A written vision statement.
At Levin Group, we’ve taught countless dentists to take control of their future, a process that begins with envisioning what they want both professionally and personally. They quickly learn that a practice vision has the motivational power to drive them and their teams toward great achievements.
Although the vision statement itself will probably consist of 100 words or less—a few sentences, arranged in a paragraph or two—you should spend a number of hours contemplating what you really want. In our experience, many doctors focus so intensely on dentistry and administrative demands that they rarely think about the big picture. We kick-start the process for our clients with this question:
Where do you want your practice to be in 2020?
Do you want to reduce your workweek from five to four days, without losing production, so you can spend more time with your family? Do you want cosmetic dentistry to account for 60% of practice revenue? Do you want to build a “dream team?” Only you, as the practice owner and leader, can decide. But once you do, it’s time to put this vision to work, which means putting it in writing, sharing it with your staff, and keeping it top of mind at all times.
Think of your vision statement as a major step toward the ultimate state of your practice. You may have that perfect future in mind, but the easiest way to reach it is by looking ahead three to five years at a time, moving from one vision statement to the next.
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What decisions will move you closer to your vision?
Have you ever agonized about a major decision? When you have a vision, you’ll discover that it’s much easier to be decisive. Will this investment help fulfill your vision? Will this practice branding reflect and reinforce your vision? Will this training program lay the right foundation for future performance? By giving you a sense of direction, your vision enables you to easily answer questions like these and focus all your resources on building your desired future.
This is why I’ve often said that it’s not a powerful leader that drives the best companies, it’s a leader’s powerful vision. Unless you’re perfectly content with where your practice is headed, envision a successful future. It’s your first step toward making a better practice.
