a beautiful website, but if the impression of the office when somebody calls doesn’t match their expectation, you’re going to lose them.

Nick: Absolutely. You can make your practice look like a Ritz-Carlton hotel. But if I pick up the phone to call you and the person answering says something like, “Hello?” with no customer service or enthusiasm, you feel like you’re wasting their time. You can’t give them the Motel six experience and expect people to come to your practice. It’s not until dental practices tackle the internal customer service issues that they see a significant jump in revenue. Without that, you’re only doing one piece of the puzzle.

Alex: Nick, you’re one of the few marketing geniuses with the ethics and integrity to say, “I’m not going to take your business if you’re not going to do what you need to do to be successful.”

You’re not like, ”Give me your money.” You want your clients to be happy. That’s very rare. That’s why we really love working with you. There’s a statement I’ve heard: If you want to be successful, you have to do the things that other people are not willing to do. Sorry, but economically, not everybody is going to be the best or wants to put in the effort to be the best. 

You can dump a lot of money into other marketing companies that will be happy to take your money and build you a nice website, but it creates this lie because social media and your website are not reality. The only time a patient knows reality is when they pick up the phone and when they come into the office. What’s even worse is if you put the image out there online that you’re this wonderful place and you really aren’t. You’re going to start racking up negative reviews. 

Everybody wants that silver bullet; everybody wants that edge. But you can’t just buy yourself out of it. You have to do the hard things. And that starts with dentists and their leadership. 

Nick: Absolutely. Leadership is a key part of it. Everyone would love a service where they can just sign the check or tell their staff to do some magic bullet type of formula, and then everything is fixed. But the reality is that the vendors that are doing really well have outstanding leadership. People love working for them. They’re positive. They’re always investing in their team. They’re trying to wow their patients. People want to work hard for them because they want to see them succeed. 

On the flip side, you also have dentists who are always searching for that magic pill solution. And they’re always surprised when they hire a company that tells them what they want to hear. But then a year goes by, and nothing really changes. What did you expect shopping around for a quick fix?

Alex: You have to be open to coaching. What I love about RevUp Dental is that you coach your dentists. I had this realization recently. You have to go in with proper expectations. You have to understand that to be successful, you have to grind. But the trick is to try and enjoy the grind. Enjoy the journey; enjoy that it’s going to take work and personal development. It’s going to be hard at times, but you have to be willing to take that.

You have to have a growth mindset. There are a lot of books coming out now about growth or expansion mindset. That’s what you have to be ready for. And if you do that, not only will you have the success that you want monetarily, but you will also improve your happiness. You’ll increase your love for what you do and your love for the people around you.

What to Look for When Hiring Dental Staff

Nick: When many dentists are hiring staff, they primarily look at the potential hires’ technical skill set. They ask questions like, “Do you know how to use my patient management system?” or “Do you know how to process insurance?” Then they throw them into the job without stopping to ask themselves “Is this person warm and friendly? Do they have good customer service skills?” I feel like that’s setting people up to fail. What are your thoughts on that?

Alex: Well, you’re speaking to a few issues. The first is the issue of recruitment in general. It is difficult right now in dentistry to hire new team members. It was difficult to find talent before COVID, but it’s even harder now. Through our research pre-pandemic, we found that sufficiently onboarding and training employees improves employee retention by 25%. 

So, it’s important to consistently train your team. And by training, I’m referring to customer service, but also training them in your vision and forming a bond. You want to hire for the personality and train for the skill.

So, you may be wondering “How can you do that?” Well, when my father hired Heather, she had zero dental experience. She worked in retail. I love hiring from retail for an office because of Heather– she crushed it. Now, if you have an assistant or hygienist, they have to have certain skills. But even those can be developed. You could potentially hire somebody in the front office that you can cultivate to be a hygienist or assistant in the future if you’re patient enough because they can go get the training. In the meantime, have them learn customer service because everybody in the office should be trained in customer service.

Heather, tell us about the Ritz-Carlton– about how they bring employees on. What does the Ritz-Carlton do?

Heather: Yeah, the Ritz-Carlton focuses on finding the best people with the best attitude. I mean, they’ll pay people to not take the job. They’ll give people money and say, “I’ll give you this money if you don’t take it,” to see who really wants to work for them. And that’s the type of people that we want. We want people who want to work for our practice, and who are excited about the vision of the practice. That’s why it’s so important to have a vision for the practice.

I’ve met many dentists who say, “Oh, it’s hard to fit training into the schedule. We’re so busy.” And I tell them “The Ritz-Carlton and Chick-Fil-A are super busy too, but they always make it a priority to train. They won’t let anyone even touch the phone or interact with customers until they’ve had about 21 days to three months of training and onboarding on their systems, and familiarization with their vision.” 

If you go up to somebody at the Ritz-Carlton, every single one of them carries this little card with the company’s vision, and they can recite it to you, and they’re proud of it. Every year, they train everybody from the janitor to senior management for around 250 hours. There’s training is a priority, you make the time.

Nick: Yeah, it’s that sharpening-the-saw problem, right? I read in your book that Ritz-Carlton had done a study to try and figure out why one group of longtime customers had decided to start going to other hotels. 

They interviewed hundreds of thousands of people, and they found that in the vast majority of cases, the leading factor that caused customers to leave was that someone with whom they had interacted on their last visit made them feel like the company was indifferent to their experience. 

It wasn’t that the service or the room was bad. Somebody that they interacted with made them feel like they didn’t care. The reason was that simple. In dental practices, I’ve seen cases where people come in and no one even looks up to greet them, because they’re preoccupied. You see a lot of cases like this where the practice is investing so much money in marketing, but no one’s paying attention to what is happening on the phones.

Heather: As you said, you can’t train on personality. And what happens when you hire people who want to focus specifically on technical tasks, is you end up with task-oriented people instead of people-oriented people. I’d much rather talk to somebody on the phone than process insurance or do a spreadsheet. Give me all the people, I want to talk to them. I want to help them. Those are the types of people that you want to have front and center in the office.

Alex: Yeah. What Nick is showing is any break in the chain messes up the whole operation. You can’t just train your front office, because if the patient gets a bad experience somewhere else, it’s not going to work. You can’t just say, “Well, there is good customer service on my website.” That’s not enough. It’s got to be everywhere.

We launched a recruitment service. We recruit for positions in the United States, but we also run quarterly live H.R. hiring courses. And we also have people all over the world that we teach the hiring process, including personality profiles and all those sorts of things. Part of the reason we did that is that many people said, “Well, I can’t train because I don’t have the right staff.” That’s an excuse. 

So we say, “Okay, well we’ll help you hire them.” Because dentists are always going to hire again. It’s an ongoing thing. That’s running a business. There’s no emotion necessary. It’s a business decision. And we look forward to the challenge of perfecting and improving our team through training and onboarding. 

How to Increase Practice Revenue – Focus on THIS!

Nick: One thing that gets a lot of dentists stuck is that they can’t visualize the patient journey. I can come in and build their website so that their conversion rate might go up from 1% to 5%. 

But, if you start tackling the internal issues like the phone conversion rate and the new patient experience, you’ll see that you get a bigger bang for your buck further down the funnel than if you just try to focus on the website.

There is a great example in your book where you break down the math to show how you can improve the website conversion of AdWords and other SEO tools that will have an impact on the revenue. But then you compare that to what happens when you improve the phone conversion rate or you improve internal issues, and the revenue increase is substantial. Could you go through that example now?

Alex: Yes, I can. I call it the all-star business growth formula. It’s something I adapted from my time with Tony Robbins. There is one way you’re going to start a business; you’re going to get some form of marketing– internal marketing, external marketing, referral marketing, or insurance. 

The first step in the funnel is converting the phone call. Whoever is not converted drops. Whoever is converted, we move to the next step, which is when they have to show up for their appointments. So, we have to have some systems in place to make sure they show up. 

Then, hopefully, they accept some sort of treatment. And, if we did a great job on customer service, they will make referrals to us. And then the process repeats. That’s the only way you make revenue. You can make little slivers like collection and this and that, but I’m speaking in broad strokes.

Now, from our research, we found that 35% of phone calls will convert to appointments. From that 35%, about 85% of patients will show up. Of that 85%, 60% of patients accept treatment and 15% will refer. We’re aiming for a revenue goal of $1 million.

So, if we’re only converting 35%, to get to that $1 million, we need to start with $5 million a year in potential opportunities. Because if only a third of our patients get converted, we’re at 1.75 million potential. The vast majority, as you can see, is gone. Clearly, marketing isn’t your problem. We need to focus on customer service. 

So, now we’re at 1.75 million, and only 85% convert. That means we’ve dropped 15%. So now we’re at 1.5 million. We’re going down. Now only 60% of patients accept treatment. These are pretty good numbers. We’re at $900,000. Then, about 15% of patients from that base refer other patients. That puts us back at $1,000,000. 

So, we started with $5 million in opportunities and we only got one-fifth of it at the end. So we decide to focus on incremental improvement. Let’s say we can improve 5% net each area. Our call conversion goes up to 40%, we’re at 2 million. Our show-up rate goes up from 85% to 90%, we’re at $1.8 million. Our acceptance rate went to 65%, that’s $1.2 million. Our referrals went from 15% to 20%, we’re at $1.4 million. 

So, by incrementally improving each area of our customer service practice management skills, we increased our business by $400,000, or 40%. And then, just for fun, let’s say we improve 12% in each area. Call conversions are now 47%, and we’re a 2.4 million. But we can do even better than that. 

If 97% show up, that gives us $2.3 million. If 72% accept treatment, we’re at 1.6 million. And if 26% of patients refer, we’re at $2 million. By incrementally improving each area by 12%, we’ve doubled our business without spending a cent more on marketing. 

When dentists or business owners say, “I don’t have time to train,” they should consider this. We showed that you can double your business incrementally, or even go up hundreds of thousands of dollars, by making customer service a priority.

Difference Between Sales vs. Customer Service

Nick: One thing I’ve seen with a lot of other training companies, is that they teach the Always Be Closing formula. It’s like the scene from Glengarry Glen Ross. That’s how these companies approach sales: get the client to say yes to the appointment at all costs. But every time I’ve seen practices work with companies like this, they’ll get a few more people to book appointments in the beginning. 

But, inevitably, six months later, bad reviews start coming in and things start to dip. This is what happens when you try to push treatment on people. 

What I like about you guys is you’ve made it clear that you’re not teaching sales. It’s not about sales or converting the patient. It’s about customer service. Could you talk a little bit about that? 

Heather: For me personally, I love helping people and connecting with people. I feel like, first of all, you have to love the dental practice that you work for. You must understand the doctor, look at their work, and believe in it. And when it comes to doctors, I always tell them, “Make sure your team knows what you do and how well you do it.”

If a person doesn’t feel comfortable going to their own practice or their family practice, then they’re not going to be a good person to talk about dentistry. But I think that rapport is the first thing for sure. You have to have a rapport with the patients. 

We’ve seen practices that went with the “Always Be Closing” philosophy and they did get a ton of patients. They might have had 150 new patients in a month, but then they had a ton of cancellations. They weren’t converting those appointments. So, you have to look at all that.

When we tried that philosophy in our practice, it didn’t work. We saw many new patients come into the office, but they weren’t converting, they weren’t accepting treatment, and they weren’t showing up. And at the end of the day, the months that we had 50 new high-quality patients were some of our highest production months. And some of the other ones were some of the lowest production months.

I think that the focus needs to be on polite pre-qualification. There are different things that we do during the call to get to know the patient and make sure we understand their needs. We’re not just booking people and saying, “Come on in, we’ll take care of you.”

This way, if we don’t take their insurance or we’re so far out of their budget that they wouldn’t even consider coming to the office, we can go ahead and clear that up before we waste their time and ours by bringing them in. 

Nick: Yeah, from listening to calls, you see a lot of examples where your staff must know what you do. That sounds obvious, but you’d be surprised how often we encounter this issue. We’ve had dentists who’ve taken Invisalign training courses, and then, four or five months afterward, when people were calling for Invisalign, their staff would tell the patient, “Oh, I don’t think we do Invisalign here.” And they would refer them to other practices down the street. 

So, this is where a lot of the problems happen. Dentists aren’t even sure what their staff is saying to their patients. 

Alex: They’re not prepared for the phone calls. They’re just winging it. And you can’t wing it. You have to prepare for every step. I love to compare this to professional athletes and great artists: every step is prepared. And if you look at any successful business or person, every step is orchestrated again and again until it’s right.

To be honest, those examples tell me one thing: that’s an amateur practice. Essentially. We’re talking about being a professional. So to answer something like that is a great undermining of the potential of that practice. 

A lot of sales training companies will show the dentist how terrible their people are. But it’s not them; it’s the dentist. The dentist hasn’t made it a priority to train their team. In truth, it’s very rarely the team member’s fault, unless they have a crummy attitude, or they don’t want to learn anything.

How to Handle Price Questions from Patients

Nick: One thing that we see Stump 95% of dentists is people will call and say, “Do you guys do Invisalign?” or “Do you guys do dental implants?” And the staff member says, “Yes, we do. Are you looking for Invisalign?: And it’s like, well, they didn’t call to order a pizza. 

But they don’t know what to say. So the patient inevitably asks, “Okay, what do you guys charge for implants?” And it’s at this point that, you know, 95% of dental staff have no idea what to say.

They either just flat out give them a random price and the person says, “Okay, thank you,” and hangs up, or they say something like, “I can’t tell you anything. You have to come in for a consultation,” and it makes the person feel like they’re not being honest with them.

The call process that the two of you teach is a great formula for how to tackle these sorts of situations. Could you talk about how to handle these types of calls?

Alex: Essentially, this goes back to the importance of rehearsing and training. Even if I gave you the exact thing to do, it’s not going to work unless you practice it. One thing we talked about is that sales don’t work because sales can be manipulative.

When I say sales, I don’t mean that sales in general is bad, but it has a negative connotation, especially in dentistry. So that’s why we avoid that word. 

The other issue is the script. Some dentists give employees a script, so they know what to say. The problem with scripts is that they sound scripted. Also, if you give an employee a script and then change the process, you’re in trouble, because now the employee is giving people the wrong information.

Have you ever spoken to someone on the phone who is using a script? If you ask them a question off their script, they don’t know what to do. They’re not trained for that. 

Instead of scripts, employees should learn a process for handling questions. And Heather can review the Great Call Process momentarily. You can learn more about it in the webinar and in great detail in the coursework that we provide. 

There’s also the situation where you don’t immediately answer someone’s question, but you have to answer it because they called and asked a question. So, people usually do one of two things: answer it to get them off the call, or don’t answer it because they’re trying to manipulate it. There’s got to be a middle ground. So, Heather, tell us a little bit about that and the Great Call Process. 

Heather: I think a lot of offices get caught in that limbo situation where they’re either like, “I can’t give you a price,” or they just act completely robotic. Either way, there’s an issue. 

When you tell a potential patient, “I can’t give you a price,” then you’re basically telling them No right off the bat. That breaks the rapport immediately. People get defensive and they don’t understand why you’re refusing to answer their questions. The trust is broken. 

And then there’s the other extreme, where every answer is short and transactional, and there’s no rapport whatsoever. It’s like the team is almost robotic. I think there is a misconception when an employee hears someone asking the price. They assume the person is shopping around for the cheapest price, so why should they even bother getting to know them? But the thing is, most patients don’t know what else to ask. They think that dentistry is a commodity. So when they call, the only question they know to ask is: “What do you charge for this?”

Until we find out what their needs are, how can we help them serve them? Maybe sometimes they call and ask about insurance and we might not take their insurance, but we find out through conversation that they don’t care about that. There are many variables like that to consider. The Great Call Process helps us find out who patients are and how we can best help them.

If someone calls in asking about a specific service, that’s great. But first, let’s get them to pause and back up a few steps. We can say something like, “Thank you so much for calling. I’d be happy to help you with this. Can I ask you some questions so I can better assist you?”

That allows us to take polite control of the call. Then, we can ask them some important qualifying questions like: “Who is this for?”, “How do you know you need this service?”, etc. Because maybe they’ve been to five other dentists and they just want to get another opinion, or maybe they’ve never even been to a dentist before and are just guessing about what kind of treatment they need. 

I’ve had people that would call our office all the time and say, “What do you charge for an extraction?” 

And I would say, “Well, what led you to think you needed to have your tooth extracted?”

“I don’t know. It just hurts.”

“Well, if we can salvage the tooth, would you rather keep your tooth?”

And they’re like, “Yeah, I’d rather keep it.”

They didn’t even know that keeping their teeth could be an option. So, we start talking and I say, “Let’s get you to come in and we’ll take a look at it.” We don’t necessarily want to give them exact prices because we don’t know if that’s what they really need. 

We don’t know if they need one veneer, an implant, or something else entirely. And when you start giving them prices, they start fixating on those prices. Then, when they come in, if that price isn’t congruent, you just lost their trust. So, we do what’s called the show and tell process, where you show the value of what your office can do for them.

This is about sizzling your practice: talking about the highlights, and how they pertain to them. It doesn’t have to be a price. If you don’t give out prices for specific treatments, you can at least tell them the cost of the examination and x-rays. If they can’t afford that, they’re likely not going to be a good candidate for your office anyway. 

Alternatively, you can give them a price range. But before giving them the range, you should build rapport with them. Make sure you understand what their wants and needs are. You’ve talked about the value of your practice and how it pertains to them, and then you’re giving this range so it puts everything in context for them.

Dental Staff – Overcoming Resistance to Training

Nick: One situation we’ve seen is dentists who want to train their staff, but the staff is resistant to it. We often see this among young dentists who buy practices from retiring dentists.

When you buy a practice, you don’t get to interview the staff because the staff doesn’t know the practice is being sold. Often, this staff has been doing things a certain way for 20 or 30 years. They’re resistant to change. 

So, let’s say the dentist is on board with training., but they’re getting pushback from the staff. Do you fire them? Is this a leadership issue? How do you tackle this?

Alex: I’d be interested to know what you think, Nick. If you want to do training and your team doesn’t want to do training, what happens?

Nick: I’ve never defaulted to the position that, if they’re not going to be on board, they should find another job. I can’t turn you into something you’re not. It’s like I’ve heard you say: “You can’t turn a donkey into a racehorse.”

Alex: It’s more like “Don’t expect a donkey to be a racehorse.” The little nuance is important because we want to approach this with compassion. Racehorses and donkeys serve different functions and one is not better than the other. You should always try to build someone up from where they are. But, if someone is adamant that they won’t do something, or they’re not willing to try, then it may not be a great fit. It becomes a trial of leadership.

So, the first question you have to ask yourself as a leader is, do you really want to train in customer service? Is it really important to you? And if so, how much? Is your fear of addressing the team greater than your fear of losing tons of money because you don’t have good customer service?

If you would rather not train your staff and risk losing up to a quarter million dollars or more from your business, that’s your prerogative. Your fear of not being good enough or being rejected is so great that you’re willing to accept mediocrity.

And it’s not for me to judge what’s better. Some people are very nonchalant. They want to practice like that. But don’t call me and say, “I want to make more money,” “I want my team to be more responsive,” or “I want to provide better customer service,” when you’re not willing to train your team. 

You can’t have both. You can’t have a team that is not willing to do it with you. Something’s got to give. That’s why I always come back to leadership. 

As a leader, you have to make it clear that this is the way things are. Your new philosophy is 20 minutes of training a week for the rest of your career. You’re always training. And, though it’s rare, if somebody tells you, “I am not doing that,” that’s essentially a resignation from your company. That’s a situation where I would let that person go. 

The more difficult employees are the ones that say they’re going to do the training, but they don’t, and you end up having to keep track of them to make sure they’re doing the training. That is going to make your life difficult, and you’ll probably conclude that it’s not worth it. But how badly do you want it? 

This is a question of leadership. The answer isn’t to fire everybody, but you better get your act on straight as a leader and understand what’s important to you. That’s when the answer becomes clear. You don’t have to be mean; you can have lots of compassion for all your people. But, if you’re going to have a business of racehorses, it’s not efficient to have a bunch of donkeys.

Dental Staff – How do you Effectively Motivate Them?

Nick: So, you guys have worked with a lot of different dentists all across the U.S. and Canada. What are some effective ways that you’ve seen dentists continuously motivate their staff? 

Alex: There is a great quote that goes something like: “You want to pay your team enough so that money is no longer an issue.” Money is not the ultimate motivator. I heard a study recently that suggested that money was number six or seven in terms of motivators. 

People don’t simply want a job. People want camaraderie, acknowledgment, appreciation, and a sense of belonging. They also want to feel inspired, especially the new generation. The newer generations are less motivated by money. They want to be a part of something, to have ownership of something. 

In the end, it comes back to the whole leadership issue. It is about effectively communicating your vision with your team, and understanding emotional intelligence and human psychology. 

A staff will view bonuses sometimes as these games of manipulation that the owner is doing: “I give you this for this, I give you that for that.” I do that with my son sometimes. And eventually, I find that I’m in ten manipulations with him and it gets very confusing. That’s when I have to say, “Okay, enough of this. I love you, but you just have to do what I’m asking.”

One office we work with is implementing this system of little magnets that show where people are on their coursework. It’s fun for the staff, and people are talking about it, and they even turn it into a kind of competition where sometimes the winner might get a Starbucks gift card. But the larger point is that the whole team is having fun together.

So I thought that was cool. One part I thought was a problem was that if you won, you had to do a five-minute speech in front of your peers. To me, that’s not a good motivation because very few people enjoy public speaking. But things like gift cards are fun. Recognition and appreciation are key. If you can gamify it, and play with your team to make it fun, that’s a great motivator. 

But stop with the manipulation. You have to step back and say, “What is going on with my practice? I see a vision and I want to do this. Why are they not motivated?” 

We talked before about the racehorse and donkey example. The problem could be that you have the wrong team. But it’s more likely that you set it up wrong. Maybe you created the monster.

Now that we’re all together and we’re on the same page and we all love each other, we’re going to have a fun time together. We’re in training to have fun. We’re going to make more money and as we make more money, guess what? I’m going to increase your salaries. And I’m a big fan of group bonuses. As we all do better, we all benefit. Maybe we’ll go to Hawaii. 

To summarize: set your vision, be committed to it, have fun, and let your team have fun with you. The staff at great companies are proudly part of those companies. They would love to train. If you don’t see that love, you probably set it up wrong. If you didn’t set it up right, you have to go back and start at step one. You say, “This is what we’re doing. Let’s set it up right.”