Course Correction: Moving From “Would Have; Should Have” To Getting It Done
We can all agree that for most people, there is a wide space between knowing something and doing it.
This disparity can be a present truth in every area of our lives. We know we should eat better, but the drive-through is always calling out. We know we should exercise regularly, but hitting the snooze button each morning is so easy. We know we should get more sleep, but the Netflix series is just so addictive. We know we should hold our teams accountable, but being the “bad guy” is hard.
So, we know, but we just don’t.
Inevitably, the delay in doing the “hard right thing” of holding others accountable can catch up with us. In our personal lives, we begin to develop health problems from poor eating habits; we lose stamina and strength due to a lack of exercise, and we live in constant fog, with diminished performance from lack of proper sleep.
In our professional lives, our teams begin to underperform, detail and accountability slide, team members become discontented, complain, turnover increases, and the office culture takes a downward turn.
Then comes the “ah-hah” moment—we know but haven’t been doing what we know. The realization is that we (the leadership) are responsible for doing something. If it is a personal choice, like diet and exercise, we put on our big boy or girl britches and have a “tough love” talk to ourselves in the mirror.
We set the course and are determined to make the change needed. Better food, more activity, and early to bed! We then lay out a plan and begin to change. We often seek an accountability partner to hold us on course and bolster our resolve if we stray off course.
What happens when that “ah-hah” moment involves owning responsibility for letting business or office standards slide? This course correction affects our teams, their habits, and their comfort zones. It needs to be more public and takes a bit more than a morning mirror pep talk to implement.
The following steps can make the course correction easier for all involved.
Own It
Let the team know that you are responsible for the need for course correction. Humbly and honestly admit to your team that you are responsible for letting things go, not addressing issues head-on, not providing clear direction, and allowing “less than” standards in the practice.
When actions or behaviors that are outside the team culture and guidelines are allowed to go on unchallenged, it is assumed that permission or approval for these behaviors has occurred.
Jocko Willink, in his book, Extreme Ownership: How U.S. Navy SEALs Lead and Win, says, “When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard. It’s not what you preach, it’s what you tolerate.” (“Jocko Willink Quotes (Author of Extreme Ownership) – Goodreads”)
Taking ownership of this part of the breakdown will create a collaborative and upbeat tone for the necessary course corrections.
Reaffirming Your Practice Foundation
Restate, and if needed, reclaim and refine your practice goals, vision, and core values. If you don’t already have these things, this is a good place to start with the team.
Once set in place, these guideposts will help facilitate the changes and upgrades needed. Core values and understanding the why of what you do individually and corporately should be referenced and woven into all areas of your day-to-day interactions with patients and team members alike.
In his bestselling book, Start with Why: How Great Leaders Inspire Everyone to Take Action, Simon Sinek states, “For values or guiding principles to be truly effective, they have to be verbs. It’s not ‘integrity,’ it’s ‘always do the right thing.’ It’s not ‘innovation,’ it’s ‘look at the problem from a different angle.’ Articulating our values as verbs gives us a clear idea—we have a clear idea of how to act in any situation.”
Rehearsing these goals and values will bring your team together to work through the next step in the course correction process.
Outline the Changes Needed
This step will be individual based on the areas in your practice that must be addressed. Items could include issues concerning time and attendance, dress code, collections, material waste, efficiency, time theft, cell phone use, and so on.
Remember that you claimed ownership of the culture, so this should not be a rant, but informational, so the team is updated and aware of what will be expected. Lay out the trajectory of expectations.
For example, knowing that there has been no previous consequence for arriving late for the morning meeting, you can let the team know that they will get a gentle reminder of the “new standard” at the first infraction. The next time, there will be a verbal warning, followed by a written warning on the third late arrival. These will be documented, and pre-determined disciplinary action will occur if repeated offenses continue. Based on your policies, actions could include loss of bonus, loss of pay raise, or even termination.
Perry Belcher noted, “Nothing will kill a great employee faster than watching you tolerate a bad one”. Again, remind the team of the intent and spirit of the course correction centered around mutual values and goals.
Taking Action and Sustaining Success
Remember to reinforce and reward positive changes both privately and publicly. Ask the team to provide positive and respectful peer-to-peer accountability and to help hold you accountable to the renewed commitment to the team’s goals and values. Celebrate small wins along the way to maintain momentum and encourage continued progress. Consider implementing regular check-ins or team meetings to assess how the changes are working and make adjustments as needed.
Repeat the process as often as necessary to be successful! As Henry Ford said, “The only real mistake is the one from which we learn nothing.”
About the Author
Beverly Kicinski, DAADOM
Beverly Kicinski is the operations manager at North Penn Pediatric Dental Associates outside of Philadelphia, Pennsylvania. She oversees fifty employees and the daily responsibilities of this growing multi-location practice, which includes pediatrics, orthodontics, and a pediatric laser center.
Bev’s passions include implementing systems to improve communication and enhance a positive and productive culture. She has been a member of AADOM since 2024 and received her Fellowship in 2023. Beverly also earned her AADOM Mastership in 2024 and her Diplomat status in 2025.
Her multi-tasking and systems mindset stems from her “on-the-ground training” while managing six children and coaching women’s high school volleyball.
